MG RUSH 301A Live Online Facilitation Training strengthens facilitation skills to prepare project leaders, analysts, and planning managers to improve the quality of plans, projects, and team initiatives. Students meet with our instructor in a live online classroom to complete our Fundamentals Facilitation Training over the course of four, six-hour sessions (plus lunch breaks). 

Facilitation Fundamental skills provide essential training on a wide range of workgroup meeting needs. New and refreshed skills include action plans, collaboration, conflict management, decision-making, meeting design and control, remote teaming, and team building. The course delivers training in facilitation skills, presentation skills, project management, event and workshop management, creativity, and practice applying several important management tools.

Structured facilitation and meeting design training is proven to substantially improve leadership skills, resulting in more productive meetings and workshops. Meeting design andleadership skills are essential to productivity given the constraints of time, cost, and scope. Initiatives require and benefit from group activities that plan, decide, analyze, and extract high-quality information in a compressed time. Our structured facilitation technique and meeting design instructs individuals to develop clear deliverables, superior problem-solving skills, and consensus-based decisions.

If you only want to become a good facilitator, look elsewhere, BUT if you want to become a GREAT structured facilitator AND meeting designer, then look no further.

For a full agenda, plus technical requirements and materials for our 301A Live Online Facilitation Training, scroll down now.

MG RUSH Certified Structured Fundamentals Facilitator

CERTIFICATION CREDITS

  • PMI PDUs – Participants qualify for 24 Professional Development Units (PDUs) from the PMI upon completion.
  • IIBA CDUs – Participants qualify for 24 Continuing Development Units (CDUs) from the IIBA upon completion. We comply with the IIBA BABOK® v2.0.
  • SCRUM SEUs – Participants qualify for 24 SCRUM Educational Units (SEUs) from the SCRUM Alliance upon completion.

MG RUSH Online Facilitation Training Fundamentals

REGISTER NOW

301A LIVE ONLINE TRAINING DATESLOCATIONEARLY BIRD
$1,650.00
PAY NOW
$1,950.00
INVOICE ME
$1,950.00
APR 20-23, 2020

LIVE ONLINE

Closed

Closed

Closed

May 26-29, 2020

LIVE ONLINE

Closed

Closed

Closed

June 22-25, 2020

LIVE ONLINE

N/A

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August 17-20, 2020

LIVE ONLINE

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Nov. 02-05, 2020

LIVE ONLINE

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MG RUSH Certified Structured Professional Facilitator

Learn more about our hybrid  LIVE Online (4-days) and on-site (2-days) 452A Professional Facilitation Training.

BENEFITS

Based on feedback and verifiable quotations (see https://mgrush.com/recent-testimonials/)

In a networked world, organizations that deploy skilled facilitators to lead products, projects, and other teams, have allocated human capital to ensure the success of their most expensive investment—meetings.

    • As context is carefully managed, teams are free to focus on higher quality and value—quality being defined as satisfying customer expectations and value being defined as exceeding customer expectations
    • As staff is treated as collegial, commitment and motivation increases
    • As stakeholders’ ideas are sought, meeting activity becomes more collaborative and innovative

Individuals

    • Increase leadership consciousness, facilitation competence, and meeting design
      confidence.
    • Provide stress-tested tools for decision-making, planning, prioritization, and
      problem-solving.
    • Enable access to hundreds of on-line resources including proven agendas, exercises,
      and other templates.

Organizations

    • Reduce the cost of wasted meetings and wasted time in meetings.
    • Hasten the output of highly sought deliverables.
    • Improve team spirit while highlighting outstanding individual performance.
    • Help reduce the cost of omissions, issues subject to normal oversight.

Communities

    • Encourage shared planning for improved distribution of resources.
    • Improve volunteerism.
    • Solidify shared ownership while increasing decision transparency.

Society

    • Improve the likelihood of win-win scenarios.
    • Increase eco-effectiveness by reducing wasted time and resources.
    • Motivate hitherto unused or underused intellectual capacity.

