, ,

TEDx Workshop Talks, Tips & Tweets during TEDActive 2011

Attending TEDActive 2011 back in February – and joining a couple of hundred other organizers of TEDx (independently organized events under license from TED.com) for workshops, back stage tours, talks and tips – I tweeted about my TEDx learning. For posterity, I’m now sharing the tweets here:

Began #TEDActive 2011 with pre-workshop of TEDx organizers. Great community! Learn about the independently organized TEDx events near you: www.ted.com/tedx

Discovering high +ve correlations between TEDx organisers, entrepreneurs & The Hub network (www.the-Hub.net) at #TEDActive

Idea / quote of the day from TEDx Middle East – “TEDxRevolutions – Revolutions worth sharing” at #TEDActive

TEDx Talk Tips from Ruth, TEDxColumbus: “Who is the hero & villain in each talk? Can I relate? Can I learn from it? Can I follow you? Is it primal? Can I root for you?” #TEDActive

Kelly & Rives’ TEDx Host Tips: Get a stage manager; start hosting pre-event and finish at the after party; introduce the unexpected; have time-fillers and back up plans #TEDActive

TEDx Kids Tips: Shorten; embrace chaos & noise; keep adults aside; invite on stage; involve from seats; outsource jobs to them; give them what they want; max demo’s and Q&A’s; & feed them! #TEDActive

TED set up: casual, relaxed format; 50% seating, unobtrusive background music; brain/superfoods; wine & beer – not spirits; large name tags; & locatech online tool. #TED

Nancy Duarte on storytelling formula: What is – what could be – what is – what could be – what is – call for action – the utopian new bliss. #TED behind the scenes tour, Longbeach

Nancy Duarte quotes Ernest Hemmingway: “The first draft of anything is shit.” #TED

Nancy Duarte quotes Woodrow Wilson: “If I have 10 minutes to present I need a week to prepare; if I have an hour I am ready now.” #TED

/0 Comments/by

Live and In Person: Face-to-Face in the “Education” Stage of Facilitation

In the stages of facilitation, one of the key preparation stages is “Education”. In this stage the facilitator gets to field questions, give background information, descriptions, share anecdotes and generally help the partner with their learning about any aspect of the facilitated event or environment.

Sometimes partners precipitate the Education stage conversations – because perhaps you are suggesting some activity or format with which they are not familiar. Or you might have to launch into this stage yourself because you perceive in the consultations that there is some misunderstanding or apprehension about your designs or tools based on lack of experience with them.

This happened to me recently. I went to Belgium last week to work with a team for one day on the design of an upcoming European-wide event. We could have possibly had the design discussion on skype or the telephone, but the need for longer discussions exploring the pros and cons of different methodologies meant, for that team, that it was more the Education piece that they wanted to explore. Therefore a face-to-face discussion with the facilitator – about how it would all work, what different techniques could produce, and how to frame new methods for a more traditional group – was going to be much more effective than a shorter, virtual interaction.

In fact, I find that for most groups the newer the methodology, technique or overall format is to a group, the more the Education piece becomes critically important to successful design (that is, a design that makes it through the gauntlet of consultations before you can deliver it). Definitely using a format without the partner being in full understanding of what is being proposed can be a risk for a group that has not yet adopted more interactive discussion techniques overall in their meetings.

Working in the sustainability field, we often have the pleasure to work with smaller associations for whom framing discussions and dialogue events in more than the most familiar board table discussion or conference style presentation and Q&A is unusual. Even for many larger organizations, convening meetings or dialogues differently to reach their goals is taking a risk at some level. However, what intrigues them most about more interactive methodologies, is the promise of optimizing time, achieving fuller and more developed outputs and above all ensuring some of the softer outcomes – like engagement, buy-in, enthusiasm for follow-up, etc.

My lesson here was not to try to push conference and skype calls all the time; these communication tools can be extremely productive. But in the Education stage, especially, it might be more important to be there, live and in person, and to create an environment where the partner can ask all their possible questions about your subject and process – even, if need be, over and over again.

/2 Comments/by
, , , , ,

Making Meetings Meaningful – Greatest Hits from an Organization’s Learning Department

In doing the research for a participants’ guide for the Facilitation learning programme we’re launching with a partner next week, I found a nice “greatest hits” collection that we made of some of our blogging reflections on the topic of making the most of internal meetings.  These posts were written from inside a large organization’s learning department and give some insight into the internal dialogues, learning and engagement processes (all kinds of meetings and gatherings) that institutions convene to help work through issues and generally get things done.

I am delighted now that we captured our learning at the time in this format – a blog- and wrote it with the spirit of creating “reusable learning objects” (I was always banging on about RLOs in the organization, now that I am actually reusing them I am delighted!)

This collection of 18 posts is organized below (with summaries and links) into the following categories that explore aspects of how to Make Meetings Meaningful:

  1. Purpose
  2. Positioning, and
  3. Process (e.g. design, implementation, reflection) 
  

1) What’s the Purpose?

Are we having conversations that matter?
How are the conversations our organization is having changing the nature of relationships and the way people, groups and societies around the world are thinking and behaving? In other words, to what extent are our conversations bringing about the change we seek and helping achieve our objectives? And how can we continue to improve the quality of our conversations to better ensure that they matter?

  

What Is the Purpose of ‘Free Coffee Mornings’?
What value do weekly free coffee mornings have in fostering staff networking and informal learning in our organization? We decided to explore the opinions of others in our organization on this topic, through a short questionnaire. Many staff commented on the exercise itself, pointing out learning about how to make the most of free coffee mornings in the future to engage with staff, about how enthusiastic staff are to express their opinions, and the importance of ‘social spaces’ and time for team-building and collaboration across ‘silos’.

You’ve Just Been to a Great Staff Meeting – What Happened?
What are some of the different purposes of a Staff Meeting?

-To update and inform staff members of activities in the institution
-To profile people who have done good work and let them share their reflections
-To maintain transparency and an open environment for sharing
-To bring staff together for a shared experience once and a while
Have you ever been to a great staff meeting? What was it about the meeting that made it useful, interesting, and made you excited to go to the next staff meeting?

Post: You’ve Just Been to a Great Staff Meeting – What Happened?

Networking – In or Out of Your Comfort Zone?
Monday afternoon, a two hour session was held titled, ‘Learn Something New: People and Networking’. The objective was to not to provide a taught course on Networking, but do create an environment where people can share and exchange about networking, and do it at the same time. … Some suggestions were offered about how we can do more networking, and how we can help create work environments where networking and interaction is one of the key objectives. Longer coffee/lunch breaks? Open spaces in the agenda for interaction? Introductory sessions which serve to connect people and help them build relationships?

2. Can Meetings be Used for Positioning?

In our day to day conversations, how do we “talk the walk”?
We’ve all heard of “walking the talk” – but what of “talking the walk”? In our day to day conversations, how do we “talk the walk” and reflect the core values employed in our work?… Our conversations can serve to enforce or discredit our messages and ourselves in powerful and lasting ways. Walking the talk is imperative. Talking the walk is so important too. People notice.

No Such Thing as a Pointless Question: The Impact of Simply Asking
The act of asking questions of an organization or group influences the group in some way. With our questions we get people to focus on something – what is that thing? What is our purpose of the question we are asking and what impact will it have on the way that person and the room think and feel? If people go in the direction you question them, where do you want them to go?

Me and My Multiple Intelligences. We and Ours.
In our organizations, what are we doing to make sure we interact in ways that address diversity of intelligences and learning styles? And how can we engage the multiple intelligences of our colleagues to best answer this question?

3) How Effective is our Meeting Process?

a) Design and preparation

How Old is Your Knowledge?
Workplace learning is 20% formal and 80% informal. Informal learning is an interesting combination of reading, internet surfing and search, audio-visual inputs, speeches and presentations, meetings, and conversations in the cafeteria, corridors, and on the bus. For the most part in these activities learning is quite accidental and not a deliberate objective. There are learning opportunities around every corner. What are you doing to structure your informal learning?

What Kind of a Discussion do You Want?
It is thought-provoking to hear people come away from discussions that they have lead and say, “Why do you think people reacted that way to my ideas?” Another question they could ask might be, “What could I have done differently to develop a generative discussion rather than a debate?” … If one sets up an academic situation, then people will be happy to react as though they are in one! Rarely do people throw a professor or a keynote speaker for that matter a soft ball…

A Courtroom or a Concert?
If I was going to run an important meeting, which environment would I want to create? How would I want my participants and speakers to feel when they left the room? What would I want people to get out of it? Would it be a zero sum gain, or would it be a step of a creative, hopeful process? When I sent out my next invitation for the group to meet again, what would be people’s reactions? Would they be excited that their favorite group was holding a concert again? Or would they dread the eyes of the jury?

