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