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Facilitation and Facilitator Stance

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A presentation to a webinar that explores the following topics:
What is facilitation;
Who is facilitator and how they differ from administrator or manager;
When manager can be a facilitator;
Can Agile facilitator be unbiased or not;
How to develop self-awareness;
Being Agile vs Doing Agile;
7Cs of facilitator stance;

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Facilitation and Facilitator Stance

  1. 1. www.luxoft.com Facilitation & Facilitator Stance Webinar
  2. 2. www.luxoft.com Introduction Svetlana Mukhina ICAgile ICP, ICP-ATF, ICP-BVA, PSM I Agile and Career Coach at Luxoft Agile Practice Experience: 12+ years in IT, Project and department management, Computer Linguistics, Technical Writing, Quality Assurance Interests: Project management, Agile transformation, Career and performance coaching, Psychology Hobbies: Horse riding, music, poker, travelling Linkedin: https://www.linkedin.com/in/svetlanamukhina
  3. 3. www.luxoft.com Session Plan  What is facilitation;  Who is facilitator and how they differ from administrator or manager;  When manager or leader can be a facilitator;  Self-awareness importance for facilitator;  Hand-signals  Rome voting;  Biased stance of Agile facilitator;  7Cs of facilitator stance;  Being Agile vs Doing Agile;  Attendance code;
  4. 4. www.luxoft.com Definition of Facilitation Facilitation is a set of activities that helps a group of people to understand their common objectives and assists them to achieve it within a reasonable time box and without destructive confrontations. Facilitator is someone who helps a group of people understand their common objectives and assists them to plan how to achieve these objectives; in doing so, the facilitator remains "neutral" meaning he/she does not take a particular position in the discussion
  5. 5. www.luxoft.com Team Facilitator? - Know the right answer for all questions - Judge opinion of others - Evaluate group decisions - Control the conversation - Fight with bad opponents - Take a side of good fellows - Lead rescuing activities
  6. 6. www.luxoft.com Team Facilitator? - Hold neutral position toward participants opinion - Familiar with facilitation techniques and tools - Respect group decisions - Practice self-awareness and self-management - Loyal to different point of view - Inspire and encourage - Link ideas together - Ask powerful questions - Maintain non-judgment stance
  7. 7. www.luxoft.com Great video on leadership and facilitation styles http://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors
  8. 8. www.luxoft.com Servant Leadership Quality – Awareness Servant Leader Listening Empathy Healing Awareness Persuasion Foresight Conceptualization Stewardship
  9. 9. www.luxoft.com Self Awareness What is Self Awareness? It means a clear perception of your personality, including strengths, weaknesses, thoughts, beliefs, motivation, and emotions. Self Awareness allows you to understand other people, how they perceive you, your attitude and your responses to them in the moment. Why Develop Self Awareness? As you develop self awareness you are able to make changes in the thoughts and interpretations you make in your mind. Changing the interpretations in your mind allows you to change your emotions. Self awareness is one of the attributes of Emotional Intelligence and an important factor in achieving success.
  10. 10. www.luxoft.com Developing Self Awareness Open Blind Hidden Unknown Open area, open self, free area, free self, or 'the arena‘: what is known by the person about him/herself and is also known by others Blind area, blind self, or 'blindspot‘: what is unknown by the person about him/herself but which others know Hidden area, hidden self, avoided area, avoided self or 'façade’: what the person knows about him/herself that others do not know Unknown area or unknown self: what is unknown by the person about him/herself and is also unknown by others Johari Window
  11. 11. www.luxoft.com Developing Self Awareness
  12. 12. www.luxoft.com Exercise – Homework  Make the Johari Window with 3 people  Tell a person something he/she doesn’t know about you  Ask a person for a feedback, what a person noticing about you that she/he thinks you don’t know about yourself  Tell “thank you” to a person  Drop me a line smukhina@luxoft.com about your findings.  I’m interesting in your results  I need real life examples for models/exercises that I provide on trainings
  13. 13. www.luxoft.com Handsignals
  14. 14. www.luxoft.com Rome Voting
  15. 15. www.luxoft.com Agile Team Facilitator Treasure Agile Values Follow Agile Principles Master Facilitation Techniques
  16. 16. www.luxoft.com Agile Values Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
  17. 17. www.luxoft.com Agile Principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity – “the art of maximizing the amount of work not done” - is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  18. 18. www.luxoft.com The Facilitator Stance Connection Caring Clarity Curiosity Challenge Confidence Commitment Adopted from 7 Cs of Success Coaching by Richard Winfield
  19. 19. www.luxoft.com Unbiased Role and Process Team Facilitator Agile Guard
  20. 20. www.luxoft.com Assist a group of people to become a team Work out Agile practices required for a particular team’s needs Support the team during complicated situations at work environment Drive execution of Agile practices Helps the team to design a workflow Inspect and adapt the Agile process, make corrections when necessary Encourage the team to follow the workflow Uphold Agile Principles and Values Inspire the team to look for areas of improvement Conduct Agile trainings and workshops for team to get better understanding of Agile Team Facilitator vs Agile Principles Guard Team Facilitator Agile Guard
  21. 21. www.luxoft.com Doing Agile vs Being Agile
  22. 22. www.luxoft.com Summarization  What is facilitation and who is facilitator?  Why facilitation is necessary?  What are the barriers for facilitation?  What skills help us to be a facilitator?  What you will do different after this webinar?  What one idea you learned on the webinar?
  23. 23. www.luxoft.com