Bottoms on Seats – How Do You Make That Memorable?
People travel to the venue, they walk into a bustling and colourful conference venue (exhibitions, restaurants, meeting spaces, and all), then they walk into their first of many small workshop rooms and basically sit there (different small rooms of course) for 75% of the conference… We spend a lot of energy thinking about communication to conference participants and the media around the event to make it colourful, interesting and engaging; how can we make sure that this does not stop at the workshop door?

Leveraging the Wisdom of Crowds in our Organization
Next week, our organization is hosting a week of meetings, bringing together in headquarters senior staff from our offices around the world. During these meetings, how smart will our crowd(s) be? How smart could it/they be? As session organizers, what can we do to make our crowds as smart as possible – better at solving problems, fostering innovation, coming to wise decisions, even predicting the future?

Lights, Camera, Action: Working with Star Speakers
Here is a lesson that I absolutely need to learn as a workshop facilitator: No matter how well you brief a plenary speaker who is a subject matter expert, they will go over the time. … Plan for it in as many ways as possible, especially by allocating substantial discussion times (even after they get cut down) so that this critical part of the learning process is always there to help people follow your star.

  

b) Implementation

Using Storytelling to Generate Ideas: We Just Went to a Great Staff Meeting – What

Happened? (Reprise)

We decided to use our own communications unit meeting to generate additional creative ideas, and then to share them with the team who is responsible for our staff meetings… Here was our question: You just went to a great staff meeting – you left excited, energised and hopeful. Tell us – what happened? We first worked in pairs to create our stories, then shared them with each other. Here are some of the ideas that emerged.

Ballroom Learning and Large Groups: Using Socratic Questioning
I am sitting in a hotel ballroom with 140 people at a conference titled, “Capacity Development Strategies: Let the evidence speak” and the level of some of the participants has dictated a certain room layout and format – we have a head table with four speakers and 140+ people sitting shoulder to shoulder behind tables in the room… If learning is the goal, and this formal room layout is a given, how might we best work with this format for optimal exchange?

What Exactly Are You Facilitating?
I have had a few people ask me about the value of facilitating other people’s workshops. What does that contribute to the grand scheme of things? The overall goal is not to just to move people around a room for a day. A good Facilitator is a process person with their eye on outcomes and learning – there is reason for every interaction, what is it and how can a process be designed that makes those conversations easier, smoother, and more productive? After all, facilitation comes from the Latin word “facil” which means to make something easy. Good facilitation means making group dialogue, decision-making, information sharing, and learning processes easier and more effective for everyone: your workshop hosts, your participants, and yourself.

c) Reflection and follow-up

Helping Other People Do Great Work
How transferable was my experience last week and what can it prompt me to learn about how to help our guest speakers do great work for us at the upcoming workshop? What more could I do in the next few days that could make all the difference for a first-timer, to create an environment where people are proud of their contributions, others appreciate it, and generally helps everyone do great work?

Dialoguing about dialogue
“Listen to one another with your full attention. Think about what is said, how it is said and the intent behind this. How does it make you feel – physically, intellectually and emotionally – as a participant in this dialogue process? How does it make others feel?” There is still much to explore and emerge about the role of dialogue in change processes. Along the way, how can we replicate such experiential approaches in our own institutions for collective learning about the important role of dialogue in change?

I found it interesting to look back, now that I am working from the outside and don’t always have seamless, day-to-day contact with such micro-learning processes, to remember how valuable it was to capture this nuanced process learning through a blog. Even after some time I find the learning very clearly reusable.  
/0 Comments/by
, ,

How is a Course Calendar like a Restaurant Menu?

I wrote this text (below) in the context of a Strategic Review I conducted for the Training Department of a big international development NGO. They wanted to explore ways to transform their existing training practice into a more contemporary “learning” model.

I pulled this text out again today because I am writing a manual for a facilitation learning programme that we are developing for a partner right now. I wanted to remind myself of this and thought I would share it.

*****************

A Learning Programme calendar, course description, or even agenda, is an intervention opportunity not to be missed. In a world of choice, it is a perfect way to communicate and feature your learning product(s) to potential learners, whether in-house or external.

Imagine that your learning programme was an excellent quality restaurant and the learners were valued diners. What is on the menu for your selective learning customers? Does it look good? Does it sound like something that the diner would enjoy? Would it satisfy her? Will the final product deliver what it promises on the menu?

How can learning providers (or facilitators) write their programme calendars, descriptions and agendas like a menu at a great restaurant and mean it? People need to read the course description and say, I want to take that course!

Consider testing course titles and descriptions on colleagues and potential learners first. Bear in mind, these tantalizing descriptions must also be true, nothing is worse than ordering a delicious sounding dish and having it turn out to not be as good as it looks on the menu!

/0 Comments/by
,

Workshop Design: Five Questions to Get Started

I was just asked by a partner to send through some questions on which we could base a first workshop design discussion. I looked back at my learning design blog post Good Learning Design Discussions: Where to Start? (which incidentally and surprisingly just moved into the top 3 most read posts on this blog) and I think the questions there are very good for capacity development design discussions.

For a network workshop design discussion, I wanted slightly different questions, so I sent these instead:

1) What outcomes do you seek? What do you want to be different after the workshop ends?
These can be hard outcomes (such as a programme development process put into place, or to have a more consensus around prioritised items for a research agenda) and “soft” outcomes (such as more commitment, more enthusiasm, more engagement, better relationships among participants.)

2) What physical products do you wish to have as a result of this workshop?
Do you need a set of comments and inputs on a document, a strategic plan, a set of targets and possible solutions?

3) Who will be attending?
What are the numbers and kinds of participants who will be invited to attend? What are their motivations for attending?

4) Where will the workshop be held?
What kind of physical space are we working with for the event?

5) Where does this workshop sit within larger processes?
 To which larger processes would it contribute or be informed by?

These first five questions would get us started; check these first ones off and we can continue from there.

/2 Comments/by
,

Good Idea from Windhoek Workshop: DIY Table Numbers

It is often difficult to find table signs that stand up so that you can see them from a distance (we had 88 people and 11 tables at our Climate Change Adaptation Learning workshop on Friday in Windhoek). I was impressed by the cleverness and the budget-friendliness of the solution above that the team here came up with.  We quickly changed from numbers to letters at the coffee break – both of which had been written on the back of the name badges before the workshop to help mix people up for seating during the day.Worked beautifully!

/0 Comments/by
,

A Facilitator’s Nightmare (Literally)

Every single page of the first pad of flipchart paper had been written on, with marker was so dark that it was clearly legible on both sides. The second pad, with no cardboard backing, was shiny and slick and had been rolled and then stepped on, lining it with deep wavy creases. Another was on a roll and had the consistency and colour of toilet paper on a old French train. Three clean sheets of paper could be found left over – but the Facilitator needed six. Finding no scissors in the materials box, she drew a wavy line down the middle of each sheet so that the tear marks would not need to be so even.

It had been 5 minutes before the event was due to start when she finally found the venue, a highrise building which had its main conference room on the ground floor and the registration set up on the top. She took the lift up to help register people, all of whom were already there, and then zoomed back down the steps to prepare the room. By the time she started room prep, the event should have started too.

After half an hour of moving chairs out of the classroom set up, drawing up the flipchart sheets, and worrying about what the participants were doing up there (no coffee had yet been delivered), the opening sequence was ready. She went up sheepishly to collect people, through an exhibition that was noisily being set up outside the room for the event which followed. She would finish the preparation for the next part at coffee break (if coffee had shown up by then.)

Thankfully at this point I woke up, so completely surprised that my subconscious had thrown up such a detailed set of facilitation challenges in my sleep. If you can really learn something in any context, then the big message here for me must certainly be PREPARATION.  I cannot always anticipate/do anything about everything as the facilitator (although the buck often stops with me), but finding a venue so I can be there early, getting the sheets done in advance, going thoroughly through the materials and equipment list with the partner, or having an “icebreaker” in my pocket in case of a delay are some that I can. With some of these out of the way, all the other random things that life (or your dreams) can throw up can get your full attention.

