Becoming an Unconsciously Competent Facilitator

To become an unconsciously competent facilitator, you first become conscious and then competent. As you progress and increase your abilities, you will note an evolution of competency, illustrated in the chart below. First, note that consciousness precedes competence. You do not achieve a consistent level of success until you have developed consciousness about what is required. Secondly, you will discover…

Meeting Documenters, meeting documentation

If it wasn’t documented, it didn’t happen — Meeting Documenters

Don’t overlook the importance of meeting documenters. The document produced from an MG RUSH workshop provides the raw data for project deliverables. The meeting becomes a waste of time if meeting notes are not clear and accurate. During lengthy, critical, and modeling workshops, you should solicit support to help with your documentation. It is important…

Premier Facilitators

Twelve Behaviors that Define Great Facilitators

  Today we bring you twelve significant behaviors that define successful, professional facilitators. (ie, GREAT Facilitators) Our scope focuses on structured facilitation (NOT Kum-Bah-Yah). Structured facilitation requires a balanced blend of leadership, facilitation, and methodology. (An alpha sort sequences the following, not order of importance). The first three behaviors: 7:59 AM preparation and interviews 
(ie, managing expectations and ownership).…

RACI - Roles and Responsibilities

How to Transform a Roles and Responsibility Matrix into a GANTT Chart

Here’s how to create a Gantt chart or basic timeline when your discussion or meeting deliverable includes assignments for actions that have already been built or identified. As a result of capturing the additional inputs below, you develop consensual understanding from your group’s roles and responsibility matrix (RACI or RASI or LACTI). (1) WHO will take…

Dial Up Decision Quality with More Diverse Teams

Four Reasons You Will Dial Up Decision Quality with More Diverse Teams

Decision quality increases with the number of available options. The MG RUSH technique has long promoted the concept of teams to improve decision quality.  Most understand that properly facilitated teams are smarter than the smartest person on the team, especially with diverse teams. Teams create more options than aggregating individual inputs. Diverse teams push even…

The Single Question Approach

Avoid Asking “How Do We Solve Global Hunger?” with the Single Question Approach

Not all situations are covered by cookbook agendas or avail a methodologist to help. Therefore, the facilitator must develop their approach another way. Use the Single Question Approach to develop new questions that lead to a meeting method complete with a detailed agenda. The Single Question Approach breaks down the big question that will provide…

Transform Force Field Analysis into Actions

How to Facilitate Force Field Analysis Leading to Actions

Force field analysis modifies and improves upon a similar approach called “pros & cons.” Force field analysis helps groups identify and prioritize actions and opportunities for improvement, especially among product and project teams. Force field analysis makes it easier for groups to organize their thinking while encouraging thoughtful exploration. Once supportive and hindering forces are identified,…

Illustrative Eleven Person of Quantitative SWOT Analysis

Quantitative SWOT Analysis Makes it Easier & Faster to Build Consensus

Quantitative SWOT analysis contrasts the internal, controllable aspects of the organization (ie, Strengths and Weaknesses) with external, uncontrollable situational factors (ie, Opportunities and Threats) to create consensus around potential actions an organization might take to reach its goals and objectives. Qualitative situational analysis[1] provides a poor method for building consensus. In what Dr. Tufte refers…