Howell The Results Facilitator

Expert, Manager, Mentor
1. Auflage 2014
ISBN: 978-1-4822-5236-1
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 286 Seiten

A facilitator has been traditionally defined as someone who helps a group of people understand their objectives, and assists them in planning to achieve them, without taking a position in the discussion. Recently, the International Standards Organization’s (ISO’s) implementation and other long-term, multi-year team involvement has challenged neutrality in all cases and has created a new type of facilitator, the results facilitator.

The Results Facilitator: Expert, Manager, Mentor identifies the skills, training, and education that today’s facilitators must possess. Outlining the new role of the facilitator, it presents powerful tools and techniques that can help facilitators achieve success. Continuous learning is a must and should follow the model-Learn-Practice-Evaluate-Act.

The book demonstrates the use of Critical Success Factors (CSFs) for measuring progress toward achieving the objectives of a long-term program. It also supplies authoritative guidance on how to effectively plan, conduct, and complete meeting responsibilities. What can go wrong for a facilitator is outlined and methods to eliminate or mitigate these undesired situations are shown.

The text details the core competencies that have been established by the International Institute for Facilitators (INIFAC) as well as the International Association of Facilitators (IAF). It shows where improvements can be made in each and recommends a joint IAF and INIFAC effort to consolidate into one facilitator’s competency list.

The book explains the need for an additional phase to the Tuckman’s Group Dynamic Model. It shows several coaching processes including how to use the Toyota Production System’s Kata for team improvement. The chapters have a facilitator exercise at the ends to help the reader apply their new knowledge to build their confidence and knowledge.

Zielgruppe

Facilitators, team leaders, consultants, quality managers, and consultants.

Autoren/Hrsg.

Howell, Marvin T.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Qualitätsmanagement, Qualitätssicherung (QS), Total Quality Management (TQM)

Inhaltsverzeichnis

Facilitation by Facilitators
Facilitator Definition Structure Process Groups Function Effectively Decision Making A Helper and Enabler Supports Others Group Achievement
Roles and Responsibilities of a Facilitator
Core Practices for a Facilitator FNS 4D Facilitation Model and Core Practices
Neutral Is a Must
Benefits of a Neutral Facilitator
What Can Go Wrong in Facilitation?
A Hypothetical Company: Quality Value Systems (QVS)
IAF and INIFAC Core Values/Competencies
Facilitator’s Exercises

Becoming and Sustaining Being an Excellent Facilitator
Becoming an Excellent Facilitator Takes Continuous Learning
The Facilitator’s Checklist Prior to the Meeting UNIFAC’s Core Competency B Assessment Using OAR and/or PAL Just Prior to the Meeting During the Meeting The Process Establishing the Ground Rules After the Meeting
Self-Evaluation after Each Meeting
Using TOTs to Get Team Back on Track
Tool to Use When the Team and/or the System Needs Jumpstarting
Facilitator’s Exercises

Different Types of Facilitators
Types of Facilitators Business Facilitators Training Facilitators Conflict Resolution Facilitators Wraparound Facilitators Small Group Facilitation
The Results Facilitator
The Hendecagon Model: The Skill Set of an Experienced Facilitator
Facilitator’s Exercise

Ability to Influence
Be Able to Influence
Knowing You
Know Your Client IAF Core Competencies in this Area Create Collaborative Client Relationships
Facilitator and Team Leader Interface: Keys to Their Success Share Responsibility Work Together Keeping Focused
Know Your Team Members
Coaching Introduction Guidelines and Coaching Process Coaching Method Coaching: Toyota Kata
Facilitator’s Exercise

Understanding Group Dynamics, Handling Difficult Behaviors, and Managing Conflict
Teams and Groups
Tuckman’s Four Stages of Team Development Form Storm Norm Perform New Stage Needed for the "Never-Ending, on a Journey" Team
IAF Facilitator Core Competencies Create and Sustain a Participatory Environment Cultivate Cultural Awareness and Sensitivity
Team Members’ Behavior
Intervention Approaches
Managing Conflict IAF Facilitators’ Core Competencies Create and Sustain a Participatory Environment
Observing Group Dynamics
Group Guidance and Self-Awareness Guide Group to Appropriate and Useful Outcomes Facilitate Group Self-Awareness about Its Task Model Positive Professional Attitude Trust Group Potential and Model Neutrality
Facilitation Engagement Processes
Team Building, Teamwork, and High-Performing Teams Teams Team Building Teamwork and High-Performance Results Quick Check on Whether a Team Is High-Performance or Not?
Facilitator Exercise