Gee whiz, OK, I’m awake now…

I have three workshops/conferences in just over a week, let me go back to my prep now (and daydream about that vacation on the horizon)…

/0 Comments/by
,

10 Different Ways to Do Anything? Get Inspiration Everywhere

Every town should have a local circus school, if only to remind us that there are at least 10 ways to do anything. It’s not just because I am a proud parent to two jugglers that I enjoy the regular circus shows. It’s because creativity literally oozes out from under the doors of the place.
Today’s show featured some 50 young circus students; and one of the challenges they clearly set themselves was how many different ways they could get them on and off the stage. Sure, they could have just walked on and performed their acts. But they didn’t. They hopped on in burlap sacks, they somersaulted on in pairs (not easy, but possible), they walked on using colourful plastic cups as “binoculars” to peer at the audience, they rolled in on giant balls, they stepped in whispering mischievously to each other, they walked in on ropes that they were laying down in front of themselves as they went. And on and on.
They also used those methods to leave the stage, walking back on their rope, picking it up behind them as they went, always cleverly tying in the juggling, acrobacy, or high bar that they performed into their means of “transport” on and off the stage. 
I asked one of the teachers how they came up with all their ideas. She said simply that they get together and ask themselves the question – what are all the different ways we can do this? Then they have a lot of laughs and come up with the most amazing stuff, always keeping it very simple. Those plastic drinking cups were “binoculars”, they were lined up as a colourful border at the back, then a border at the front of the stage between us and them, they were piled up into the most perilous tower (several times) in the middle of the stage, and then knocked unceremoniously over by a giant ball, and at the end the young performers toasted each other with them. 

Sometimes it’s as easy as that, get some people together and ask the question – what are 10 different ways we can do this (get people on stage – or do our brainstorming, design this project, run this meeting, celebrate this achievement)?  For inspiration look anywhere, find some friends, and don’t forget to ask the question.

/3 Comments/by
, , ,

By-the-Numbers: The Power of Math in Group Processes

Sometimes the math behind learning and collaborative events and processes is pretty impressive. For example, I used the slide above in my intro at a recent multi-Stakeholder event.

  • 198 was the number of people who had registered to attend.
  • 12 was the number of hours each of us would spend in session over the two-day workshop.
  • 5.5 was the number of hours that we would be on breaks (coffee breaks, lunch and receptions) prime time for informal networking (about 30% of the total, not too bad).
  • 2,376 was the number of person hours in total that we would be working together – which adds up to roughly 59 person weeks/or over a year of work (with no holidays!) 
  • 16.5 is the number of hours that it would take if everyone spoke for 5 minutes in the plenary, one after the other with no breaks (and no podium/panel speakers).

The last point is especially provocative from a group process point of view, and interesting to point out – if the group is large, and the format is plenary, and if you want to hear from everyone (because for example its a stakeholder dialogue), and everyone feels they have to speak in the plenary to be heard, it is a zero sum game.

With the math it becomes quite clear and a powerful rationale for both (a) design decisions such as adding into the agenda all kinds of small group discussions, pairs discussions, talks to your neighbour after a speaker or before a plenary discussion (and maybe some good capture tools if you want to collect these thoughts). There simply are not enough hours available for everyone to speak in plenary; and (b) on-the-spot facilitation decisions such as helping people understand that they need to be brief and concise in their interventions from the floor and also from the front (panel, podium or other). This way if the facilitator selects someone new instead of someone who has already spoken, even if they are literally jumping up and down, an understanding of the math may help foster some understanding and patience with the process.

Invoking the math can also help people gain a greater understanding of what is being invested (e.g. 2,376 person hours) and also what that might cost if it was monetized. It also speaks to what can be accomplished if that time is used most productively (design again – do you want it to be spent listening to speakers?)

Do the math, it can be a powerful intervention for all – participants, organizers and learning/process designers!

/0 Comments/by

Tweeting from TEDActive2011: Rediscovery of Wonder

If you’d like to keep up with my highlights from TEDActive 2011, I’m tweeting @lizzie_BGL. Blog posts to follow once the dust settles!

/0 Comments/by
,

If You Give a Productivity Fan an Invoice to Write, She’ll… (A Cautionary Tale of Productivity)

(With apologies, or perhaps thanks to “If You Give a Moose a Muffin“)

This is a cautionary tale about why you need to take extra steps to stay productive and focused in a home office.

If you give a Gillian an invoice to write, she’ll write the invoice and then she’ll want to complete the project properly so she’ll sit down with her GTD manila file and notebook and separate out things that need to be kept and tossed;

Then she’ll remember while she’s taking apart the notebook, that she wanted to write a blog post about how the notebook was put together so that she could remember how she did it for next time.

So she’ll sit down and write the blog post. After the blog post she will want to tell people about it so she will go to Tiny URL and shrink the url so that she can Tweet about it.

Once she has tinied the URL, she’ll log on to Twitter and send out a Tweet telling people about the blog post, and then she’ll want to glance at the recent Tweets, and check any messages or @mentions (because we all do don’t we). She doesn’t do this too often to avoid too much distraction.

When she looks at the @mentions she’ll notice that another facilitator, LynnWalsh, has recently highlighted  some tempting articles on her site, The Facilitation Daily, which is a cool paper.li site.

While scanning the interesting articles and marveling at Lynn’s site, she’ll notice the live Twitter stream, and one particular Tweet pops up from @Nicatnight saying he had discovered the joys of Moleskine hacking (?). She’ll notice that he uses a #GTD hashtag for his post, which she also used.

When she sees the #GTD hashtag, she will curiously google “Moleskine hacking” and get a 43Folders wiki article about how to hack a moleskine notebook in many helpful GTD-complementary ways. Seeing that was written by Merlin Mann of Zero-Inbox fame (which she has written alot about on this blog), she will decide to go to the 43 folders website to see what’s going on.

While reading through the 43Folders website (“Time, Attention and Creative Work”), she’ll notice that her pomodoro for preparing the invoice, and follow-up GTD filing, went off 2 hours ago.

And when she notices that, she will want to go back to her invoices and filing…
(I am literally afraid to post this on Twitter)

/8 Comments/by
, ,

Complex Event? Anatomy of a Facilitator’s Notebook

I recently facilitated an enormously complex 2-day event, with over 100 people (numbers shifted hourly), multiple process owners, and a continuously evolving agenda. The more exciting things got, the more interventions were sought (e.g. seat on a panel, announcement, chair role, changing speakers, changing titles, etc.) The nature of the event meant that each request needed to be accommodated if possible without jeopardizing the overall coherence.

AND this was an incredibly important international environmental governance event, and I needed to be able to turn down the volume on the pulsating process enough so that I could listen, and be most effective in helping guide the discussions.

I knew it would be like this, this was a preparatory event for a much larger week-long political conference (600+ participants), with high stakes and even more moving parts. So in going into this exhilarating environment as the main process holder, I needed to make sure that I had a hand on everything possible and could find it quickly. Being awake, well rested, and centred in my appreciative frame, was necessary but not sufficient. I had a stack of paper, emails, and last minutes instructions and changes that made up the body of input materials.

What I am about to write might seem totally basic, and still I wanted to record this, as often I go into events with my pink labelled GTD manila folder with papers loose inside. Once at the event, I just use my Facilitator’s Agenda and my loose process notes, prepared session-by-session. I write them on a rectangular coloured Facilitation card, one per session. I use it to prepare notes for three fields: Preparation, Materials, and Script.

This time there was just too much stuff and it was still coming in fast and furious. It took me about 3 hours – I put together a Facilitator’s Notebook for myself to help me avoid shuffling through papers or worse, forgetting something critical while standing in front of a hundred people.