CURRICULUM HIGHLIGHTS

With a strong emphasis on HOW to think, rather than WHAT to think, expect fresh material about:

  • Building Agendas Using the Meeting Pathway and Workshop Canvas
  • Facilitating “Meaning”, not Words — knowing that meaning can be derived from . . .
    • Narrative (verbal)
    • Non-verbal (actions)
    • Illustrations (drawings)
    • Icons (symbols)
    • Numbers, and
    • Analogy, Metaphor, or Story
  • Fiduciary Responsibility of Participants
  • Holarchial Alignment
  • Managing and Not Resolving Conflict
  • Measurable Organizational Impact
  • Meeting Risk Assessment
  • Meeting Roles
  • Optimal and Sequenced Interviewing Questions
  • Optimal Seating Arrangements
  • Reflecting Rationale (symptoms versus causes)
  • Removing Distractions
  • Rhetorical Precisions (clear language)
  • Shaking Paradigms and Groupthink
  • Substance Over Style
  • The Difference between Goals and Objectives
  • The Difference between Mission and Vision
  • The Expense of Meetings versus Workshops
  • The WHY Before the WHAT
  • Tool Selection Matrix
  • Tools, tools, and more tools
  • Unique Checklists and Templates
  • Verbal Disfluencies
  • Virtual Meeting and Virtual Participant Differences
  • Voting Sucks

AGENDA

Our 301A Online Facilitation Training agenda is comprised of four, six-hour live, online sessions (plus lunch) beginning at 11:00 AM EDT and concluding around 6:00 PM EDT.  

DAY ONE

LEADERSHIP: AN ATTITUDE BEFORE AN ABILITY

  • Purpose, Scope, and Objectives: Start Here, Go Anywhere
    • The “B” Key, Timers, and Operational Excellence Moments
    • Trends and Collaboration
      • Nobody is Smarter Than Everybody
    • Control Operational Definitions
  • Change or Die: The Trivium of Structure
    • Strength vs. Adaptability (Flexibility)
    • People Argue About Modifiers, Not Verbs and Nouns
    • Pre-Test and Expectations
  • Roles: Synergy and Co-operation
    • Customer Team and Project Team
    • Session Leader Team (Facilitator and Methodologist)
      • Business Architects: WHY before WHAT before HOW
    • Servant Leadership
      • Consciousness Before Competence
  • Holarchy
    • What Does “DONE” Look Like
      • Start with End in Mind
    • Concurrent Purpose, Scope, and Objectives
    • Meetings vs. Workshops

1. FACILITATION: MAKING IT EASY

  • A. Guide on the Side not a Sage on the Stage
      • Context versus Content
      • Removing Distractions
      • Perception and Bias
  • B. Compass of Core Skills:
    • Speaking Clearly
      • Substance over Style
        • “Occurrence”
        • Complete versus Finished
      • Rhetorical Precision over Personality and Charisma
        • Contronyms: “I’ll clip that.”
        • Punctuation: “Let’s eat Grandma”
        • Pluralistic Rhetoric
        • Amplify Formality and Completeness
          • “Anything Else?”
          • English as the Fifth Language
      • Natural over Polished
        • Eulogies
      • Verbal Disfluencies: A Camel Passing Through the Knee of an Idol
        • Avoid First Person Singular
        • Avoid Names and Pronouns
        • Filled Pauses
    • Leading with Questions
      • Catalyzing Affect
      • Avoid Close-Ended
      • Long Pause
      • Seek options, evidence, and proof
      • What is the unit of measurement?
      • Three-Step Transition
        • Do we need to clarify ?
        • Do we need to delete ?
        • Do we need to add ?
    • Active Listening: You have Two Ears and One Mouth
      • Contact > Absorb > Reflect > Confirm
      • Synthesize Carefully
      • Basic Requirement: Subject > Verb > Object
      • Paraphrase
      • Documenting Verbatim
    • Observing and Challenging
      • Nonverbal Tips
      • Cultural Sensitivities
      • People Think Symptoms, Not Causes
      • The Five-Year Old
      • Focus on Modifiers: Adjectives and Adverbs
    • Remaining Neutral”  There’s No Such Thing as ‘Partially Pregnant’
      • Avoid saying “I” or “me” (Illness vs. Wellness)
      • “Listen” Uses the Same Letters as “Silent”
      • NO Solving
      • NO Judging
      • NO Cheerleading
      • Mitigation Tips