Know the Technical Area or Process (Four Key Examples)
Introduction
Example 1: ISO 50001 Energy Management System (EMS)
Example 2: ISO 14001 Environmental Management System
Example 3: Construction Partnering
Example 4: Problem Solving
What is CAPDO (Check–Act–Plan–Do)?
Tools and Techniques Needed for PDCA and CAPDO
Facilitator Exercise

Facilitation Tools and Techniques
Introduction
Facilitator’s Toolkit Objective and Problem Definition Generation of Ideas and Collection of Data Evaluation of Ideas/Data Analysis of Data Countermeasures Implementation
Generating Ideas Brainstorming and Nominal Group Technique
Strategic Planning Headlight Teams Environmental Scan SWOT Analysis Affinity Diagrams
Gathering Data Check Sheets Company’s Information Systems Research Internet Surveys Focus Groups
Evaluating Ideas Multivoting Pareto Analysis Metrics Criterion Matrix and Ranking Flow Chart
Analyzing Fishbone Diagram Root Cause Matrix Benchmarking
Selling Your Solution Rate of Return or Payback Period The Solution Matrix
Facilitator Exercises

Objectives and Targets Development and Action Plans
Objectives and Targets
Making Targets SMART
Objective and Target (O&T) Template and Developing Action Plans Explanation on How to Fill out the O&T Template
Establishing Objectives and Targets
Achieving Team Results Using Toyota Kata
Facilitator Exercise

Projects and Project Management
What Is a Project and Project Management?
Project Phases
Facilitator Exercise

Facilitators’ Professional Behavior and Continuing Education
IAF Core Competencies IAF Facilitators’ Core Competencies
Certification
Model Positive Professional Attitude IAF Facilitator Core Competencies
Self-Assessments
Facilitator Exercise

Evaluation of IAF Facilitator Core Competencies for Certification
The IAF Facilitator Core Competencies
Evaluation of the IAF Facilitator Core Competencies
INIFAC Core Competencies The Subcompetencies
IAF and INIFAC Core Competencies Comparison
Summary of Comparison
Results Facilitator Core Competencies
Critical Success Factors (CSFs) for a Facilitated Session
Facilitators’ Core Competencies Recommendations
Facilitator Exercise

Facilitator’s Offshoots and Questions from New Facilitators (39 Different Areas)
The 39 Areas Subject Content Is It a Must that the Facilitator Know the Subject Content? Responsibility for Results Is the Facilitator Held Responsible for the Results? Team Composition Is the Facilitator a Team Member? What Is the Optimum Size for a Team? Team Momentum How Many Objectives and Targets (O&Ts) Are Necessary to Maintain a Team? Jumpstarting a Team How Can You Jumpstart a Team if Needed? Facilitator’s Skills Are All Facilitators Equal? Seven Quality Control Tools Is Life over for the Seven QC Tools? Listening How Important Is the Ability to Listen for a Facilitator? Training Who Provides the Training to New Team Members? Who Trains the Objective Champion or Strategic Council or Top Management in the EnMS? Certification Should I Become Certified? Communications How Can You Improve Communications? Feedback How Do You Ensure the Feedback You Give as a Facilitator Is Helpful? Group Stages Can You Actually See a Team Go through the Four or Five Stages of Group Dynamics? Team Members Has It Been Your Experience That the Team Leader, Facilitator, and One or Two Team