Facilitator’s Notebook

Hardware:
Two ring notebook
12 Dividers

Additional Materials: 
Hole punch (which I took with me so I could add things on the spot)
Label machine (mine is a Brother P-touch 65)
Day-glow post-its
Facilitators rectangular cards (different colours)

Steps:
1. I labelled the folder and then all the tabs, so they would be easy to read and look good to me and others (thanks to David Allen for my addiction to labelling things);
2. For tabs I used the following fields:

  • Agenda: This was first as it was my main guide. This included my Facilitation agenda, and also the Participants agenda so I could see how things were framed for participants (and how much info they had on each session) I also made for myself a one page snapshot agenda – which was essentially a matrix overview of the 2 days with the timing, and session titles, so I could see the overall logic and flow and communicate that to participants (hard to do from a 13-page Facilitators Agenda). I also included it in a blank page for notes, to include any last minute changes to the agenda.
  • Session-by-Session tabs: I had one called “Open”, then Sessions 1-5, then “Close”. Behind each of these I extracted that appropriate section of the Facilitators Agenda and reprinted it, so I could see the coherence of that particular session to introduce it. After that I had the bios of the speakers (if there were any, and there almost always were from 1 to 7!) After that I included the background papers that were being used and referred to in that session. I printed them 2 pages per sheet recto-verso so they wouldn’t take up so much space. I used this on the plane to prepare myself, so the papers were marked up with my own notes and highlighted with essential points pulled out again for briefing purposes. I also included copies of any templates or job aids that we would be using in that session.
  • Participants: Here I had the composition of the participants groups in numbers, as well as the Participants List.
  • Notes: Under this section I had 5 pages of blank lined paper and I used it to take process notes under headings like: “For next time” and “overall”, as I needed to write a short report afterwards with suggestions on what worked and what could be different. I didn’t want to have to sift through everything to find those, and there were plenty of free moments during the event when I could jot down ideas here.
  • Logistics: This section had filed all the logistics information I had been given, everything from my own flight and hotel details, participants logistics information note, to the layout of the room. Again more was added to this section once I arrived.
  • TOR: In this section I included my own TOR and a copy of the contract, for reference.

3. On site, I used the rectangular Facilitators cards to write my script for each session. I actually used different colours for each session so I could grab them and not mix them up as there were so many of them. I also had a blank one of that colour to keep in my hand to write notes, such as the speakers list and announcements etc. I used the hole punch to put them in the right section before using them, and then put them back in the book when I was done so they were not flying around in my bag.

Finally, the post-it notes came in handy for last minute notes and reminders, which I could stick anywhere and make sure they stuck out of the edges of the book so I could find them again quickly.

The whole idea was to minimise the “noise” of extraneous paper, notes etc. by organizing it in a logical way so that I can listen and help the group most effectively. It also helps me to have a system that can grow organically (thus the hole punch in my bag),  and helps me not lose important information and changes (e.g. writing them on a slip of paper and forgetting it in my pocket). I simply had the book open on my designated desk and could walk back and get anything I needed or add things as they came up.

So simple, and perhaps you do something this already and have some learning to share? I have been making these Facilitator’s Notebooks too for some time, I dissect them (sorry, perhaps pushing this metaphor a bit too far there) after the event which is what I was doing just now, when I thought I would pause and look again at the anatomy of my notebook…

/1 Comment/by
, , ,

Learning with the Business Model Generation’s Canvas

Synchronicity. That is the best word I can come up with to describe my first introductions to ‘Business Model Generation: A Handbook for Visionairies, Game Changers, and Challengers’ – simultaneously via my neighbours the Ortelli’s who know lead author Alexander Osterwalder and rightly thought it was a book I would love, and via my Hub Geneva collaborations with Patrick Keenan of The Movement who’s partner Alan Smith led the handbook’s design. Thank you all!

It aims to help people understand and methodically address the challenge of business model innovation. It addresses the questions:
– How can we systematically invent, design and implement powerful new business models?
– How can we question, challenge and transform old, outmoded ones?
– How can we turn visionary ideas into game-changing business models that challenge the establishment – or rejuvenate it if we ourselves are the incumbents?

Not the typical strategy or management book, it is designed to convey the essentials of what you need to know to work with business models quickly, simply and in a visual format. Examples are presented pictorially and the content is complemented with tools, exercises and workshop scenarios you can use immediately.

Having incorporated the core tool – the Business Model Canvas – in a couple of workshops, there is plenty of learning to share. So here I write up some of my own process notes to help anyone else interested in using the Canvas in a workshop setting when time is limited. It is a very participatory, learner-centred, peer-learning approach.

Using the Business Model Canvas in Workshops

1) Set Up: Mount a very large Business Model Canvas (approx. 6 flipchart sheets) on a wall. Mark on this the block names: Customer Segments; Value Propositions; Channels; Customer Relationships; Revenue Streams; Key Resources; Key Activities; Key Partnerships; and Cost Structure. (See sample in photo above.)

(If you are dealing with ‘Beyond Profit’ business models, you may like to add also Social and Environmental Costs; and Social and Environmental Benefits as described on pp265.)

2) Understanding the Canvas Blocks: Having prepared ahead of time an A4 sheet for each block – on which is written one question that best guides people in determining what content goes in each of the canvas blocks – ask participants to randomly pick a sheet (e.g. place them face down and ask them to select.) Depending on group size people may get more than one or may share one between a few people. Ask the group to read silently the questions on their sheets and consider which block the question relates to. Once they have a good idea, ask them one at a time to read out their question and suggest where it belongs. The rest of the group then says whether they agree or think it belongs somewhere else, and – once there is consensus – stick it on the wall-mounted canvas.

For example, for the block ‘Customer Segments’ the question on the corresponding A4 sheet may be along the lines of: “To whom do we offer products and services in response to their problems / needs?” Continue until the group is satisfied that all the questions are in the right blocks.

Already the group is actively engaged in establishing understanding of the different Business Model Canvas blocks, and participants are helping one another learn about it along the way – rather than listening to an ‘expert’ present it to them.

3) Detailing the Features for Each Block: The next steps also require some advance preparation. This time it is post-it notes (or ‘stickies’); lots of them! For each block, write up a handful of examples or prompts, drawing from the material in the handbook if desired. For example, if we take Customer Segments again, we know from the previous step that we are looking for clients to whom we are offering products and services in response to their problems / needs. In this step, the post-it notes might include: mass, niche, segmented, diversified, multi-sided, and so forth – with a brief explanation of each. Take the group of related post-it notes, and stick them to an A4 sheet labelled with the block title. So for each block on the Business Model Canvas you an a sheet of prompts.

Repeat the process for step 2, asking people to choose a sheet and then determine – as a group – where the post-it notes belong. Note that these prompts are not necessarily the answer to the question “To whom are we offering products and services..?”. Rather they just provide a means to better describe the business model, so we can say, for example – “we offer our services to X, a niche market…”

4) Designing Your Business Model: Once the the group has constructed this canvas, complete with questions and prompts, it’s time to dive into working through an example. I like to divide the group into small teams and have all these teams work on describing a “business” that is known to everyone – such as their own! Then when they present back, consider where there is agreement and where some divergence is present. A great launch pad for the next step – considering what the business model could be!

I hope this helpful. Perhaps one last thing – the ISBN: 978-2-8399-0580-0. Happy Modeling!

/1 Comment/by
, , ,

Make your business cards “Moo”


As learning practitioners, we are always looking for new ways of engaging people and helping people learn. When it comes to helping people learn about what we do, we have a handful of cards up our sleeve. Moo cards. We love them – and we think that you will too.

Moo cards = business cards with a difference. Ours are mini; only half the width of a normal card. We have 50 different designs in full colour on both sides. We created them ourselves on the Moo site. And they are printed on paper that is sustainably sourced, as well as acid and lignin free.

Each of the 50 designs features one of our photos. Each highlights a diverse aspect of our work – so if someone is beckoned by our blog they can have a business card with our blog on it; if they are seeking systems thinking and crazy about causal loop diagrams – hey presto, a card to match; or maybe they want to get their fingers on some of our favourite books… a card featuring our bookshelf!

Of course, we also enjoy saying “here, take a look and take your pick”. They get a photographic tour of what we are all about. We see some great conversations sparked and engage in great two-way learning. And of course, they get a great card they chose (and chatted about) which means they are much more likely to remember us and keep in touch.

Go a step further and we can design our business cards into our learning and facilitation processes. For example, if we want to divide a group into teams for group work, we could hand out a selection of our business cards (ensuring that there is the appropriate number of duplicated or themed cards) and use them as the means by which the group organizes itself into teams. They pay attention to our card – which has a valid purpose in the process – and they get to keep it afterwards, which means less work networking after!

These are just some reasons why we love our Moo cards. Visit the Moo site and subscribe to their creative newsletter for stacks of ideas helping you to help others learn about you.

/0 Comments/by
, , ,

What to Do With the Stack of “Reading”? Creating A Personal Knowledge Management System

Confronting Your Reading Pile

I have been writing about my spring office cleaning exercise, and that has included much frustration about what to do with an enormous stack of great articles in a “Reading” pile. Do you have one of those?

