Orange Earth

1Start this slide 15 minutes before the meeting starts

Doug I will be in the room to welcome everyone and would like to at the least mention that we lost a long time friend, mentor and facilitator Dorothy Gourely last Wednesday the 8th.2[twitter] Facilitator meeting is about to begin [/twitter]

3Getting StartedSession ObjectivesKey Facilitation SkillsThe Facilitation PrinciplesThe Facilitators MethodologyGround Rules Session ObjectivesDefine the role of a facilitatorIdentify key facilitation principlesDescribe best practices related to each principleYour ObjectivesIf you have facilitated before What are the key areas for which you would like to have better techniques?Or, if you havent What are the skills that you would like to have learned from this class?Principle 1.PREPARING FOR SUCCESSCover All the Bases Principle 2. GETTING THE SESSION STARTEDInform, Excite, Empower, InvolveThe Principles SummarizedPrinciple 3.FOCUSING THE GROUPEstablish the Course, Avoid DetoursPrinciple 4. RESPECTING THE POWER OF THE PENUse It, Don't Abuse It, Make It Theirs A3. The Principles SummarizedPrinciple 5. INFORMATION GATHERING Know Your Tools and How to Use ThemPrinciple 6. MANAGING DYSFUNCTIONConscious Prevention, Early Detection, Clean ResolutionThe Principles SummarizedPrinciple 7. CONSENSUS BUILDINGGenerate a Consensus- Focused ProcessPrinciple 8. KEEPING THE ENERGY HIGHSet the Pace, Anticipate Lulls, React Accordingly

The Principles SummarizedPrinciple 9. CLOSING THE SESSIONReview, Evaluate, Close, DebriefPrinciple 10. AGENDA SETTINGAdapt Your Agenda to Address the NeedThe Principles SummarizedThe Facilitators Methodology

Always open for questionsThe Open Issues listOne conversationStart on time, end on timeNo beeps, buzzes, or ringy-dingies

Ground RulesThe Facilitators RoleDirector/GuideMotivatorBridge BuilderClairvoyantPeacemakerTaskmasterPraiser

How a Facilitator PreparesWhat are the most important things for the Meeting Leader to KNOW in planning for the meeting??The 3Ps of PreparationPURPOSE Why are we having this session? How does this session fit into the overall project objectives?PRODUCT What are the key results you would like to achieve?PROCESS What steps will get us there?The Power of the PenUse It, Dont Abuse it, Make it TheirsThe facilitator:Chooses which comments merit recordingRecords his/her own interpretationPermits group to wander from objectivePermits ground rules to be brokenIs perceived as losing neutralitySpeaks/tolerates emotionally charged wordsAllows atmosphere of distrust or disrespect7 Deadly Sins of FacilitationWrite First, Discuss SecondIf what is said is incomplete If what is said can be improved upon If what is said is not what you were looking for ..If what is said is obviously wrong Still Record It!!Record what is said regardless of value or completenessRecording says Thank YouUse questioning techniques to refineOne Exception:Redirect!Write What is SaidRecord as many of the speakers words as is necessaryIt is not necessary to record all the speakers words Make sure that what you write is clear, complete, and can stand aloneIf you are not certain what was said, playback and ask for confirmationAsk for the HeadlineAvoid Lulls While WritingBegin writing as soon as they start speaking.Repeat what they say as you write.Ask them to repeat.Ask a direct probe.Information Gathering TechniquesKnow Your Tools and How to Use ThemAsk Great Starting QuestionsThe Starting Question is the question the facilitator asks prior to the participants respondingThree parts to a great starting question:Begin with an image building phrase (think about, imagine, consider, if)Extend the image so that it is vividAsk the direct question to get the information you wantPractice Type B QuestionsForm Type A and Type B questions for the following:Personal objectives for this classSteps in the current processProblems with the current processPotential improvements to the processRedirection QuestionPurpose: Get Back on TrackThe point is not relevant to the current discussionThats a good point. Can we put that on the issues list?PlaybackPurpose: Confirm UnderstandingGive the speaker assurance that you understood the pointIt sounds like what you are saying is Is that right?Leading QuestionPurpose: Lead to Other ThoughtsYou want to guide the group to other solutions or to an area that has not yet been discussedAre there solutions in the area of ?PromptPurpose: Keep the Ideas FlowingThe group has temporarily stalled and needs promptingWhat else? We have [x], [y], and [z] what else?Float an IdeaPurpose: Give a Possible SolutionA potentially suitable solution has been overlookedWhat about What are the benefits?Dysfunctional BehaviorConscious Prevention, Early Detection, Clean ResolutionDysfunctional Behavior

Understand Dysfunctional BehaviorDysfunctional behavior is any activity by a participant which is consciously or unconsciously a substitution for expressing displeasure with the session content, the facilitation process, or any outside factor.Dealing with DysfunctionLate Arriver / Early LeaverLoudmouthStorytellerDrop-outWhisperer

WorkaholicNay-sayerVerbal AttackerDoor SlammerPhysical Attacker

Keeping the Energy HighSet the Pace, Anticipate the Lulls, React Accordingly8:00 AM5:00 PMStandard Lullaby TimesMid-morning10:30 11:00After lunch1:30 2:00Mid-Afternoon3:00 3:30End of Day4:30 5:00Dont let the clapping subside!Keeping the Energy HighDirect questions to specific individualsUse the standing method to brainstormHave people stand to ask a questionPass a toy between speakersGet participants to clapAfter each person gives objectivesAt the end of each agenda itemBefore every break Closing the SessionReview, Evaluate, Close, DebriefEvent Mentor Getting StartedFacilitators RoleBrainstorming ObjectivesKey Facilitation Tools & SessionsGround Rules The Facilitator-in Training RoleThe Facilitators RoleDirectorThe facilitator must know the steps of the process from beginning to end and must carefully direct the participants through each phase.MotivatorFrom the rousing opening statement, to the closing words of cheer, the facilitator must ignite a fire within the group and keep it well lit. The facilitator must establish momentum and keep the pace.Bridge BuilderWhere other people see differences, the facilitator must see similarities and use the similarities to establish a foundation for building bridges to consensus. ClairvoyantThroughout the session, the facilitator must watch carefully for potential signs of strain, weariness, aggravation, disempowerment - and respond in advance to avoid dysfunctional behavior.PeacemakerWhile it is almost always better to avoid a direct confrontation between participants, should such an event occur the facilitator must quickly step in, re-establish order and direct the energy toward constructive resolution.TaskmasterThe Facilitator is ultimately responsible for keeping the session on track; this means tactfully cutting short irrelevant discussions, preventing detours off the main course and maintaining a consistent level of detail throughout.PraiserAt every opportunity to do so, the Facilitator should praise the effort put forth, the progress made, and the results achieved. Praise well, praise often.

