We have argued for years that unclear speaking (or writing) is indicative of unclear thinking.
For example, most people do not distinguish between the meaning of a “group” or a “team.” We find the difference so important, that it could represent the difference between “life” and “death.” Note the impact on shared team values.
Groups of people assemble. Teams get assembled.
With groups, members strive to arrive at a deliverable that is satisfactory to each member. People define “satisfaction” with respect to their individual interest. The primary challenge is providing a deliverable (or decision) that satisfies the interests of members acting on own their own as individuals (or potentially as representative of larger stakeholder interests). Individual reactions vary, even when attending a concert together and hoping to be satisfied by the music or entertainment.
The presence of teams suggests an overriding shared goal that is independent of the interests of the individual members. With high functioning teams, members emphasize the importance of the shared goal and make their personal interest subservient to the shared goal. Successful teams share a reaction, typically positive in nature. They will push or pull in the same direction to support common cause.
Some of the variables you need to consider when optimizing facilitated methods for teams include understanding about the following questions:
- How effective and trusted has group decision-making been in the past for the organization?
- How much effort has been invested understanding the quality of decision-making?
- To what extent will the formal leader of the team share the same or similar perspective?
- How much do the individuals share perspective or derive from a similar level within the organization?
- To what extent does the culture promulgate distributed decision-making, where individuals are trusted to take a course of action that supports both the organization and the individual?
- To what extent is the group an actual unit in the organizational structure (eg, reporting to the same leadership) or diversely representing many functional or geographic areas?
As a leader stress the difference between groups and teams. Expect high performance, or you might not get it. Answer the questions above to support you selection of tools along the MG RUSH decision-making continuum that best serve your team and organizational situation.
Finally, MG RUSH professional facilitation curriculum focuses on providing methodology. Each student thoroughly practices methodology and tools before class concludes. Additionally, some call this immersion. However, we call it the road to building impactful facilitation skills.
Become Part of the Solution While You Improve Your Facilitation, Leadership, and Methodology Skills
Take a class or forward this to someone who should. MG RUSH Professional Facilitation Training provides an excellent way to earn up to 40 SEUs from the Scrum Alliance, 40 PDUs from PMI, 40 CDUs from IIBA, and 3.2 CEUs. As a member of the International Association of Facilitators (IAF), our Professional Facilitation. Therefore, our training aligns with IAF Certification Principles and fully prepares alumni for their Certified Professional Facilitator designation.
Furthermore, our Professional Facilitation curriculum immerses students in the responsibilities and dynamics of an effective facilitator and methodologist. Because nobody is smarter than everybody, attend an MG RUSH Professional Facilitation, Leadership, and Methodology workshop offered around the world, see MG RUSH for a current schedule.
Go to the Facilitation Training Store to access our in-house resources. You will discover numerous annotated agendas, break timers, and templates. Finally, take a few seconds to buy us a cup of coffee and please SHARE.
In conclusion, we dare you to embrace the will, wisdom, and activities that amplify a facilitative leader.