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CHAPTER 10

MEETINGS AND FACILITATION SKILLS

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• Explain how technology is enhancing meetings• Explain the four basic purposes of meetings• Differentiate between the leader-controlled

approach and the group-centered approach used in meetings

• Identify the advantages and disadvantages of meetings

• Describe the actions a supervisor can take before, during, and after a meeting to make it effective

LEARNING OBJECTIVES

10–2

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• Explain the process of consensus decision making in meetings

• Define group facilitation• Explain the role of group facilitator• Differentiate between process consultation and

other models of consultation• Specifically identify what can be done to make

teleconferencing more effective

LEARNING OBJECTIVES

10–3

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• Electronic meetings have gained popularity • Computers, smart phones, and videoconference

equipment are used • High-tech support tools impact meeting

effectiveness • High-quality visual presentation• Immediate electronic tabulation• Identifying, linking, and editing

discussion/comments to evaluate feedback

CHANGING TECHNOLOGY OF MEETINGS

10–4

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PURPOSES OF MEETINGS

10–5

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• Used at meetings of large groups when the leader clearly runs the show and open flow of information is impeded

LEADER-CONTROLLED APPROACH

10–6

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EXHIBIT 10.2 - INTERACTION IN THE LEADER-CONTROLLED APPROACH

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• Used at meetings where members interact freely and address and question one another

GROUP-CENTERED APPROACH

10–8

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EXHIBIT 10.3 - INTERACTION IN THE GROUP-CENTERED APPROACH

10–9

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ADVANTAGES AND DISADVANTAGES OF MEETINGS

10–10

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• Have a clear purpose• Preplan the meeting• Start on time• Designate someone to take minutes• Clarify your expectations

FACTORS TO CONSIDER BEFORE THE MEETING

10–11

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• Provide leadership by:• Keeping the meeting moving• Ensuring that all members contribute to the

discussion• Summarizing from time to time• Addressing problems related to participant

behavior

FACTORS TO CONSIDER BEFORE THE MEETING

10–12

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EXHIBIT 10.7 - SUGGESTIONS FOR HANDLING DISRUPTIVE AND INAPPROPRIATE BEHAVIORS AT MEETINGS

10–13

Source: “Ten Deadly Sins of Poor Presentation” from Presentation Plus by David Peoples, 52–54. Copyright © 1988 John Wiley & Sons, Inc., New York. Reproduced with permission of John Wiley & Sons, Inc.

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EXHIBIT 10.7 - SUGGESTIONS FOR HANDLING DISRUPTIVE AND INAPPROPRIATE BEHAVIORS AT MEETINGS

10–14

Source: “Ten Deadly Sins of Poor Presentation” from Presentation Plus by David Peoples, 52–54. Copyright © 1988 John Wiley & Sons, Inc., New York. Reproduced with permission of John Wiley & Sons, Inc.

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• Encourage two-way communication• Work to achieve consensus decisions

• Consensus: All members accept the decision reached

• Get closure on items discussed• Closure: Successfully accomplishing the

objective for a given item on the agenda

FACTORS TO CONSIDER DURING THE MEETING

10–15

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STRATEGIES TO ACHIEVE CONSENSUS DECISIONS

10–16

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EXHIBIT 10.9 - ELEVEN TEAM MEMBERS SCORING OF SIX ALTERNATIVES USING THE 10-4 SYSTEM

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• Distribute copies of the minutes• Provide a permanent record of what has been

agreed on and committed to at the meeting• Identify topics that have not been dealt with

fully or have been suggested for a future meeting

• Permit a smooth transition• Follow up on decisions made

FACTORS TO CONSIDER AFTER THE MEETING

10–18

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• Intervening to increase a group’s effectiveness by improving:• Goal setting• Action planning• Problem solving• Conflict management• Decision making

• Role of the facilitator• Process consultation• Facilitating teleconferencing

GROUP FACILITATION

10–19

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EXHIBIT 10.10 - CORE SKILLS FOR THE EFFECTIVE FACILITATOR

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EXHIBIT 10.11 - BASIC AND DEVELOPMENTAL FACILITATION

10–21

Source: Roger M. Schwartz, The Skilled Facilitator: Practical Wisdom for Developing Effective Groups by Roger M. Schwartz, Table 1.1, page 7, adapted as submitted. Copyright © 1994 Jossey-Bass Inc. Reproduced with permission of John Wiley & Sons, Inc.

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• Produces a low rate of implementation of the consultant’s recommendations

• Following assumptions must be met • Manager correctly diagnosed organizational

needs• Manager communicated the needs to the

consultant

PURCHASE-OF-EXPERTISE MODEL

10–22

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• Manager accurately assessed the capabilities of the consultant to provide the information or the service

• Manager considered the consequences of having the consultant gather information and is willing to implement changes recommended by the consultant

• Based on a tell and sell method by the expert

PURCHASE-OF-EXPERTISE MODEL

10–23

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• Places a lot of power in the hands of the consultant in that he or she makes a diagnosis and also prescribes a treatment

• Success depends on whether the:• Initial client accurately identified which person,

group, or department is unwell• Patient revealed accurate information• Patient accepts the prescription and does what

the doctor recommends

DOCTOR-PATIENT MODEL

10–24

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• Involves others in making a joint diagnosis of the problem and provides others with the skills and tools to make their own diagnoses

• Assumptions• Clients/managers do not know what is wrong

and need special help in diagnosing their problems

• Clients/managers need to be informed of the kind of help to seek from consultants

• Most clients/managers need help to identify what to improve and how to improve it

PROCESS CONSULTATION MODEL

10–25

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• Organizations can be more effective if they learn to diagnose and manage their strengths and weaknesses

• Unless remedies are worked out jointly with members of the organization, they are likely to be wrong or to be resisted because they come from an outsider

PROCESS CONSULTATION MODEL

10–26

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• Unless the client/manager learns to see the problem and thinks through the remedy, he or she will not be willing or able to implement the solution

• Essential function of process consultation is to teach the skills of how to diagnose and fix organizational problems

PROCESS CONSULTATION MODEL

10–27

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• Preparation• Decide who will be in on the call• Establish a clear set of desired outcomes• Create and distribute an agenda

• Facilitation• Designate a timekeeper and note taker• Ask members to identify themselves when they

speak• Call on those who remain quiet

TIPS FOR FACILITATING TELECONFERENCING

10–28

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• Poll each member• Track time • Consider alternatives for difficult issues• Review assignments and close positively

• Follow-up• Prepare a to-do list with the deadlines and

designees and send it out immediately• Solicit feedback about the usefulness of the call

TIPS FOR FACILITATING TELECONFERENCING

10–29

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• Closure• Consensus• Fact-finding meeting• Group-centered

approach• Group facilitation• Information

exchange meeting

IMPORTANT TERMS

10–30

• Information-giving meeting

• Leader-controlled approach

• Minutes• Problem-solving

meeting• Process consultation