You are the events cheerleader and expert The Seven Deadly Sins of FacilitationMore times than not, these sins by the facilitator will lead to some form of dysfunctional behavior by one or more members of the group. If the facilitator continues his/her behavior, full scale revolt by the participants is quite possible.

1. The facilitator chooses which comments are worthy to be recorded on the flip charts.

2. The facilitator interprets the words that are spoken and records the interpretation, instead of recording what is said.

3. The facilitator permits the group to wander away from the stated objective for extended periods of time.

4. The facilitator permits the ground rules to be broken without taking visible, corrective action.

5. The facilitator is perceived as losing neutrality and favoring one position over another.

6. The facilitator speaks emotionally charged words at a session attendee or permits a session attendee to speak emotionally charged words to another, and does not take visible, corrective action.

7. The facilitator allows an atmosphere of distrust or disrespect to build between himself/herself and the session attendees.

The Successful Facilitator:Believes that many heads are better than one; everyone at the table is creative and capable of contributing; and that there is some value in all points of view, regardless of the source. Gets the whole group confidently involved and actively participating. Defers judgment by stopping the use of killer phrases and values all input equally. Believes that generating plenty of diverse ideas will improve the teams overall quality of thinking. Recognizes that every group dynamic different. Even when the members remain the same, a new group dynamic is in effect, and new learning occurs every time a group assembles. Ensures that all points of view are heard by allowing everyone to speak their piece, soliciting other points of view, and encouraging participants to look at the issue from another perspective. Makes certain that the group Scribe documents all input. Controls idea flow, listens actively, and maintains awareness of the flow of ideas at all times. Knows exactly when to actively facilitate and when to stop and listen. Avoids discussing content in order to maintain objectivity and control of the group. Helps the group to develop decisions based on facts. Stays focused on the objective, keeps the group on track, and returns them should they stray outside of the brainstorming process. Effectively taps the experience and expertise of the group to articulate key points. Is as comfortable and confident facilitating as he/she would be as a group member. Realizes that what you learn in the brainstorming process is as important as the final objective. Is not easily intimidated, and is willing to honestly and openly tell it like it is. The most successful facilitator loves whathe or she does and it Shows! Have A Great Time!

40You Are The ExpertTrends LuncheonNetworking ReceptionBrainaid CenterNetworking DirectoryRestroomsTable Layout of the Main RoomStandards of Conduct Your conduct, dress, and attitude should reflect credit on yourself and the Annual Multifamily Housing Brainstorming Sessions at all times. You can, and should have a great time, but please maintain your professional composure. Remember that even when you are out at night, you are still a facilitator in the eyes of the attendees. Avoid the temptation to form cliques with close associates and past attendees ... Mingle and take the initiative to meet new, unfamiliar faces. Avoid inappropriate comments and inside jokes. Connotations and innuendo of a sexual, discriminatory, or otherwise inappropriate nature are simply not allowed. Please dont ever assume that nobody is listening. Remember that all eyes are on you, and act accordingly. Please do your best to help us stay on schedule. Adhere to break times and be mindful of the time allowed to brainstorm each topic. Consistency is important. Its imperative that each and every attendee has the same professionally facilitated experience from table to table, and session to session. Be aware that attendees will be asked to confidentially rate your skills as a facilitator after each Brainstorming session according to how well you (1) demonstrated enthusiasm; (2) kept the session on track; (3) helped the group generate ideas; (4) avoided self-promotion; and (5) performed overall. Results will be reviewed only by the Multifamilypro team, and will be considered in your selection to facilitate at future events.

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Attendees can only receive the code from a Multifamilypro team member. If you have the information please do not give it out!Binder & Session ReviewLocate Your Table Number Session One (Quickfire Challenge) 1 Idea from previous Brainstorming SessionSession Two1 Topic Idea Design Directives Session Three8 Challenge Solving Forms Table Change 1 in an Envelope Session Four 1 Topic Idea Design Directives Table Change 2 in an EnvelopeSession Five1 Topic Idea Design Directives Misc. & Extras4 Trash Bags, 3 Sets of Idea Design Templates Please turn in your Facilitator BINDER and TOOL KIT to the event check-in desk at the end of the day!

43Slot 1Facilitator Kit Set-Up Sheet Slot 21 Facilitator Rating Survey Bag Facilitator Rating Slips in Ziploc3 Facilitator Training Ribbons with Qualifications2 Self Promoting SlipsSlot 3Paper and 1 Legal Pad