Editor's Notes

  • Discuss #50 and #51 facilitation styles
  • What is your level of self-awareness?
  • Remind the group of Agile core values, principles and practices, Use flipchart for this.

    Values:
    Individuals and interactions over processes and tools
    Working software over comprehensive documentation
    Customer collaboration over contract negotiation
    Responding to change over following a plan

    Principles:
    Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
    Welcome changing requirements, even late in development. Agile processes harness change for  the customer's competitive advantage.
    Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
    Business people and developers must work together daily throughout the project.
    Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
    The most efficient and effective method of  conveying information to and within a development  team is face-to-face conversation.
    Working software is the primary measure of progress.
    Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
    Continuous attention to technical excellence  and good gn enhances agility.
    Simplicity--the art of maximizing the amount of work not done--is essential.
    The best architectures, requirements, and designs emerge from self-organizing teams.
    At regular intervals, the team reflects on how  to become more effective, then tunes and adjusts  its behavior accordingly.


    Facilitation Techniques
    assists a team to make group decisions




    ((Agile Practices:
    Refactoring
    Small release cycles
    Coding standard
    Collective ownership
    Planning poker
    Scrum daily meetings
    Pair programming
    Test Driven Design
    Continuous integration
    Code and design reviews
    Involved stakeholders
    "war-room" style work area
    Build Verification Test
    Integration Testing
    Test Automation
    Acceptance Criteria
    Acceptance Testing
    Timeboxing
    Release Planning
    Iteration Planning
    Sprint Backlog
    Task Board
    Definition of Done
    Daily Stand-up Meeting
    Velocity
    Sprint Review
    Value Stream Mapping
    Root Cause Analysis
    5 Why
    Burn Down Charts / Burn Up Charts
    Information Radiators
    Retrospective
    Organization
    Self-Organizing Team
    Colocated Team
    Common Workspace
    Scrum Master
    Sustainable Pace
    Scrum of Scrums
    Etc. )))

  • Adopted from 7 Cs of Success Coaching by Richard Winfield

    My variant for group facilitation
    CONNECTION . It's crucially important to build a rapport with a group/team, to make sure that all of you are on the one page and perceive information similarly as well as moving toward one an the same goals. 
    CARING. It's is also great when a facilitator care about a group and the progress it does. The facilitator should care about a possibility of the group to reach the outcome as well, facilitator suggest the steps that can help to achieve the group objectives. 
    CLARITY . One more item of success is awareness of meeting aims/goals and deep understanding, where the group is approaching and what is done vs what is left to be done.
    CURIOSITY. It's good to show and feel real interest about facilitation result and about the obstacles a group is facing, it's useful to question what is holding a group back and what can be done about it. 
    CHALLENGE. Try to challenge a group way thinking, especially a negative one, question its restrictions and limitations. Teach a group to think bigger. 
    CONFIDENCE. A facilitator should believe in a group, in possibility that it can achieve what it is aiming to. Only in this case a facilitator can encourage the group to take the risks and to make changes.
    Commitment. Both facilitator and a group should be committed to the aimed results and do their best to achieve it.



    ✔  Take different opinions into account. Every group is different: some techniques may not be appropriate in a specific group or situation. Don't force a technique on a group or an individual, but let people decide for themselves to what extent they want to participate.
    ✔  Be flexible: don't let your choice of tool dictate what happens, but fit and adapt the tools to the needs of the group. Be creative and invent your own tools.
    ✔  Use visual aids such as whiteboards. Use them to write down instructions, questions to consider and to record responses from the participants.
    ✔  Be aware that people might not be happy to share everything that was said in a pair or a small group with all the people in the room.
    ✔  Do explain the purpose of a tool before asking the group to use it. That way people feel in control of what they are doing, allowing them to participate more fully.
  • Discussion – it it possible to be unbiased Agile facilitator ?
    How we can achieve it?
    Why it can be necessary?
  • Example SM.
  • Facilitator should BE Agile and Be facilitator
  • Ask a volunteer to summarize what have been said about:
  • ×