Members Do Most of the Team Work? Team Members Replacement On Permanent Teams, Do You Think That Team Members Should Be Replaced Periodically, for Example, Every Year? Team Leader/Facilitator Coordination Should the Team Leader and Facilitator Meet before Each Meeting? Meeting Length How Long Should Our Meetings Last? Document Control Manager Is It a Good Practice to Have the Team Leader for an ISO Team Be the Document Control Manager? Award and Recognition When a Company or Organization Has an Awards Program, Does It Motivate Teams? Energy Team Does a Company Only Need to Have One Energy Team or Are Others Recommended? Lead Facilitator How Do You Define a Lead Facilitator? Lean and Six Sigma Do Lean and Six Sigma Efforts Need Facilitators? Objective and Target Responsibilities Is It Good to Have Most, If Not All of the Team Members, to Be Responsible for an Objective and Target on an ISO Team? O&T Responsible Person What Are the Responsibilities of an Objective and Target Responsible Person? O&T Time to Completion How Long Should an Objective and Target Take to Finish or Complete? Coaching Effectiveness How Do You Know Whether the Coaching You Have Been Doing Was Effective? kWh Intensity Why Is kWh/sq. Footage Used as an EPI When kWh Usage Tells You How Well You Did? Team Types What Are the Different Kinds of Teams That Exist in Today’s Organizations and Companies? Facilitator Benefits What Are the Benefits of Having a Facilitator? Neutrality Should a Facilitator Be Neutral and Not Participate in the Meeting Contents? Team’s Success When Is a Team Considered Successful? In-House versus Outside Facilitator When Is it Best to Use an Outside Facilitator Instead of an In-House Facilitator? LeBron James as NBA’s Best Results Facilitator Why Is LeBron James Called the Best Facilitator Ever in the NBA? Results Facilitator Name Acceptability Will the Facilitator World, including the National Organizations, Accept the Term Results Facilitator? Things a Facilitator Can Do Badly What Are Some of the Things You Noticed That Facilitators Do Badly in Some Meetings? Process Observers In My Last Organization, the Facilitator Used Process Observers to Help Monitor the Team Meetings. Do You Think They

Are Useful? Exit Interviews Should the Team Have Exit Interviews with Team Members Who Resigned or Ask to Be Excused from the Team? Team Closure Should There Be Specific Activities Accomplished When a Team Is Closing? Facilitators Phased out Don’t Most ISO Standards Implementation Teams Phase out Facilitators When They Reach the Maintenance Stage?
Facilitator Exercise

Conclusions

Bibliography

Appendix

Index

Über Autor(innen)

For the last eight years, Marv Howell worked as a contractor senior environmental associate for Analytical Services Inc., which provided environmental services to the Drug Enforcement Administration. Marv implemented environmental management systems and facilitated their monthly meetings at eight DEA facilities that included labs, division offices, intelligence center, and an air operations center. All eight facilities passed at least one second party audit.

In addition, he was instrumental in planning and designing several energy management system actions/efficiencies initiatives that resulted in saving more than $400,000 a year in electricity cost, reducing natural gas use at the air operation center by 32 percent a year, improving power factor at one facility from.70 to.996 thus saving $7,200 dollars a year, assisting in planning light upgrades from T-12s to T-8s and T-5s, planning advanced meters installation and build automation systems upgrades, and performing energy audits to include a data center that when his recommendation is implemented will reduce energy use by more than 30 percent annually.

Marv helped facilities develop energy conservation plans and communicate them to all the facilities’ management, supervisors, employees, and contractors.

Marv was the manager of distribution planning and reliability for FPL where early in 1982 he became one of FPL’s original facilitators. He was instrumental in assisting FPL to become the first company outside of Japan to win the coveted Deming Prize for Quality. He was a lieutenant colonel in U.S. Air Force civil engineering where he was involved in energy reduction efforts, reliability, project management, construction, maintenance management, efficiency, productivity improvements, and facilitation efforts. From 1991 to 2003, Marv had his own quality improvement company in Miami, Florida where he helped many companies and organizations such as U.S. Air Force, Intel, and Oklahoma State University at Oklahoma City improve their quality improvements efforts, practice strategic management, control their processes and improve them, implement lean improvements and facilitate Kaizen events. He earned his bachelor’s degree in mechanical engineering from Mississippi State University and a master’s degree in industrial engineering from the University of Pittsburgh. His books that have been published are: Effective Implementation of ISO 50001 Energy Management System (2014) by ASQ Quality Press; Critical Success Factors Simplified (2010) by CRC Press; and Actionable Performance Measurement—A Key to Success (2006) by ASQ Quality Press