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