Concern, Influence, and Control

Scope Creep Kills: Facilitate Concern, Influence, and Control

Scope creep kills projects. It also kills meetings. The consensual sphere of Concern, Influence, and Control helps a group become mindful of aspects that could alter the groups attitudes, beliefs, and decisions. The consensual sphere of Concern, Influence, and Control helps a group to focus, on one issue at a time, or one aspect at a time.…

Alignment Illustration

How to Facilitate Alignment and Confirm Balance

When you facilitate alignment, you help groups identify gaps, omissions, overkill, and to confirm the appropriateness and balance of their action plan. Rationale Building consensus around alignment can be very challenging, especially if you facilitate exclusively in the narrative world (ie, written words). The FAST method suggests the use of icons (see PowerBalls) that are…

Building an Agenda

Four Important Steps Toward Building a Meeting Agenda Owned By Participants

Purpose This approach builds the meeting purpose, scope, session (ie, meeting or workshop) deliverables, simple agenda, and potential participants. Method Do the following: Write down your deliverable and strive to get examples! Deliverables illustrate the required documentation and needed information. What are we producing? Show participants examples if you are building a model. Align with the enterprise…

Overconfidence

How Experience and Qualifications Amplify the Fallacy of Planning (i.e., “Overconfidence”)

Research by Ana Guinote and Mario Weick shows that people in positions of power are particularly ineffective planners.  People who feel powerful focus on getting what they want and ignore the potential obstacles that stand in the way.  The planning efforts of powerful people rely frequently on “best case scenarios” and lead to far shorter…

Illustrative Context Diagram

A Consensually Built Picture Can Resolve a Thousand Arguments

Most of us have heard that a picture tells a thousand words.  Consensually built pictures, especially around complex topics and interactions, can be used to help solve and resolve a thousand arguments.  We are reminded by the IIBA (International Institute of Business Analysis) Quick Tip Bulletin #58 about the value of one picture type, called…

14 Typologies to Avoid

14 Facilitator Typologies to Avoid (Humorous, Although Uncannily Real)

In light of upcoming Holiday Spirit, here is a quick and somewhat humorous listing of fourteen different facilitator typologies or “personalities” you might seek to avoid. My favorite is “The Pretender.” The “I Can’t Hear You” Guy—The facilitator who refuses to listen, probably because they are too busy analyzing, judging, and processing information. The Blabber—The…

Building Agendas

An Ice Breaker TIP — Newspaper or Magazine Headlines about Accomplishments

This is one TIP from our collection of practical tips, tools, and techniques. Our tips are gathered from our experience, training classes, and alumni contributions. Warming Up A Group This ice breaker is useful for people that are unfamiliar with each other, or for familiar groups that need some new dimension to their relationships for…

Listening for WHY

An Active Listening TIP — Listening For the WHY, Benefits Everyone

This is one TIP from our collection of practical tips, tools, and techniques. Our tips are gathered from our experience, training classes, and alumni contributions. Listening For the WHY We all know that listening is an important skill. We instruct our students to engage in “active” listening. But, what do we hear? Most listening is…

Change Management

Seven Top Skills for Managing Change in an Enterprise or Organization

To improve or enhance your personal capacities and to help you understand what skills to seek in others that support effective change, we have isolated seven top skills. These skills are those most frequently identified by employers according to Syracuse University public-affairs professor Bill Coplin, author of “10 Things Employers Want You To Learn In…