UNDERSTANDING GROUP DYNAMICS
Second . A facilitator must have a sensitivity to group dynamics . In today ' s connected and fast moving world , teams are quickly formed then dis-assembled or in a world of multi-tasking a person can be a member of several teams . How does one effectively lead or become a proactive contributing member ? Given the role of facilitator how does one understand the patterns of behavior in a group ?
Process observation analysis is vital . It is the art of mapping a team ' s interaction in terms of roles played , frequency of interactions as well as what is said . The fish bowl exercise works well when an outer circle keenly observes what is happening in the inner circle as they settle an issue or address a subject . The analysis is then shared with the inner circle allowing them to reflect and learn from the data . As one gains experience observing groups , the task becomes easier as one ' s power to observe is heightened .
Then it is also about knowing how to differentiate task and maintenance responsibilities . Task responsibilities are all about actions performed by group members that pertain to the group ' s projects , tasks and goals while relationship responsibilities are concerned with the interaction and feelings between group members that encourage them to pursue the goals or tasks .
A facilitator has to achieve a good balance of managing both task and process .
STRENGTHENING TEAM WORK
Third , a facilitator needs to know how to strengthen teams . He needs to appreciate the stages in building a high performing team . These are the stages of forming , storming , norming , performing , and then if a team is temporary , there is closing and ending the team . The key for the facilitator is to be able to handle differences and conflicts in the course of working together .
PSDM TOOLS
One of my first assignments as a beginning internal Organization Development consultant at SMC was to study and compile problem-solving and decision-making tools .
I realized as I would go around doing consulting work in plants and units was the need for a systematic process of inquiry that would be logical or creative . I also realized that a facilitator ' s role is to guide thinking of individuals and teams through critical thinking methodologies . Diagnosis , being a vital first step to intervention , would require these tools .
Finally , a facilitator needs a mindset of continuous improvement . I recall working on oneself is not easy . I remember keeping a journal .
At the end of every consulting day , I would write my victories as well as examine my improvement areas . I would paste commendations from line managers in my journal to keep my spirit up during the low moments . I would write resolutions to myself and expectantly wait for the opportunity to test myself . As the song goes , what " a journey it has been ".
COMPLEX CHANGE
In today ' s dynamic and complex environment , trained and experienced facilitators become the vital " pebble in the pond " to steer and achieve meaningful change in organizations . As they help organizations , they help themselves achieve deeper selfmastery and integration . �
January I PEOPLE MANAGER 13