Tell them how Self promoting slips are usedand why

Facilitator rating card are given to each table before rotation and placed in the next tables bag44Opening the SessionConducting the SessionOpening the SessionYou should always be the first person to arrive at your table. Not only does this help to establish your authority, but it also gives you the opportunity to chat with attendees as they arrive, break the ice, make your Brainstormers feel welcome and valued; and it gives them a chance to get to know you.You'll develop your own personal approach for beginning a session over time; however, these tips will help you get started:Check to make certain that the people who are sitting at your table have the correct table number. If not, please walk them to the appropriate table and introduce them to their Facilitator.Introduce yourself and tell them a little about your background.Clarify the role you'll be playing as the Facilitator, and the roles to be played by other members of the group.Highlight the importance of Brainstorming rules.Some facilitators like to conduct a warm-up activity to relax the group. If people are new to Brainstorming (either the event or the concept), a warm-up session will get them "in the mood" and to help them lose their initial inhibitions. One way to do this is to ask people to approach a non-related topic. The purpose is to get minds thinking in a flexible and creative way. Typical examples are: "Generating new features for cars" or "Generating new features and gadgets for the kitchen" or "Generating new television programs". Anything fun, stimulating and most importantly not job related. Make certain that this fits with the time available (five minute is about right). Another simple warm up exercise is to ask the group to come up with new uses use for something they associate with only one use (i.e. besides opening a door, what else could you do with a key).Establish Ground Rules with the group before generating any ideas. The most important rules are to separate idea generation from evaluation, and defer judgment. Remind them that quantity breeds quality - try for as many ideas as possible; the wilder the better; and try to piggyback on (add to or modify) the ideas of other team members.Once Ground Rules are established, clarify the goal and specific objectives for the session by reading the topic to your group.Explain the duck, and ask for a starting volunteer.Recording the IdeasOnce you have asked a question, it is the facilitator's job to record what is said, without regard to the value or completeness of the comment.If what is said is incomplete, still record it.If what is said can be improved upon, still record it.If what is said is not the answer your were looking for, still record it.If what is said is obviously wrong, still record it.

By recording what is said, you as the facilitator are implicitly saying, "Thank you for making a contribution." It is vital to positive group dynamics that this happens, independent of whether the contribution was good, bad or indifferent.

After you have recorded the comment, you can then use questioning techniques to make sure that the comment is refined or deleted.?What is the one exception to "Write first; discuss second?" Write What Is Said, Not What You HeardRecord as many of the speaker's words as is necessary to ensure that what you write is clear, complete and can stand alone.

It is not necessary that you record all of the speaker's words. Given the way most of us speak, recording all the words may reduce clarity.

If you are not certain what was said, playback what you think you heard and ask for confirmation. Or, ask for the "Headline."

Conducting the SessionIts your duty as the Facilitator to monitor the amount of time available and keep the team informed. Each session is approximately one hour long. There is an onscreen presentation, visible from most points in the room, to help you keep track of the time. Facilitators will often feel that their group is moving more quickly than the rest of the room; and for this reason they assign a time keeper to assist them in monitoring the amount of time in a session.Once youve opened the session, assigned roles, and read the topic, Brainstorming begins!The Explorer Phase: Start asking for radical ideas ideas that will work in a strange way and any ideas that just spring to mind for no apparent reason. Have them shout them out or write them down. Remind people to use other people's ideas as a springboard for their own. Get them to read the current ideas that the group has produced out loud and work together to expand on them radically. Change, warp and exaggerate them and see what further ideas come up. What is the strangest way they can think of to solve the problem? Occasionally remind them that you want some ordinary ideas too. They should share ALL of their ideas, not only the interesting ones. Explain that the ideas they shout out or write down should both serve as possible solutions AND stimulate ideas in other people. You are expecting strange and impossible ideas that will spark off workable solutions. Let them know how much every idea no matter how weird or bizarre is valued. Keep telling them, and keep thanking them for sharing. Be encouraging. Pass the D.U.C.K. to any member of the group if they criticize or sound shocked at the ideas. Make certain that when the D.U.C.K. is passed that the person receiving it then passes it to the next person who criticizes or uses a killer phrase, and so on. Reinforce that the D.U.C.K. is a fun tool, and not a punishment. Encourage and reward all suggestions, radical or not. Glance from person to person, catching their eye in a pleasant way, and smile. Keep the ideas flowing quickly so that there is little to no time for criticism or evaluation.Try not to call people by name because it can undermine the group bond. Use "we" when you speak. Let them know that Brainstorming is a group effort and that we are all responsible for making a helpful and creative environment.Inevitably there will be awkward silences, but dont let this be perceived as a bad thing. People need time and space to think. When things get quiet, strike up a light conversation about something off-topic. The background noise will help someone speak out again when an idea takes shape in his or hear head, and will keep them from feeling as though theyre breaking the silence. Move back to the ideas listed on paper, have the scribe read aloud the ideas that have already been suggested, pick an interesting one, and put that to the group asking them to expand, modify or remodel it. In the most productive sessions, this phase can last for ten to fifteen minutes. Keep going until the ideas dry up. This is the Time to move on to Phase Two the Artist.The Artist Phase: Have the group select one idea from your list, and begin developing it into a workable idea. During this phase, encourage members in the group to assist in the creation of the idea by drawing, finding magazine photos, or designing other components that will help to bring the idea to life.The Judge Phase: This phase should typically last for less than ten minutes enough time for the group to conduct a reality check. Ask these questions of the idea being developed: is the solution (1) cost effective; (2) legal; (3) possible and likely to be implemented; and (4) does it have a high probability of success if implemented in most companies?The Artist Phase (Revisited): This is the final stage of the Brainstorming process. Once your solution has passed judgment, return to the Artist phase and further refine your solution.Ending the SessionWhen the session time draws to a close, you will hear the sound of applause through the rooms sound system, from the on-screen presentation. Please join in clapping so that the entire room knows that this session is now over, and its time to applaud the sessions success. Take a minute to catch everyone's attention and ask them to finish off their writing or any other task they may have been involved in. Thank them very much for taking part, and tell them how good the process was and how much you enjoyed working with them. Let them know that you will now be collecting all the ideas and submitting them to the Idea Design Center.At various points throughout the day, attendees will be asked to change tables. This always happens after weve finished Brainstorming a specifically assigned topic (Idea Design Directive). Before you pass around the table change envelope, please explain to the group that fresh groups lead to fresh ideas. One of the best things about brainstorming is that you get to discuss your challenges with changing groups of interesting people. Have each group member select a table number from the table change envelope, and move to their next table. Its not unusual for a group member to ask to remain at your table because you did a great job of making them feel safe and comfortable with the process. Congratulations! Let that person know you are thrilled that they would like to join your next session, but for the integrity of the event, they need to move forward. Assure them that an equally great experience, and maybe an even better one, awaits them at their next table.Before your group leaves the table, remind them to remove any personal items that they have brought to the table; and ask for their help in disposing of their own trash.Administrative TimeWe allow approximately 15 minutes between Idea Design Directives Sessions; and 10 minutes between Challenge Solving

If you leave the room immediately after a session, its easier than you think to forget what just happened. Our most experienced Facilitators find it helpful and productive to take a few minutes before taking a break to just stack up all of their papers and find a quiet spot in the Facilitators admin area and think through the session, making note of any additional ideas you now have. You can often think very clearly at this stage, and might find dozens of little suggestions swimming round in your head just waiting to join together and surprise you with an amazing solution. Once your forms and notes are in order and in the appropriate Idea Design box, take a well-earned break and congratulate yourself on a job well done!