DAY TWO

2. CONFLICT: TRANSFORM INTO OPPORTUNITY

  • A. Personality Types:

    • Gardner’s Intelligence Types
    • Myers Briggs, DISC, eColors, etc.
    • People Do Change
      • Paradigm Busting: “Watson was off by four.”
      • Bookworm Travel: “I’ll see it when I can believe it.”
    • Meetings:  A Lousy Forum for Persuasion
    • Do NOT Embarrass: “Praise in public, discipline in private.”
  • B. Ground Rules: “Players win games, teams win championships.”
  • C. Individual Responses: “WAIT: Why Am I Talking?”
    • From “Attacker” . . .
    • . . . to Quiet Person”
  • D. Group Think: The Tuckman-Wilber-Metz Model (“I am Spartacus”)
    • Process Policing versus Active Listening
  • E. Argument Resolution
    • Confirm Purpose: People in Violent Agreement with Each Other
    • Document Positions
    • Appeal to Holarchy: What Best Supports the Objectives?
    • Take Offline: Escalate to Executive Sponsor
    • Anger and Some Other Stuff
  • F. Environmental Factors
    • Facilitator Fears: “Three Trolls with the Courage of One”
    • Emotional Speed: “A Whiff of Pine, a Hint of Skunk”
    • Argument with Significant Other
    • Facilitative Leadership: Simple but Hard: Red Flag Indicators
    • Business Process Improvement and Tenure
    • Be Listening, Someone Should

3. MEETING AND WORKSHOP CONTROLS

  • A. Preparatory Activities: “Prepare more thoroughly—meet less frequently.”
    • Set-up and Logistics
  • B. Interviewing: Killer Questions
  • C. Participants’ Package: Managing Expectations
    • Components
    • Examples
    • PMI Conversion
  • D. Estimating: Heuristics
  • E. Documentation Sizzle: “If It Isn’t Documented—It Didn’t Happen.”
  • F. Resourcing: Alumni Resources and Bookmarks
  • G. Visualizing: Easel Support
  • H. Risk and Continuous Improvement

4. VIRTUAL MEETING AND PARTICIPANT DIFFERENCES

  • A. Roll Call or Virtual Seating Arrangement: Put Virtual Participants Up Front
  • B. Allowing More Time: “Do not trade analog dollars for digital cents.”
  • C. Impeccable Preparation
  • D. Protocol Enforcement
  • E. Frequent Bio-breaks and Plus-Deltas
  • F. Call Etiquette
  • G. Using Names and Breakout Teams
  • H. Collaboration Tools
  • I. Solicit Vocals or Signatures
  • J. Guardian of Change
  • K. Final Round Robin
  • L. Video-presence Differences
    • Movement
    • Clothing
    • Technical Support

