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Facilitation Skills

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Introduction

It has been said many times that teamwork is the engine room of change, This is especially so in the implementation and acceptance across organisations of the need for continuous improvement.

If teamwork is the engine of change, then facilitators are the oil in the engine. More time at work is lost through ineffective meetings than in any other activity. Some studies have shown that over a half of all time spent in meetings is wasted. As part of an organisation’s costs this is a prime area for improvement. The facilitator’s role is to get the best out of the process of team meetings and improve teams’ use of techniques which will avoid wasted activity and optimise problem solving.

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Description

Course Objectives 

By the end of the course, delegates will have:

  • Applied the principles of team building and successful meetings to case study material
  • Practiced the skills of coaching and facilitation
  • Identified the critical factors in running successful meetings
  • Learned how to apply a range of problem solving, creative thinking and decision making tools and techniques which are applicable in a team meeting environment
  • Identified their role in supporting project reams and/or work teams applying continuous improvement techniques

Course Content

The Team Approach to Continuous Improvement
Change through teamwork
Team building and maintenance
Teamwork exercise

The Role of the Facilitator
Facilitation Skills
The facilitator as a process technician
Listening and communicating – exercise
Team Role inventory – completion of questionnaire

Inter-Relations Between Team Members
Recognising team role types and their contributions
Review and group discussion
Interim Assignment explanation

The Facilitator as a Coach
Coaching the team
Counselling the team leader
Counselling Styles Exercise

Improving Meeting Processes
Video – Meetings, Bloody Meetings
The difference between chairmanship and facilitation
When to intervene and when to listen

Process Improvement Methods
Horizontal and vertical process mapping
Identification of non-value-added (NVA)

Problem Definition
The importance of clear definitions
Illustrating variation
Using histograms

Decision Making and Identifying Solutions
Rational models for decision making
How-how diagrams

Measurement and Data Collection
Process variability – using control charts
Data Collection
Using check sheets and fault location diagrams
Methods of displaying data
Applying the pareto principle
Introducing measurement – pitfalls and planning

Interpreting and Using the Data to Find the Root Causes
The fishbone diagram
Why-why diagrams
Scatter Plots

Implementing the Solution
Managing Change
Force Field Analysis
Solution-effect diagrams
Gantt Charts

Practical Application
Exercise – choosing the right tool for the job
The application of facilitation skills to group problem solving activity – role play exercise

Course Duration: Three Day

Delivery:  This course can be delivered at a venue to suit you, please contact us for pricing on 01284 763040

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