45Key Facilitation Tools

The Brainstorming techniques that we specialize in, and will be training you to use, have been refined over the past several years to make them easy and effective for our Facilitators to employ. All have been chosen because they are effective at providing fresh stimuli and encouraging creative thinking. You'll find them useful not only at the Brainstorming Sessions, but also in your own team meetings, whenever you need to generate new ideas easily. Learn to use them well, and you'll be stuck for a new idea!The techniques that you'll learn include:Random Word - Get a dictionary, magazine or novel and open it up at a random page and pick a random word from it. Try to make certain the word is actually selected randomly and, if you're using a publication other than a dictionary, that it's applicable to a range of topics. Or, you could choose a number of a page and a number of a line before opening the book, then go to that particular page and line and pick the first word or noun as the stimulus.Guide with Reacting QuestionsQuestioning is the most versatile tool the facilitator has to manage group dynamics. Become well versed in each of the question types. You should become comfortable with calling forth a technique at any time that you recognize the need.TypePurposeExampleDirect Probe

Challenge or ProbeYou don't think what was said is correct or you need additional explanationWhy is that important?What causes that? How do you mean?Indirect Probe

Probe/ClarifyAdditional explanation, especially appropriate for less-confident participantsIs the reason that's important because...?(closed ended, gives the answer)RedirectionGet back on trackThe point is not relevant to the current discussionThat's a good point. Can we put that on the issues list?PlaybackConfirmGive the speaker assurance that you understood the pointIt sounds like what you are saying is...is that right?Is what you are saying is...Leading QuestionLead to other thoughtsYou want to guide the group to other solutionsAre there solutions in the area of...?What other alternatives are there? Is there a way to achieve this and that too?PromptQuestionKeep the ideas flowingThe group has temporarily stalled and needs promptingWhat else....We have [x], [y] and [z]. What others are there?Tag QuestionGet acknowledgmentYou are warming up the group, or keeping it alertThat's important, isn't it?

Float an IdeaGive a possible solutionA potentially suitable solution has been overlookedWhat about...? What are the benefits...?Use Other Information Gathering Techniques as NeededMethodListingTitle your charts Ask a great starting question Record what is said React as needed to challenge, clarify, confirm BrainstormingTitle your charts Define the objective and time limit Ask a great starting question Record what is said; prohibit judgment of any kind Go for quantity; keep the pace moving Consider using a round-robin to control order Always follow with grouping or prioritizing to identify jewels GroupingDefine the objective to group items in categorize Ask for category for the first item Record the category letter and name on a separate; record the category letter next to the item Ask if the next item is the same as one of the existing categories or different If different ask for a category name and record the new letter and name on the separate chart; if the same (or if different) record the category letter next to the item Repeat the last two steps until all items are grouped Evaluate the categories for possible splitting or combining PrioritizingAlternative 1: Use a round robin to ask each person the most important items Alt 2: Have people write down the most important items (anonymity) Alt 3: Give people dots to place on the most important items Alt 4: Establish criteria and evaluate and score each item against the criteria LobbyingEach person has 60 seconds to share with the group which he/she feels is most important and why Random Picture - Get a general interest magazine or an illustrated encyclopedia and open it up at a random page and pick a random picture from it. Try to make sure the picture is actually selected randomly and that the magazine definitely covers a range of topics.False Rules - Get a magazine, book or rule book and open it up at a random page and pick a declarative phrase or sentence at random. Again, try to make sure the book covers a range of topics. The "rule" that you choose should be one that's not normally applied to the challenge you're trying to solve, which makes it a "false rule". Apply that idea to your challenge to see what the result would be, and explore any new concepts you arrive at.Random Website - Visit a random web site, and surf throughout the site looking for ways in which you can use the products, solutions, ideas and concepts within the website to reapply to your assigned challenge. To choose a site at random, start at a major index or search engine site (we like Yahoo or Google), and either choose a category at random, then click through a series of links until you find a site that suits your purpose; or type a nonsensical sentence (i.e. "the cat wore orange shoes") into the search box to see what results. Once you have a website in front of you, you should look at the website, extract ideas from it and use these ideas as a stimulus to a possible solution. Try to see anything in the website which reminds you of your challenge and how it might be solved. Can you imagine a similar product/person/action happening within the context of your challenge? What ideas are being expressed? What situations are being faced and how have they been addressed? Why are the people doing what they are doing? What products are being used or sold? How and why and they being sold?Search & Reapply - This is a relatively similar technique in which we find a stimulus by looking into another area of expertise to find a process that has solved a similar challenge. You then try to reapply that solution to your own specific question. Typical questions you might ask yourself for this technique are:Who else has solved this challenge?What similar area of expertise might have solved this challenge?Is there anyone else in the company who knows how to solve this?What else could we use to solve the challenge?Where else might this challenge have been solved?What other companies might know how to solve this?What similar problems have been solved, and how?What other industries face the same challenge and what do they do about it? By answering these questions, you can often come across trains of thought that will help you solve your challenge.Challenge Facts - Write down all of the facts and features related to your topic. Have each person in your group write a sentence stating the reverse of that fact. Now see what would happen if that were true and find out how you would respond. Escape - Encourage people to break free from their social inhibitions and conventions and invite them to live in a world of make-believe and pretence. (For some this may not be difficult!) See what ideas are produced.Analogies - Make an analogy to another business or situation, look at their solutions, and then discover new ideas about your own situation.Wishful Thinking - Write down your ultimate fantasies and dreams about the perfect solution. Ask yourself how great it would be if only something else did it for you. Then rationalize these solutions and see how else they could be achieved.Thesaurus - Use a thesaurus and find the words which describe your 'probortunity'. Write down alternative words and also their antonyms (their opposites). Exchange the words in your 'probortunity' statement to discover new ways of seeing it and other possible solutions.Mind-Mapping - A method of visually representing ideas and of aiding the brainstorming "free association" process. A visual method of mapping information to stimulate the generation and analysis of it. A method of accessing intelligence, allowing rapid expansion and exploration of an idea in note form.Blamestorming! - This can be a great technique to use with left-brained thinkers. Similar to the brainstorming rules, blamestorming requires vast flows of wild and exaggerated ideas with an initial emphasis on quantity rather than quality. It's also legitimate that blame given by one participant can be built on by others. However, unlike brainstorming, blamestorming requires total criticism and judgment of ideas.Additional ideas and techniques:Use the table toys to stimulate and relax people.Move your group to a different area for extra effect under the table, on the stairs, in the BrainAid Center fresh location = fresh perspective.Use magazines, newspaper, tape, scissors and string so that people can experiment with making and describing their ideas.Keep lots of colored pens and pencils around.Use blindfolds for hidden suggestions.Tell a joke.Get people to stand up instead of sitting down.Get everyone to face the outside walls in their chairs instead of facing inwards.Toss a ball around the table with each person contributing a word to the topic.With many techniques at your disposal, you'll be able to vary your approach in order to keep your sessions alive and dynamic! Try out various techniques with your groups to find out which work best with your style of facilitating. Some people prefer certain techniques and find they work well for them. Some groups will be stimulated by words, other by pictures. Experiment with each technique and use those that work well for you. Remember to "stretch" your skills and try fresh techniques now and then, because the change will be good for your thinking.Your Brainstorming KitNaturally, you'll need lots of tools to help you put into action the variety of Brainstorming techniques that we'll teach you. In addition to being stocked with administrative basics and the various forms that you'll need for the Brainstorming process, you'll find the following resources in your kit:

Thesaurus - for looking up related words and phrases, making fresh word associations, and sparking creative thought.

Dictionary - for defining terms, finding new words, and resolving the occasional "spelling emergency".

Rhyming Dictionary - Sometimes to make an idea sing, words that rhyme are the perfect thing!

Not in your Brainstorming Kit, but also a remarkably useful tool:The Internet Access Center: Since a computer is not influenced by preconceptions, bias or inhibitions it's the perfect partner for providing ideas which you would not have thought of merging before.46Idea Design Session

Topic Idea Design DirectiveFacilitator Rating SurveyTable Change

A Note to Facilitators: This isnt a strict script, so please dont read it to your group word-for-word. Instead, refer to it as a guide, and use the text in italics as an example of what you might say to your group as you lead them through this session.Purpose: The overall purpose of this segment is to take the time to develop, as thoroughly as possible, a doable solution to the challenge we have been assigned. Well start by coming up with as many ideas as possible, and when we are done, we will have used our best ideas to design a plan that other organizations can follow to solve this challenge. Remember that we need to brainstorm a solution to our challenge that anyone could implement. This means we should make it as simple as possible, and leave out references to a specific name, location, etc.Topic: The topic we have been assigned is: (this will be the same as the idea thats merged into their Idea Design Directive form)DirectionsThe way I would like to do this is to first list all the ideas we can think of to solve this challenge. After listing possible solutions, well rank them in order of how successful we think theyd be.Next we will create the steps/procedures/tools/plans that will be needed to implement the solution. Then we will go back and add specific guidelines, tips or best practices that we want to suggest to people who will implement our solution.Finally well make sure the idea is cost effective, likely and possible to implement, and legal.Any questions?Starting Question: If you were given full power to create a solution to this challenge, what are some of the ideas that might come to mind?Detailing the Final Idea/SolutionOkay, lets start with the steps. Lets go around the table and identify the steps someone would take to implement this idea. Lets say that after this session, someone talks with his boss about this idea, and the boss, says, Sounds great, lets implement it right away! So he starts thinking about all the things he has to do to implement this solution, the people he would have to speak with, the various activities hed have to undertake. He starts listing the steps he would do first, second, third? Get me started anyone. Tell me one of the steps this person would do? Okay, whos next? Give me another step. The order doesnt matter at this point.Okay, now that we have all the steps, lets number the steps in the order they should happen. Ill take a stab at it, so please listen and tell me if I get something out of order. It sounds like the first step might be , is this correct? Is next?Now that we have the steps in order, lets go back and add any tips, best practices or other things a person should know about implementing each step. While were doing this, lets also identify any out-of-pocket costs associated with the step. The first step is . Anything special someone should know to do this step better? What about out-of-pocket costs? How much would someone have to spend to do this step? Okay the next step is Well, we have done a great job of detailing this idea. Give yourselves a hand!

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Special Note: please do not use yellow and write darkly and neat as possible being clear with the ideas. Remember that the ideas that do not get completed by For Rents Design team get scanned to pdfs and posted to the Brainstorming Network.IntroductionsPlease state your name, organization, how long youve been in the industry and your favorite reality TV show.

49At this time I would like you to make introductions at your table starting with the facilitator. Please state your name, Organization, how long youve been in the industry and what your objective is for the next 3 days. Your group is allotted 30 seconds per person

its 4 minutes this slide will advance it self

Session OneQuick Fire Challenge The purpose of this challenge is to reinvent the idea assigned.