I pawed through it; it is really excellent stuff, titles from David Stroh’s “Leveraging Change: The Power of Systems Thinking in Action” to  “5 Insightful TED Talks on Social Media” from the Mashable blog– all great information that I want, but I just don’t want it right now (and especially don’t want it taking up prime real estate in my tiny office).

Information is a Flow

Of course when I do need it, realistically, the last thing I will do is paw through that stack to find the most appropriate articles. Even putting them in topical files (like in the old days) seems like dooming them to the dark corners of my filing cabinet – and so many of them would have multiple filing locations, so I would have to go through many files anyways. Enough to put me off of that.

There is a limit, and a kind of perverse unintended consequence in this type of system in that the larger the pile grows the more good information that is there, true, but the more time it would take to go through it and therefore lessening the likelihood that I will spend the time to “query” the pile for information. Plus, let’s be super realistic, in the face of that I would probably just Google anyways. Information is now a flow and not a stock.

The Search Revolution

However, Google has its limits too. Some work has been done to filter out good stuff, say, from the 8.7 million results that you get when you put “informal learning” into Google. We are now using our Friends as filters, whether real friends or the mavens  in the topics we care about. To use this new Search system cleverly we just need to  know who knows what and who is doing what. So I follow the leaders, and they throw up good tidbits of information that are useful and interesting, but again too much and often not what I need at the moment when I find it.

So I do need some type of personal knowledge management system that I can query, that is between “I’m Feeling Lucky” of Google, and my former OCD response of printing and carefully “filing” by placing on top of the stack of reading under the table in my office.

Personal Knowledge Management System – Building for Scale

Please do not do the math (as in how long would it have taken me to just read that stack), I just spent some hours (still in the single digits) putting every single still-interesting article in my stack into Evernote (as in “Remember Everything”).

I will admit that this whole process of converting paper to online links took me longer than needed as I first linked the sources through my Delicious account (thinking it would be great to share this good work with others – still a good attitude I think). Only to be informed by my husband, a tech news devotee and generally up on all this stuff, that the talk on the street is that Yahoo (owner) will soon close Delicious. So, I went to Evernote. After I got the hang of it, it was pretty easy to just open the Delicious links in new tabs and copy the content of the article with the URL into Evernote, adding a tag called “Articles”. Although it took time, the system now is built to scale  -as in, it can get as big as needed and is still as useful as it would be if it was a small resource – unlike that pile of papers, which can only get as big as the table top, or the ceiling if I wanted to live like that. It’s useful because it is searchable by content, not just tags (like Delicious) or titles (like in a paper file I would skim).

Filtered Resources On Demand

It is also more useful as the content of the articles will be stored locally in Evernote on my devices (laptop, iPad) as well as on the cloud, so I can read them on the plane (yes, I could also read paper, but I would have to carry that around, and still have to do something with it afterwards to be able to refer to it later – choke up my GTD files, or back to fire hazard under table).

Now I can recycle those papers, and still query them electronically by any word I want through my Evernote interface. And I can add more as interesting things come in from the people who know. This is just one part of a greater Personal Knowledge Management system, as there are lots of other go-to places for knowledge. However, I am feeling good now about managing those articles and other resources that really stand out. And I rest easier knowing that this was an initial set up investment of time, and that upkeep will be faster.

Did you hear that? That was the sound of an enormous pile of reading hitting the recycling bin!

/10 Comments/by
, , , ,

The Connected Facilitator: What’s in the Online Toolbox?

Full disclosure: I ran a workshop at the  International Association of Facilitators Europe Conference a little while ago on Facilitation and Web-based Tools. It went well, and the participating facilitators were enthusiastic users and happy to share. We did a quick mass collection of what and how people were using different tools – I diligently took down the flipcharts and promised to send out the results.

Well, in an office clean today I found those flipcharts, buried in a stack of papers. Hmmm, to keep my promise, I thought I would share the results. If any of you who attended read this post – I will apologize profusely and sincerely hope that “Better Late Than Never” is actually true. A sheep seemed to be the best picture I could use for this blog post.

So here they are, a list of tools that this group of facilitators reported using (I have checked, added some notes, and updated them where necessary). Some of these are obvious and some a little less so, in any case it is an interesting snapshot of what web-based tools are in a facilitator’s online toolkit:

YouTube

  • Creating and posting video clips to be played in face-to-face events or a WebEx event when participants/speakers cannot attend live, or to save costs or carbon, or just for additional time-restricted content (e.g. you need an on target 5 min clip and not a speaker who will go over by 10 min);
  • Using video clips as an information and learning source for facilitation (“Facilitation” has 2,970 YouTube video clips available today);
  • Uploading videos of you in action for promotion of your facilitation work (and to answer the “What is Faciliation?” question as you would answer it);
  • Uploading videos of your work for funders as a part of evaluation or reporting process;
  • Uploading video for participants of projects and events in addition to or replacement of a written document (as in a final “video report”).

Blogs (e.g. WordPress or Blogger)

  • Sharing written blog updates relating to facilitation work and linking them to your company or institutional website as information about your work;
  • Blogging for knowledge sharing on facilitation;
  • Setting up a new blog to support a particular training or facilitated event (I also like http://www.posterous.com/ for this, as it is very easy to use it in sessions to share group work and keep real time track of products created, mainly because posting is done by email);
  • Creating an internal blog for a group of facilitators- for in-team learning, requests for help and challenging management decisions (sic);
  • As a place to connect to and share web-based facilitation resources (e.g. you could set up a blog to aggregate other blogs and online resources on facilitation, or you could simply connect up to relevant blogs through a dashboard, a reader, or using something like Delicious (one of a number of social bookmarking sites – Note: Delicious is owned by Yahoo and might be closing, so do some research if you want a good social bookmarking site – I personally just switched my Delicious links to Evernote). 

Ning

  • Setting up one to support specific training or facilitated events, for posting updates for a distributed community during an event, and community development more generally before and after a facilitated event;
  • A place to facilitate or join topical discussions related to any theme (there are 65 nings that are tagged with Facilitation);
  • As a support platform for building new organizations or networks (Note: This used to be free, and is now a pay platform).

Wikis

  • Creating an internal wiki in an organization to collect and record learning (such as pbworks);
  • Using other wikis as an information source and for sharing on things like games – such as the gaming wiki  WoWWiki to understand everything from “chat” to “bloodcurse” about how the game works (you might wonder about using World of Warcraft for learning – try a 30-day trial and see what you think – I enjoyed exploring it for examples of negotiation, teamwork, collaboration etc.) (Anyways, another facilitator put this down as being useful for him, so you don’t have to take my word for it 🙂

LinkedIn

  • Useful for promotion and business for facilitators (I have now had a number of requests come through LinkedIn and not email initially);
  • Helping to manage professional links – especially people who work with many different teams and organizations;
  • There are many functions for networking (e.g. slideshare, events, etc.);
  • As a place to tap into ongoing discussions through LinkedIn Groups – today in the Groups Directory there are 219 Groups that deal somehow with Facilitation and 8,280 with Learning. 

Twitter and Twitter-like tools

  • Can be used to generate energy around a project (keep people posted, update on activities, achievements, learning etc.);
  • A place to talk facilitation business with other facilitators (“Follow” other Facilitators – and see who they are following to find others);
  • To identify communities through hashtags (such as #Facilitation, #AppreciativeInquiry and #Learning and anything else you care to find);
  • Useful as a way to gather customer appreciation (what are people tweeting about your facilitation work?)
  • Using Yammer  (a private Twitter-like tool) internally in an organization to keep track of people and their work, ideas, etc.;
  • Using Backnoise in events for more audience participation.

Facebook

  • Maintaining “social” work contacts;
  • Using the Events (+CreateAnEvent) function for announcements and promotion of your facilitation work;
  • Starting a business page for your facilitation work (to inter alia “Invite your friends”, “Tell your fans”, “Post status updates” etc.)

Second Life (This dates us a little)

  • Useful for dialogue and storytelling practice;
  • Keeping in touch with the virtual world technologies;
  • Useful as an alternative to conference calls, to make them more interactive.

