During
your training events you will want to employ some
techniques that you can use with the group to get
ideas out in the open and to manage concerns.
The
technique you use will depend upon the number of people,
the type of output required, the objectives and also
group dynamics.
Here
are some of the most useful ones, however – never
be scared to make one up on the spot. |
Multi-voting:
A
technique to reduce the number of ideas to a manageable
size.
The
objective in Multi-Voting is to reduce the number of ideas,
not to arrive at a final choice.
It
can be used when brainstorming has generated too many items
to be addressed at one time.
1.
Group members vote for as many ideas from the list as they
wish, but may cast only one vote for each item.
2. The list is trimmed by half, with those ideas having
the fewest votes dropped.
3. Each member votes for half of the remaining ideas.
4. The voting process continues until the predetermined
number of ideas is reached.
The
Affinity Diagram:
A
technique to organise facts or issues into groups or clusters.
This
technique is useful if the problem or issue is highly complex
and needs the total involvement of the group.
First,
present the problem or issue to the group.
Then
do Brainstorming.
Set
a time limit like seven minutes.
Ask
members to silently generate as many ideas as possible.
Have
them place each idea on a separate self-sticking note.
Give
members big markers so the word or phrases they write can
be read easily.
When the time is up, place all self-sticking notes on a
wall.
Ask
group members to begin organising them into groups or clusters
that appear to have some sort of relationship.
As
the groups or clusters are developed, each begins to have
a closer relationship with the issues or facts placed with
them.
Each
member is free to change the self-sticking notes.
When
it appears the group members have reached consensus and
are satisfied with the relationships, the information can
then be used to continue work on the issue or problem.
This
technique works very well for a comprehensive agenda item
like developing organisational values, as well as for a
very specific agenda item like defining all the tasks needed
to complete a work activity.
This
technique isn't for problems or issues that require immediate
solution.
Group
Evaluation:
There
will be times when you'll be working with groups who need
to evaluate themselves.
The
information will help you and the group to modify activities,
resolve conflicts, make better use of time, or solve problems
differently. There are a variety of ways to do this.
One
simple way is to decide which areas would benefit from evaluation.
The
following is a list of commonly used categories:
Goals
Commitment
Procedures and Guidelines
Roles
Participation
Trust
Conflict
Hidden Agendas
Timing
Level of interest
Synergy
Feelings
Problem solving Methods
Facilitation (yes, ask how you're doing also!)
Develop
a rating scale for each area.
We
suggest a rating scale of one to five to keep it simple.
Have
one be the low end and five be the high end.
For
each end, give an appropriate description so everyone understands
what's being asked.
The
following are examples to help you design your own:
Facilitation
1 2 3 4 5
Inappropriate amount of Just the right amount
direction direction
Trust
1 2 3 4 5
Low level of trust High level of trust
The
rating scale evaluation can be used for a group that's been
working together for awhile.
It
can also be used as a diagnostic tool for a facilitated
session designed to improve the teamwork of the participants.
Before
the session, the questionnaire can be given to the participants.
Ask
them to complete the evaluation anonymously.
Explain
to them that this information will be used to discuss how
to improve the group's working together.
Another
evaluation format is a list of questions that allow each
person to state their thoughts about each question.
This
method takes longer to do and will require time to compile
the results. However, it provides more in-depth information
than the rating scale.
The
following is an example:
How
Well are We Working Together?
1.
How did you feel when you first formed this group (or team)?
2. How do you feel now?
3. Which of the group's (or team's) goals do you think you've
achieved?
4. What unresolved conflicts do you think this group (or
team) needs to address?
5.
What prevents you from being more committed, interested
or participate more?
6. How can the facilitator help your group (or team) move
forward?
7. Does your group (or team) need any additional ground
rules or procedures?
8. What isn't happening that, if it did happen, would make
your group (or team) more successful?
9. What are the three best things about your group (or team)?
10. What is the one thing you'd like to see happen that
you think is impossible for your group (or team)?
BACK
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