DAY THREE

5. OVERVIEW OF HELPFUL TECHNIQUES: MORE THAN ONE RIGHT ANSWER

  • A. Kum-ba-yah vs Structured Facilitation
  • B. Team Building and Other Sources
  • C. Technique Selection and Applicability
  • D. All Situation Techniques
    • Breakout Teams and CEOs (Chief Easel Officers)
    • Icebreakers
      • Meeting Sparks
      • Innovation Warm-ups
    • Clear Purpose: Commander’s Intent (a “Feature” in Scrum)
    • Brainstorming
      • List First
        • Special Ground Rules
        • Never Facilitate Context
      • Then Analyze
      • To Document (Decide)
    • Definition: “Powerful definitions rely on much more than words.”
    • Book Ends
    • Plus-Delta
    • Guardian of Change
  • E. Simple Prioritization
    • PowerBalls
    • Fibonacci and Poker Planning
  • F. Creativity and Innovation
    • Creativity Technique
    • Stir Up the Participant Pool
    • De Bono’s Thinking Caps
    • Changing Perspectives (Monastery vs. Mafia)
    • SCAMPER
  • G. Complicated Prioritization
    • Perceptual Mapping
    • Decision Matrix
  • H. Complex Prioritization
    • Scorecard Analysis
    • Quantitative SW-OT Analysis
  • I. Problem Solving
    • Gap Analysis
    • Know What DONE Looks Like
    • Solution Stack
  • J. Framing
    • Scoping
    • Flexibility
    • Content Management: What? So What? Now What?
  • K. Specialized Situations
    • Root Cause Analysis or KPIs
    • Decision Quality
    • Fist of Five
    • “Breaks”
    • Issue Bag

6. AGENDAS: PREPARATION ABOVE ALL ELSE

  • A. Building Simple Agendas
    • A Metaphor Tells a Thousand Pictures
    • 50-minute Meeting Example
  • B. Constructing Annotated Agendas
    • Components and Scripting
      • Develop the Basis
      • Layer in Activities
      • Make it Pretty
    • Three-hour Workshop Example
  • C. Powerful Introductions: Seven Proven Activities
  • D. Comprehensive Review and Wrap: Four Proven Activities
    • Anticipate Definition Tool During Review
    • Parking Lot Management
      • Traditional
      • 2 * 4
      • Content Management
    • Assessment Examples
      • Use + / Delta by Portal

DAY FOUR

7. Planning Workshops

  • A. From Strategic Plan to a Team Charter
  • B. Metaphor or Analogy
  • C. Introduction Activities from Agenda Building
  • D. Mission vs Vision Confusion
    • Breakout Teams and Illustrative Conversion
    • Find the Passion
    • Coat of Arms Technique
    • Conversion to Narrative: Consolidation Method
    • Offline Assignments
    • Know What Deliverable Looks Like
    • Examples
  • E. Values (and Surrogates)
    • Breakout Teams and Verbatim Capture
    • Categorizing Tool
      • Underscoring Common Nouns
      • Conversion into Gerunds
      • Deletion Method
      • Orphan Method
    • Know What Deliverable Looks Like
    • Examples and Ritz Carlton
  • F. Vision
    • Breakout Teams and Temporal Shift
    • Tactile Stimulation
    • Conversion of Headlines
    • Detailed Support Within Articles
    • Know What Deliverable Looks Like
    • Examples and Newseum
  • G. Success Measures (see Scorecard Tool [or vice versa])
    • Goals versus Objectives
    • Iconic Coding
    • Impose SMART After Initial Listing
    • Know What Deliverable Looks Like
  • H. Situational Analysis – Quantitative SW-OT Analysis
    • Two Dimensions
      • SW Controllable
      • OT Uncontrollable
    • Completing the Framework
    • Individual Scoring
      • WHAT to Do?
      • Encourage Dispersion
    • Group Aggregation
    • Personality Exposition
      • Quadrant Analysis
      • Conditional Formatting
    • Know What Deliverable Looks Like
    • Other Uses
      • SW-OT Present and Future for Shaping Curves
      • SW-OT “C” Suite and Directors for Transformation Control
  • I. Output from Situational Analysis Becomes “WHAT” to Do
    • Numeric Conversion
    • Logical Explanations
  • J. Alignment
    • Input from Measure and WHAT
    • Baseline with PowerBalls
    • Disperse with Book Ends
    • Identify Gaps
    • Similarities to Decision Matrix
  • K. Roles and Responsibilities (WHO Does WHAT)
    • Input from Alignment and Participants
    • Big Red “R”
    • 17 Variations
    • Power of the Cell
  • L. Guardian of Change and Wrap
  • M. Other Planning Agendas
    • Project Planning Differences: Antecedents and Precedents
    • Problem Solving and Others

