The Results Facilitator: Expert, Manager, Mentor, 1st Edition (Paperback) book cover

The Results Facilitator

Expert, Manager, Mentor, 1st Edition

By Marvin T. Howell

Productivity Press

286 pages | 44 B/W Illus.

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Description

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.

Table of Contents

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

About the Author

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

Subject Categories

BISAC Subject Codes/Headings:
BUS053000
BUSINESS & ECONOMICS / Quality Control
BUS097000
BUSINESS & ECONOMICS / Workplace Culture
BUS101000
BUSINESS & ECONOMICS / Project Management