10 minutes

50This Session is 10 minutesAdvance slideSession OneEnd of Session

60 Ideas

51End of Session

Idea Design Team

Bradford EveChasick DouglasHickey DonnaSadovsky AnneRosario RebeccaHopkins TraceyPortis John MichaelTell them what the Idea Design Team Does and they will have access in the Brainstorming Network

Thank the For Rent team by having them stand up and wave.Brainstormers are going to get immediate access to the ideas that they share and create ideas will be scanned and posted to the web, here, as theyre processed by the Idea Design Team.

The Brainstorming Network is the place to access all these ideas and many more resources, this is a password protected area of Multifamilpro.com Please get ready to write down your login name and password. Please do not share this information with anyone as these ideas are the exclusive property of those in this room right now. No one see, hears or reads about these ideas for a full year after this event.Reminder

Login name is brainstorm .. all lower casePassword is tv.. All lower case

52Process for Completed IdeasYour TopicArtist LeasingArtist MarketingArtist ManagementArtist TrainingArtist Human ResourcesTypistLeasingTypistMarketingTypistManagementTypistTrainingTypistHuman ResourcesSession TwoIdea Design DirectiveThe purpose of this session is to develop a "workable solution to the challenge provided based upon current trends.

This Session is 55 minutes

54Facilitation Guide IDEA DESIGN DIRECTIVE Purpose: The overall purpose of this segment is to take the time to develop, as thoroughly as possible, a doable solution to the challenge we have been assigned. Well start by coming up with as many ideas as possible, and when we are done, we will have used our best ideas to design a plan that other organizations can follow to solve this challenge. Remember that we need to brainstorm a solution to our challenge that anyone could implement. This means we should make it as simple as possible, and leave out references to a specific name, location, etc.Topic: Each table has been assigned a different topic so everyone in the room is working for you.

Tami will present the trendsAdvance Slide

Explorer

How does it work today?What are the problems and root causes? What are the potential improvements?Explore solutions

This slide is 10 minutes55

Checking, Alerting, Mapping Luxyoury Customyzed GreenestInfolust GenerosityInstantaneous On LOCAL

Focus TrendsCreate a complete package & give it a theme or title

ToolsIncentivesGoal ChartsTimelinesTraining

FormsAdsBannersChecklistsAction plan

This slide is 44 minutes 57

Checking, Alerting, Mapping Luxyoury Customyzed GreenestInfolust GenerosityInstantaneous On LOCAL

Focus TrendsCreate a complete package & give it a theme or title

ToolsIncentivesGoal ChartsTimelinesTraining

FormsAdsBannersChecklistsAction plan

This slide is 44 minutes 59JudgeIs the SolutionCost effective? Legal? Likely & possible to be implemented? Have a high probability of success in most companies?

This slide is one minute announce to the room Please take the next minute to play the Judge60Review

Have we covered it?Do we need to cover anything else?

This slide is 5 minutes61End of Session!You now have Over 120 ideas!

Advance slide62Session ThreeChallenge Session63 Facilitator please provide each person at the table with a challenge solving form

This is the session that everyone loves. The overall purpose of this segment is for you to get everyone in the group to focus on one of the biggest challenges you are facing. Hopefully, from the input of everyone, you will get one or more jewels that you can take back and implement right away.Session Three1 minute to write down your challenge

1 minute to state your challenge

4 minutes for the group to offer solutions64 Facilitator please provide each person at the table with a challenge solving form

Directions1.Here is how it works. You each have a challenge-solving worksheet in front of you.You will have one minute to write up your description of the challenge you are facing.Some people will want to use bullets, others will want to write as much detail as possible, and some will be in between use whatever works for you.2.After the one minute, we will go around the room starting to my right with . will have about 1 minute to describe to us the challenge..3.Once they have described the challenge, we will have 4 minutes to make recommendations to for how to address this issue. 4.Then we will move on to the next person.5.Any questions?Running the SessionOkay, lets take one minutes now to record your challenge.Remember to describe the challenge and the challenges standing in the way of a solution. Now that we are done writing, we are ready to hear about the challenge. I need everyone to give your full attention to . Lets listen to their challenge and give them the best input we can., go ahead and get started.3.Alright, we have heard the challenge.Lets quickly give suggestions for how to address this challenge. Whos got one? Great! Whos next? Lets keep it moving.Next?4.The 4 minutes went very quickly. 5.Time to move on to the next person. That would be you .6.(Repeat steps 2-5.)

Advance to the next slide

Whats your challenge?

165Person to the right of the facilitator states their challenge 1stAdvance to the next slide66 State the Challenge 1

167 Offer Solutions 1

4 State the Challenge 2

169 Offer Solutions 2

4What To Do IfWhat If...

Its not unusual to come down with a case of the what ifs before its time to Facilitate; especially if youre a first timer. Even if youre a more experienced Facilitator, its important to be prepared. Below are several what if scenarios and suggestions for handling them that will help you to approach the task with confidence.DYSFUNCTIONAL BEHAVIOR Conscious Prevention, Early Detection, Clean ResolutionUnderstand dysfunctional behaviorDysfunctional behavior is any activity by a participant which is consciously or unconsciously a substitution for expressing displeasure with the session content or facilitation process. Recognize that the dysfunctional behavior is a symptom that is masking the real issue (the root cause), which is typically a problem with the information that is coming out of the session (content) or the way the session is being run (process).

Identify potential dysfunction potential during preparation

Based on the information from the preparation stage, develop and execute strategies for preventing problems from occurring. Strategies may include the following:

Assigning seats

Adding ground rules

Making sure you interact with particular people

Paying close attention to particular reactions

Holding informal meetings during breaksLook for non-verbal cues that reveal potential problems

Dysfunction Check - Actively looking for signs of dysfunctionTo help you remember to do a dysfunction check, consider linking the dysfunction check with an agenda activity.Example

Just before announcing each break, do a dysfunction check: look around the room specifically to observe any non-verbal cues that you may have previously missed.

Address dysfunctional behavior effectively

Approach privately or generally(Talk privately with the person at a break, or address your comment to the group as a whole)

Empathize with the symptom"It looks like you have some important work to get done and this session has put you in a crunch so you have brought your work with you."