Others

  • http://www.doodle.com/ for meeting time planning and invitations (MeetingWizard is another);
  • Basecamp for project management and as a collaborative tool for teams of facilitators or facilitators and their partners;
  • Personal Brain (http://www.thebrain.com/) – Useful to develop self-managed learning applications or even as support for group mind mapping, brainstorming, and more;
  • WebEx and DimDim– video conferencing for facilitation and training;
  • Campaign monitor – for email marketing campaigns;
  • Zoomerang and Surveymonkey – free places to create and run surveys and questionnaires – useful for both demand articulation/needs assessment as well as post-workshop evaluation/feedback.
  • To this list I would add Evernote to keep track of the photos of flipcharts that I take, and I attach any other job aids I produce, I also have an image of all the visual facilitation icones that are standards that I might want to include on a flipchart, this is in addition to all my online links which have become a valuable on-demand resource for me (as mentioned above)

I think this list is interesting as a snapshot of what and how Facilitators are using web-based tools in their facilitation work, as well as a way to acknowledge that we all are using new media today in so many different ways. (Please feel free to add to the above!) I’ll bet you are using something in each category above – before you read through this list did you realise how many online instruments were on your facilitator’s dashboard?

Oh, and next time I hold a workshop at an IAF conference, I won’t wait so long to report back (she said sheepishly).

/3 Comments/by
, ,

Good Learning Design Discussions: Where to Start?

Sometimes as a learning practitioner you are working with a third party process holder, and not (at least not in the most initial stages) with the learners themselves.

For example, you might be designing a lessons learned workshop to collect experience that informs planning for a large conference, you might be designing a capacity development programme for farmers around rainwater harvesting, you might be helping high-level decision-makers develop better policy frameworks for climate change adaptation, you might be helping a whole staff strengthen their facilitation skills, etc.

How do you structure a discussion that gets you the design of a learning programme, process or event? Where do you start?

Of course, there are plenty of ways to go about this. Here are a set of questions that I often use to inform an initial design that I might offer, providing the basis on which the design conversation continues:

Question: What change do you want to see after your programme/process/event?

This is a great question as it gets to the purpose of the event, it helps the process holder be clear about the outcome they want, and lets you, the designer, gently probe some of their assumptions about what and how things change in their context. It also signals that learning, in this case, is not an end in itself. A next question might be:

Question: Who needs to make these changes so that the practice or context changes in the desired direction?

This question explores the learner group – to see if it includes all the people that are needed to make the change.  It might also open up some discussion of segmentation, perhaps the programme needs to have different components for different groups – for practice, policy, support etc. If you want to probe the audience question a little further in terms of readiness, and to get some good material for the rationale for the learning initiative, you could ask:

Question: If I would ask some members of this group if they needed or wanted to make this change, what would they say? (and why?)

Further questioning might give you some information on what this group needs to learn, according to the process holder (this can be tested through some useful demand articulation with the learner group later – but not too late!) The following question also expands the notion that learning is just about information (knowledge acquisition), towards the behaviour change aspect (e.g. practicing using knowledge and know-how):

Question: What kind of information, tools, practice does this group need in order to make this change?

You could explore learning preferences and good practice further by asking for some stories of successful past behaviour change and learning:

Question: When this group has changed its behaviour in the past and learned something new, how did that work? What conditions were present?  How long did it take? What helped make it stick?

You could find out what kind of methodologies for learning are preferred- no doubt they will be mixed and individualised – but there might be some interesting patterns in the answer to this question:

Question: How do group members like to learn, and in what format do they like to engage in learning?

Through the above question you can explore how the group might react to innovation or new methodologies and techniques. This might also give you some idea about how “safe” the environment is for learning.

These are just a few starters of the many questions that can help guide an initial learning design discussion – what other questions might you add? Where would you start?

/5 Comments/by
, ,

So You’ve Been Asked to Give an Ignite or Pecha Kucha? Scott Berkun on “Why and How to Give an Ignite Talk”


As we frequently use Pecha Kucha’s and other presentation techniques, I thought I would share this great video of Scott Berkun giving an Ignite (5 min presentation – 20 slides autotimed at 15 seconds each), on the topic “How to Give an Ignite”. His lessons are terrific and his engaging modelling of the technique itself in giving the tips just makes it even better.

I found this video through Anecdote‘s blog which featured a post today (or yesterday or tomorrow – I am never sure which since they are based in Australia) titled Scott Berkun encourages storytelling. Have a look at this interesting musing on the storytelling aspects of Scott’s presentation.

We have written a few blog posts with tips from our own learning too: Taking the Long Elevator: 13 Tips for Good Pecha Kuchas and The End of Boring: Borrowing, Adapting, Mashing for Facilitators. The video is highly recommended for anyone giving a Pecha Kucha or Ignite presentation, and the basic messages are transferable to anyone looking for punch in broader speaking and presentation contexts.

/0 Comments/by
, , , , ,

In the Absence of Metaphor: Games and New Groups

As Facilitators and Trainers working with new groups and organizations, we occasionally get strong reactions to descriptors like “interactive”, “games-based”, “experiential” when explaining our work. When you dig a bit deeper into those responses, you hear stories of team-building sessions gone awry, icebreakers that were too “silly”, or activity choices that were “pointless”, in someone’s estimation.

The gap in meaning, I might guess, is due to the absence of metaphor.

Metaphor is the concept of understanding one thing in terms of another – or constructing an analogy between two things, ideas or actions.

Picking the right team building game for example, is not just a question of what the facilitator likes or feels competent delivering; it is selecting a game that provides a platform to explore some of the key issues that the team has, and creating a metaphor in a game that lets team members identify them, work through them, test options, discuss them based on the behaviour in the game, and then draw lessons or ideas that can be useful in their daily work. 

Even a quick activity, like an icebreaker or introductions, can be linked to a useful metaphor too. For example, I recently used Thiagi’s Hello game to both have people collect information about their experience, expectations, etc., which was good insight in itself, and then in the debriefing asked the group to think about how the exercise might be a metaphor for their work. This game features a number of small groups concurrently collecting information from the whole group in very short segments for planning, collecting, analysing, and reporting of around 3 minutes each! This particular group had some issues that team members wanted to explore about dealing with time pressure, with cooperation and information sharing, and this game was perfect for both introductions and to begin to lightly focus and reflect on these things, even in the first 15 minutes of the day.

Think about where you can find or create metaphor in  facilitation and training work. Any extra design element, no matter how small, that makes the link between the activity or game and the work that people are doing (or hoping to do better) can deepen the connection and the learning. And of course, it is important to bring attention to the metaphor, through debriefing, questioning, noticing. Your role as a facilitator is to help people see and make those connections. When done with skill, this helps makes both the meaning of the activity as well as your choice in introducing it much more obvious to participants. Finally, it optimises the time and refreshingly gives people permission to play again (“serious play” of course).

Some groups might need some extra work to help regain credibility for experiential learning. By strengthening the metaphor and meaning of games and activities, you are both investing in a group’s future success learning together through interactive techniques, and also hopefully softening resistance, making your life easier on the day and afterwards.

/0 Comments/by
, ,

Bringing Behaviour into 360-degree Performance Conversations

As learning practitioners, we are always interested in reflecting and learning for improved performance. Here’s a little summary of some recent research in performance development trends.

Approaches to performance development in organizations are shifting significantly. A clear trend is emerging, moving from ‘evaluation’ or ‘assessment’ – which has historically focused greatly on the achievement (or not) of quantifiable goals and contribution to the organizations strategic objectives – towards performance ‘conversations’ – which explore also the behaviours that account for specific business outcomes: the ‘how’ in achieving and contributing. Exploring this ‘how’ requires paying greater attention to professional ethics and inter-professional relationships. Hand-in-hand with this behavioural element of performance conversations is the trend towards a more ‘positive psychology’ – and a more ‘appreciative inquiry’ – cognizant that performance conversations have great potential to incentivize and result in improved performance when designed and managed with a future-orientation, implying future success when positive traits are cultivated, key strengths encouraged and individuals’ motivational needs addressed.

Well aligned with these trends is the emerging and growing use of 360 degree performance conversations which are proving a powerful performance development approach. As conversations related to behaviours are subjective and difficult to quantify, these benefit from a 360 degree approach allowing much greater differentiation than any ‘assessment’ by one person alone. The 360 degree approach allows each member of the team to understand how his/her effectiveness is viewed by a wider variety of others (colleagues and potentially also customers) based on the behaviours they may variously see, generating a more accurate, balanced conversation. In the process, team members become more accountable to each other – an accountability intrinsic to the success of teams with interconnected, interdependent members – as they share the knowledge that they provide input and have the opportunity for positive influence on each member’s performance. Another great advantage to the 360 degree approach is encouraged communication, exchange of information and learning.