8. Detailed Requirements

  • A. Gathering and Analysis Agendas
    • Why are we in this business area? (ie, Purpose—using Commander’s Intent tool)
    • Who do we work with in support of our business? (ie, Enablers—various tools)
    • What do we receive from them in support of our purpose? (ie, Inputs)
    • What do we give them in support of our purpose? (ie, Outputs)
    • Model and validation (using a Modeling tool)
    • The scope defined (narrative conversion from Model above)
    • Overview of other analysis workshops and agendas including logical modeling, peer review, root cause analysis, FMEA, value-stream analysis, etc.
    • Applied Facilitation—Design Workshop Simulation
  • B. Design workshop (ie, detailed requirements using a SIPOC approach
    • Why are we in this business area? (ie, Purpose—using Commander’s Intent tool)
    • What do we do to support our business? (ie, Verb-Noun pairings)
    • What are the primary processes identified from above? (Categorizing tool)
    • What is the discrete purpose of each process? (Commander’s Intent tool)
    • What are the life-cycle activities required to support each process?
      (using the Plan > Acquire > Operate > Control tool)
    • For each activity above, what are the detailed requirements? (ie, HOW do you perform that activity now?—using the SIPOC tool that also captures
    • Source > Input > Process > Output > Client)

9. Other Problem-solving Sessions and Capstone Preview

  • A. Session review summaries
    • Gap analysis summary
    • Innovation summary
    • Planning summary
    • Prioritization summary
  • B. Live Practice Session and Capstone Previews and Assignments
  • C. Online Training Wrap

REQUIREMENTS AND MATERIALS

  • Desktop computer, laptop, or tablet with access to Zoom application—students may download a free copy of Zoom at https://zoom.us/
  • Video participation is required so the instructor and students may interact. Phone participation solely is strongly discouraged.
  • Students receive a PDF copy of our professional reference manual filled with facilitative leadership skills, decision-making techniques, meeting agendas, and meeting controls to be used for years to come.
  • Additionally, students receive large format Post-It paper, 3-M wall hangers, and Sharpie chisel markers.
  • OnLine Access to additional resources—each student receives online access to meeting agendas, checklists, ground rules, scripts, step-by-step guides, templates and audio-visual materials; to conduct their own meetings, workshops, and presentations.

SCHEDULE

301A LIVE ONLINE TRAINING DATESLOCATIONEARLY BIRD
$1,650.00
PAY NOW
$1,950.00
INVOICE ME
$1,950.00
APR 20-23, 2020

LIVE ONLINE

Closed

Closed

Closed

May 26-29, 2020

LIVE ONLINE

Closed

Closed

Closed

June 22-25, 2020

LIVE ONLINE

N/A

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August 17-20, 2020

LIVE ONLINE

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Nov. 02-05, 2020

LIVE ONLINE

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Or view our OPEN ENROLLMENT CALENDAR

TUITION

Participant tuition and fees:

  • 301A Online Facilitation Training  2020 Class: USD $1,950.00

Public: Fees cover four, six-hour live, online facilitation training sessions in our ZOOM classroom. Maximum public class size is twelve. Early Bird discount available up to one month before class. Additional pricing options available for Government and not-for-profit organizations, larger groups, and MG RUSH Alumni. (For additional pricing options please choose “Invoice Me” and add your request to the comment section or contact us at 1-630-954-5880)

Private: Maximum private class size is twelve; minimum is six. Private class fees are negotiable and typically include custom materials that capture or reflect your specific cultural methodology, life-cycle, acronyms, and glossary. 

Enquire About Private Class

YOUR NEXT STEP

To reserve a space in our Online Facilitation Training class, arrange for a private class, or inquire about this and other courses, please call us at 630-954-5880 or Register Now