Address the root cause"I think we need your full participation on this. Are we addressing issues that affect your area?"

Get agreement on a solution"What needs to happen to ensure that the work that needs to get done is done and that we get your input in the session? ...Okay, so we are agreed then that we will make every effort to talk about your areas the first two days so that if necessary the last day you can work outside the session."

Table 6. Dealing with Dysfunctional BehaviorDysfunction Suggested ActionLate Arriver/Early LeaverArrives late to session, leaves earlyRemind the group of the ground rules.(Start/end on time) Discuss the behavior privately during break to ensure that there is not an additional problem. LoudmouthDominates the discussionAt the start of the next process, announce, "Let's hear from some people who have been quiet. At the break, solicit the person's assistance in getting other people to speak; let them know that from time to time you will purposely not call on them. Occasionally make it a point to acknowledge the person's desire to speak, but call on someone else. StorytellerLikes to tell long-winded storiesRemind the group of ground rules. (End point first) Stand next to the person if they get long-winded. Discuss the behavior privately during break to ensure that there is no additional problem. Drop-outMaintains silence, fails to participateFolds his/her arms, faces door or windowRemind the group of ground rules. (Everyone speaks) Employ a round-robin brain-storming activity to get everyone involved Occasionally stand next to the person or direct questions at a variety of people, including him/her Discuss privately during break to ensure there is not an additional problem WhispererHolds side conversationsRemind the group of ground rules. (Respect the speaker) Stand next to the person if it occurs again. Discuss privately during break to ensure there is not an additional problem. Dysfunction Suggested ActionWorkaholicDoes other work during sessionStand next to the person and make eye contact to let them know that you are aware of the behavior. If the behavior persists, discuss it privately during break to ensure that there is not an additional problem. NaysayerDemonstrates negative physical reactionsVoices audible sighs of displeasureSay with optimism, or jokingly, "It appears that we have some concerns about this alternative. Let's talk about it. What are the issues?" Seek buy-in by asking, "How can this be made better?" At the break, attempt to reach a solution in which the person will openly speak about concerns during the group session. Be sure to get all the issues out. Verbal AttackerMakes negative comments about a personIssues verbal attack directed at a personMove between the people to cut-off the discussion. Consider taking a break. Meet with the attacker in conjunction with the project sponsor or project manager to determine the root cause of the behavior. Consider asking that the person be removed from the session. Door SlammerLeaves the room in disgustSpend a few minutes with the group debriefing on the event before continuing with the session. Take a break. Get with the project sponsor or project manager to discuss the issue and select a replacement. Physical AttackerPhysically attacks someoneStop the session immediately. Let the group know they will be notified when the next session is scheduled. Meet with project sponsor and project manager to discuss appropriate actions.

What if I have a dead table?On occasion, youll end up with a group that simply cant seem to open themselves to the creative process. Sometimes turning the tide in a more productive direction is as easy as drawing your group into a conversation about the typical obstacles that stand in the way of creativity. This can help you determine what, in your groups particular case, is standing in the way and allow you to address the problem(s) head-on. Obstacles might include:Habit and routineFear of making mistakesBeliefsUpbringingFear of consequencesThe weight of previous solutionsAbsolute TruthsPrinciplesFear of changeComfort with patternsCertaintyBoredomSelf-doubt and self-criticismStressRational thoughtPolitenessFear of appearing childishSpecializationUnwillingness to play gamesLanguageAgeLack of timeEgo