If you’d like to read more, try the following:

1. “360 Degree Feedback: The Good, the Bad, and the Ugly” by Susan M.
Heathfield, 2010.

2. “Positive Words for Key Strength Performance Reviews” by Erick
Kristian, 25 July 2010.

3. “Can a positive approach to performance evaluation help accomplish
your goals?” by Karen S. Cravens, Elizabeth Goad Oliver, Jeanine S.
Stewart, in Harvard Business Review, 15 May 2010.

4. “Embedding sustainability/ethics into performance reviews” by
Miriam and Marc, Harvard Business Review blog, May 24, 2010

5. “360 Degree Feedback” by Alan Chapman, http://www.businessballs.com/ , 2009.

6. “Performance Conversation Tips: Effective Performance Coaching” by
Joni Rose, 30 April 2006.

7. “Motivating Positive Performance; Understanding Motivational Needs”
by Joni Rose, 15 April 2006.

8. “Appreciate Performance Communication Process – a Manual” by Unity,
2006, in the Appreciative Inquiry Commons.

/0 Comments/by

Thought for the Day: On Balance and Learning

Two things I heard today just converged for me. The first one was a report from a meeting where a senior government official, considering a learning proposal, exclaimed:

“More results, less process!”

The other is a quote sent to me by a wise colleague from the Balaton Group, a cherished network, which is simply attributed as being a Japanese Proverb:

“Vision without action is just a dream, but action without vision is a nightmare.”

As learning practitioners, I guess our challenge is to find this delicate balance.

/1 Comment/by

Half! A Simple Way to Make Life Better

My good friend Alan AtKisson, sustainability author, speaker and ideas engineer extraordinaire has written with his partner Kristina AtKisson this lovely little book called Half! A Simple Way to Make Life Better. You can “watch” the book on YouTube as Alan reads through it with you. It’s hand-drawn immediacy and the easy pacing make it light and yet thoughtful as you imagine all the ways you can half-size your life and double your benefits.

The website associated can be found at: http://www.choosehalf.net/ .

/0 Comments/by
,

“Conference Organizers Providing Everything” ? Packing List for Team Facilitation: Just in Case…

 

 

Next week, I’m coordinating a Facilitation team working at a 2-day conference of some 400 people. We are 5 Facilitators working for the event, sometimes together in a large plenary hall, and at times in parallel in breakout rooms spread over the vast conference venue.

The organizers will provide all the materials we need for the conference work planned, and in my experience there are still some things that you want to have for yourself, in your back pocket, just in case…

This is the message I sent out today to the team, coming in from Switzerland, the UK and the USA, about this:

Dear all,

I’m packing for the Conference today and am bringing the following for myself (the organizers will be providing overall conference materials for participants), you might want also to consider this:

  • Markers (small set for myself in different colours – that work – including extra thick for making templates);Pack of office materials: scissors, tape, white out (for covering up mistakes on charts), stapler, paper clips (for loose things people give you – when you need them, you really need them);
  • Pack of facilitation materials: ball, deck of cards, bell, set of sticky dots – you probably have favorite materials you might draw on in case of a last minute/impromptu exercises, prioritisation, group dividing, calling time etc. and to liven things up/personalize activities to your style;
  • Water bottle (in case we work through breaks);
  • Business cards (who knows?)
  • (Also don’t forget your chargers – phone etc, and converters for UK/USA/Swiss gadgets. I am bringing my IPAD and Iphone – we will share numbers/skype contacts in another message for those who have phones that will work there (e.g. for texting or skype chat).

You of course are welcome to borrow any of my materials (if you can find me!) This is a big venue and we will be working individually for some sessions. I have asked the organizers already if we have wifi in the venue and will let you know. If you can think of anything else to add to this list, please share it with the rest of us!

I am sure there will be a big box of materials waiting for us when we arrive. And it is still comforting to know that the basics will be in your own bag in case you need them (or need to share them), or if a few of you need to work in parallel with the one pair of scissors in the box provided. Plus, you never know until you get there what will actually be in that box that the organizers are providing…

/3 Comments/by
, , ,

More Efficiencies For Techie Facilitators and Trainers: Evernote and Irisnotes

When I am preparing a workshop, in the day(s) before, I go carefully through the Facilitator’s Agenda (which has more process detail than the Participant’s Agenda) and make detailed notes for myself. For each numbered session (without session numbers the workshop blocks are impossible to keep track of), I write down: 1) what needs to be done for preparation; 2) what materials I need, and 3)  an outline of my “script” – what I am saying to the participants to brief, run and debrief each session.

(A “session” for me, is a thematic block, normally an hour or two in length – the time it takes to introduce something, work through it, and come up with an intended output.)

I normally go one step further with this session preparation, and prepare any Job Aids, handouts, or design the flipcharts that I need to make on site to use in each session (for briefing, debriefing, a group work template, whatever.)

I do this because I need to have thought through as much as possible BEFORE I get into the workshop room, because once I am there anything can happen.

When I’m preparing my flipcharts or whatever needs to be done on the spot in the precious moments just prior to the workshop’s start each day, I really cannot be thinking deeply about what I am doing (as strange as that sounds). I can’t be designing things, wordsmithing, or wondering about the best way to phrase a group work question, as I can be interrupted at any moment, repeatedly, by practically anyone for practically anything – calls for directions to the venue, catering staff with questions, lost luggage, changing name tags, taking feedback, new ideas and opinions, greetings and more greetings – and you want to be available for all of these very important pre-meeting tasks.

Of course, I could write up my flipcharts in my home office before I go, I do have my own dangerous flipchart (see: Reframing Falling Flipcharts – hmm, there seems to be a recurring theme here.) But then you might have a last minute change, they might get mangled, you might forget them at home or on the bus. So I usually write up the flipcharts as a draft on cards and then recreate them on site using those as a guide.

This is all well and good, but what happens to those cards? If I keep them, they sit in my files, they get misplaced or out of sequence; rarely do I go digging into my files to find and reuse them. What if I could draw each flipchart model once quickly by hand, use it as a model to prepare the real thing in the room, and at the same time keep it electronically? Wouldn’t that save me time and from recreating the wheel?

I do now take photos with my iPhone of all my “best” or most useful flipcharts after the workshop and save them in Evernote where I can search for and find them again. I have been doing this for about a year now, and have some 500+ notes which are entirely workshop templates, flipcharts, activities, game descriptions, systems diagrams, good results of group work etc. Why I like Evernote is that its text recognition feature lets me go into my Evernote database and search for a word that is embedded in an image (rather than for a tag or a title). I take so many photos after a workshop that I don’t always have time to tag them, and the tags are rather generic anyways, so I can simply search for a word written in the photo of the flipchart and find the image.

I am interested in the possibility now, with my new Irisnotes (a digital pen) (thanks to my friend Lorenzo for this Christmas gift and tutorial!), to actually write up my flipchart “draft” in advance and keep it electronically for use again. I drew the above image with my Irisnotes pen on an A4 paper in 1 minute and when I connected to my PC simply saved it as a jpeg and then uploaded it to this blog, and also saved it on my PC.

This can also be helpful for collaboration. With Irisnotes I can also send the flipchart picture I have just hand drawn as an email. For example, if I was working with Lizzie as my co-facilitator, I could send her all the flipchart drafts in advance for her comments before we get to our venue,without having to type them all up and nicely format them (not one of my strengths).  We could even co-develop them in real time through a process that I used today for another discussion.

This was for a client telephone call focused on agenda development for an upcoming facilitated event. For this call I used Irisnotes while connected to my PC (by a small USB cable), which meant I could see my writing on the screen as I wrote my notes. As I was on a Skype call, I shared my screen  (cool new Skype feature), as we discussed a draft agenda and a set of group exercises (make sure you don’t have other files open or Hello Kitty “wallpaper” that you don’t want shared as well).

While we were talking, I drew examples of the group work matrices that I was proposing for the meeting in real time. I also captured the steps that we would take as we worked through the flipchart template I was proposing. Because he could see me drawing as I spoke, he could easily follow the logic, question it, help me improve it so the final drawing was more or less agreed. At the end of the conversation I immediately emailed him the file. And with Irisnotes, I could either send the file in my handwriting or convert it to text (accurate, if you write in straight lines, but still expect some minutes of work tidying things up. Lined paper to start with would help this.) Because I was drawing matrices I just sent him the file in handwriting as an aide memoire of our discussion, which I then typed up into a more formal proposal later.