What if an individual cant seem to lose his or her inhibitions?When someone refuses to loosen up, its usually because the environment seems threatening to them. Chances are, theyre afraid that their ideas will be analyzed immediately or that they will be judged personally on the quality of their ideas. To help overcome inhibitions:Explain the rules againRemind your group that every idea is good, and that every idea serves as a stimulus for other ideas.Stop criticism in all its forms. Remember, criticism isnt always verbal. It come in the form of facial expressions or body language.Conduct a fun warm-up exercise before you begin the Brainstorming process.Allow everyone to introduce themselves before the session begins.If some people are dominating the session, encourage others to join in.Put people together in smaller working groups, and then bring them together later.Stop cynicism. This is especially debilitating when it comes from a senior member of the group.Encourage a senior member of the group to help break the ice by example, by asking them to throw out some radical ideas or solutions.What if the same ideas keep being repeated again and again!?!Once in a while, someone throws out an idea thats so superb that the rest of the group cant stop thinking and talking about it. Sometimes, a group is simply too exhausted to come up with more than a few ideas that keep surfacing time and again. When the answers keep coming back the same, its time to:Use creative thinking techniques; or if youre already using one, try a different one.Make sure that people include the stimulus in their answer and do not deviate in order to repeat a previous solution.Acknowledge that a previous answer is very good, and that youre looking for something else, too.Emphasize a different aspect of the problem for them to work on.Take a break, then start at from a new angle.Split the problem into parts and brainstorm each part at a time.Get everyone to stand up and change places.Remind everyone in the group that they are creative and have the power to think up new ideas and solutions ask them to say this out loud to themselves and each other, if necessary.Bring someone new into the group to share a fresh perspective.What if the session doesn't flow naturally and the group dynamic becomes uncomfortable?This can be caused by a number of factors, including individuals who are just plain unhappy; a lack of planning or direction; a domineering or cynical participant; a lack of faith in the brainstorming process; bad experiences with sharing ideas in the past Whatever the reasons, there are a variety of things that you can do to raise the comfort level:Conduct an interesting or amusing warm-up exercise.Highlight the rules and include some training as part of the session.Look for and discourage confrontational signals or actions.Encourage people to put forward silly answers to stimulate the flow of workable ones.Demonstrate how silly ideas can be transformed into sensible ones.Tell a (clean) joke.Discuss the process and try to find out the cause of the problem.Find out if people believe that they can succeed in being creative.Plan your sessions in advance and tell people what to expect in advance.Do not encourage dominating or judgmental participants (do not exclude them purely on this basis, or youll lose some good ideas; but if a participant with a stronger personality is discouraging others from participating, ask them to write their ideas down rather than sharing them verbally).What if the Group is struggling to think in new ways?Its human nature to gravitate toward whats familiar to us. Sometimes, our thought patterns need to be kick-started in a new direction. To help a group think more creatively:Introduce and use creative thinking techniques; or if youre already using one, try a different one.Discuss how creativity works to increase your participants belief that they CAN be creative.Allow participants to write their ideas and stimuli down privately first, then share and mix them openly.Use the Challenge Facts technique to break out of the current way of thinking.Encourage more radical starting points and don't let people deviate back to familiar solutions. It's too easy to make a connection between a new stimulus and a current solution without forcing new connections.Give the group a new starting point; but before you begin Brainstorming from that new approach, give everyone a short break, first.What if there are too many awkward periods of silence and discomfort?Were conditioned to think quietly, and its inevitable that while a bunch of people are thinking together, things are going to get quiet once in a while; but It can be a little embarrassing for participants when things get quiet for long periods of time. This is especially true at a round table where its easy to feel like everyones eyes are on you. When this happens, and you feel the discomfort level rising:Dont break the silence yourself, just because no one has said anything for a moment or two, just because youre the Facilitator. Wait that extra bit longer to see what comes forward, or quietly and patiently ask a question or ask for ideas.If you do feel the need to say something, tell everyone that periods of silence are okay, and perfectly normal. Tell people how great it is that they have all survived their first period of silence without accident.Smile openly to participants and make small nodding gestures for non-verbal encouragement.What if only one or two people dominate the rest of the group?Occasionally, youll have a session thats dominated by one or more people who shout out their ideas and block the ideas of others. You must make the distinction between people who are stimulating thought and those that are blocking it. Some people are loud but helpful, and some are just loud. Try to use personality strengths constructively, if possible. Possible solutions are to:Encourage participation from other members of the group. Invite ideas from the non-dominators.Encourage people to work on their own using notepads and then gather the ideas afterwards; or ask the dominator to write down his or her ideas while you encourage the other members of the group to speak up.Quiet down a dominator by saying that the others seem to be a bit shy.Remind the group that everyones ideas are good, and welcome (emphasis on everyone).Go around the table, asking each individual to speak in turn. Make it a game where each person builds on the idea of the person before.What if some people just wont contribute?Sometimes, members of the group whom you know to be intelligent and full of great ideas simply wont share them. The usual culprit is that the individual doesnt feel confident or able to contribute positively to the session. To overcome this, a little extra encouragement is in order:Ask them how they think things are going?Ask them (quietly) if theres anything preventing them from giving suggestions. If they are shy about making criticisms of other people, it is best to suggest answers yourself and observe their reactions.Ask them if they feel up to helping you run the session, and let them take the reins for a few minutes (under your close guidance, of course).Let them know that if they dont feel comfortable speaking out loud, they can write their contributions on a notepad, instead. What if people do not feel comfortable putting forward their ideas?Sharing thoughts and ideas comes as easily to some people as breathing. For others, openly sharing whats inside of their heads is simply not within their comfort zone. To help increase someones level of comfort:Offer them some paper and a pencil and have them write down ideas as they occur to them, and hand them in at the end of the session.Although it is not in the spirit of brainstorming, they may need to evaluate their own ideas before suggesting them so that they only put forward the ideas that they feel most comfortable sharing. Again, give them paper and a pencil and let them write down and review their ideas before sharing them openly.Assign a different phrase to each member of the group to use before presenting their idea, including: "This may sound silly but ..." or "This may not work in itself, but I am sure we can develop it into something that does, ..." or "In the spirit of brainstorming I suggest that ...". Prepare a set of 10 phrase cards prior to the event for your use if you feel this technique will benefit your style of facilitating.Encourage less comfortable individuals to purposefully build on the wild ideas put forward by others. This will allow them to feel less in the spotlight, and more within the group mainstream.What if my group reaches a dead end, and I can't get the ideas flowing again?Facilitating the creative process isnt easy, but we promise to arm you with plenty of tools, tips, and techniques so that youll have more than enough resources at your disposal. Occasionally, a group will reach a standstill, but there are several things that you can do to get things moving again, including employing creative thinking techniques that will extract more ideas from your group, and more original ones.New ideas happen when two or more ideas are accidentally or deliberately merged in ways that they have never been merged before. Creative thinking techniques provide the method for deliberately combining ideas in ways that wouldnt happen normally, without deliberate influence. When ideas are purposely combined in this way, original ideas result. Well, that's the theory. In practice, of course, it can be very difficult to find the right ideas to merge, and then to develop the resulting idea into a workable solution. Try the following techniques for extracting ideas from your group so that youll have plenty to work with when employing creative thinking techniques in the Brainstorming process:1. Take a concept or principle from the topic and reuse it.How does it work? What does it achieve?How does it achieve it?What does the stimulus do?In what order does it work?Who is involved? and why?2. Take a feature from the topic and reuse it.What are its physical attributes?Why is it that shape?What process is involved? Why?Who is crucial to its success?What is the timing of events?3. Take a positive or negative attribute from the topic and try to duplicate it in the challenge.Whats good about the topic? Whats bad?Why is the topic good at what it does? Why is it bad?How does it succeed? How does it fail?In what situations does it work best? In what situations does it never work?

71What To Do IfCall Barbie's cell phone at 727-422-6622 What If...

You are lateLoose binder72Table Clean-UpPlease turn in your Facilitator BINDER and TOOL KIT to the event check-in desk at the end of the day!

The most successful facilitator loves whathe or she does and it shows! Have A Great Time!74Animated Content PageThis page contains a video element and is optimized to work with PowerPoint 2010 and PowerPoint 2007.

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Agenda

Setting

Consensus

Building

Managing

Dysfunction

Keeping the

Energy High

Group Dynamics

The Facilitation Cycle

Focusing

the Group

The Power

of the Pen

Information

Gathering

Getting the

Session Started

Preparing

for Success

Closing

the Session