Stick all that into Evernote, so I could find the above notes by searching for “Introductions” or “Group work templates” for example, and the next time I wanted an example or exercise for a workshop, I could find my flipcharts already “made”. With the help of some handy technology, I can make my preparation time more efficient, and be prepared for even more of anything.

/4 Comments/by
, , , ,

Creating Temporary Learnscapes: Can Visual Interest Help Us Learn?

I think all of us would instinctively answer this question with a “Yes”, but how often do we actually take steps to create an interesting visual “learnscape” around us, particularly in our temporary learning venues.

At least 99% of the time, the spaces that we use for our workshops, whether for strategic planning, team development, training or other, are square rooms with white or beige walls. All the chairs are the same. The tables might be rectangular, square or round, and probably all the same. The windows are uniform, the walls are blank. The latter is often a good thing, particularly if you want to hang up flipcharts and the products of your work. At the end of the workshop the walls may be covered and the “journey” of the workshop evident for all to see.

But what about the first morning, when people first walk in? What do they see and how does it set them up for the exciting, creative and productive experience that you will help them co-create with your terrific interactive agenda and fast paced repartee?

It is interesting to notice when workshop or conference organizers do take the external environment and the challenge to create visual interest into consideration. I think that conference organizers perhaps try a little harder as they assume that the participant experience is more passive, so they add a plant or a sofa. Actually, TED Conferences are really brilliant at this, the stages that you see in the videos, or as a participant from the floor are intricate, rich and interesting.  Watch a minute of this Tim Jackson TED video for an example of the eclectic mix of background articles they use. Or take a look at the photo I took of a panel discussion at the TEDGlobal Conference I attended last summer. The TEDXChange Geneva event that Lizzie organized also featured a whole task list on procuring props for the stage, shipped in from Zurich, to make the background for the speakers and the conversations look interesting, including a vintage coke machine, a wagon wheel and more (see photo here), which all tied in some way with the talks being given.

When you can’t truck in props, you can still create visual interest in other ways. The recent Membership Meeting of a standard setting textile product group that I facilitated featured a sample from their first harvest on each table – there to admire, feel and connect people with their process. In the room as people entered were also maps of their strategic regions, with photos of the value chain stakeholders, and posters created to show the value chain. We used these for one of the first exercises, and put them up before we started for the visuals and to get people in the theme of the meeting from the onset.

It you want to leave the walls free, what about the ceiling? I was mesmerised by the big room at the Hub in Brussels, where we had a recent LEAD Europe (Leadership for Environment and Development) training course gathering, where a local artist had hung a cardboard sculpture. How visually stimulating it would be to have a workshop in that space! I remember during past IUCN Commission on Education and Communication workshops, there would be bouquets of fresh flowers, and bowl of bright fruit and chocolate on all the tables. I remember a facilitator from Disney telling me that at some of their planning workshops, each participant would have their own placemat and setting with drawing paper, coloured markers, playdough, lego or other small items to “play with” while the meeting was going on. What can you bring in that will be different and interesting to look at/interact with during your learning exercise?

Creating stimulating visual environments for learning, even in our temporary workshops spaces, can enhance creativity and spark ideas and engagement. It can signal that something different is coming, something that will connect people will both their left and right brains. You can do this by moving people around, by using different rooms, by going inside and outside, and also by looking differently at your main workshop room and setting and thinking more about how you can make it visually stimulating. Even you are a canvas – people will look at you, the facilitator, trainer or organizer for HOURS, what colours are you wearing???

/0 Comments/by
,

Mirror Mirror: End of Year Reflection Perfect Opportunity for Individual (or Better Yet Peer) Learning

It’s the end of another year, and whether a leg cast, or just office closings give you some extra time to think, it is undeniably a great opportunity to go back over your year and see what worked in 2010, and what you would like to do more of, or differently, in 2011. When are you having that conversation with yourself?

The last 2 years have seen major changes for many knowledge workers in terms of work mode and even flow in some cases. Knock-on effects from financial contractions in most organizations have brought changes in staff composition, mandates, activity budgets, work modalities (from decentralisation of team members to outsourcing workstreams entirely), and more. With all of this movement and activity, now in its second year, how is it going? And what are we learning?

I can explore that question for myself, as I sit in my office with my coffee.  I have also been interested in a different, more collective, approach that some other professionals are taking to answer that question for themselves.

I recently received an email invitation from another working facilitator/trainer in my area asking me to have a coffee and discussion with her around some informal research she is doing to better understand organizational motivations in this new financial climate. She sent me a nice, short email giving me some information about her work, what she was learning about her offer (which has some similarities to mine) and her hypothesis about what is changing in organizations around learning and training (and what that means for her offer). She set up an interesting debate!

She asked if I would be happy to explore this with her, and then told me why she wanted to speak to me about that (she knew or renewed her understanding of my background and personalised her request.) Finally she said she would write up her findings from this series of interviews and share it with everyone who contributed.

This collaborative approach to reflection and learning appeals to me, and I also think it is very clever, for a number of reasons. First, just in her email she told me more about what she is doing and wants to do. I do know this fellow facilitator, but it has been quite a while since I have spoken to her substantively about her work, and I wouldn’t have known that she is shifting her focus, expanding her offer, and how she wants to engage with organizations. And now I do. She also gave me all of her new contact information in this message. As an independent worker, I frequently have requests that I cannot fill (for content or availability reasons); she is much more on my radar screen now, even if I don’t or am not able meet her (although I probably will because I enjoy her company and also for the next few reasons). After the meeting, this will be even more true, for both of us actually.

Second, her line of questioning and framing intrigued me. These are also questions that I have. I may or many not entirely agree with her hypothesis, and by giving me questions she wants to explore, rather than just topic headings to discuss, she is already getting me thinking, and more eager to engage in this discussion with her. By using this approach I see that we will be doing some peer learning here, not just a straight brain picking, as she shares her own ideas about what is happening in the kinds of organizations with which we are working. Again interesting for independent workers who don’t always have the opportunity to do this.

Finally, she intends to give something synthetic back, to report on her learning across these conversations, and to help me answer some of my shared questions through her informal research. I might even be able to blog about it, so multiple benefits (sharing it with all of you!) Of course, she will really have to do this final step of the process as promised, and I assume that she will and look forward to her results (especially if I have been able to contribute to them too). Overall it sounds like a useful learning project that I would like to do, but probably won’t, and I am happy that she will do it and share her findings.

I hear from a number of independent workers that their traditional stomping grounds are shifting with the changing times, with new financial parameters in institutions, with new technology sources of information and expertise (and marketing), with new types of constellations of internal and external workers. It is an interesting time to reflect on what you are doing, how you are doing it, and how it is working. And either you can do that yourself or you can find a way to do that with others. Either way, ……. (add in tag line from international sports shoe company here – sorry, couldn’t resist.)  Happy Learning!

/0 Comments/by
,

The Big Slow Down: Facilitation Design Considerations When Partially Abled

Last week in an insanely busy airport of holiday travellers, an extremely tight connection found me jumping up and down, wildly waving at the large window beside the closed gate trying to get the pilots’ attention – I could see them in the cockpit fiddling with their papers, the plane on the tarmac, the gate still connected, so I thought no hurt in trying.

I was getting nowhere when a passing security guard with some holiday spirit took pity on me and called down; they miraculously opened the door and I flew down that ramp – focused on that little open plane door at the bottom, the two anxious flight attendants holding it open, and not the big seam in the ramp floor in front of me.  My magnificent trip over that seam produced a lateral movement that only ninjas and some desert snakes can make safely, not being either of those I managed to tear the anterior cruciate ligament in my right knee.

Now in a leg cast for 6 weeks, I can walk but that snake and most people would leave me in the dust. And I am thinking about what I need to do to modify my facilitation work to take into consideration the fact that I am incredibly slow and only partially able. I cannot run up and down steps, or from room to room, in 2-minute intervals.   And I cannot be carrying around 50 kilos of workshop materials, can’t bring that extra flip chart, or move the tables and chairs in the rooms from a U-shape to cabaret style in the 30 minutes before we start (because we asked but for some reason the venue didn’t do it). Even getting back and forth to events must obligatorily be done on public transport or with the private chauffeur, also known as a full-time working husband.

My first event in the New Year is mid-January and we are working on the interactivity and activity design now. We will have around 400 people in Paris at a planning event for an international water forum happening next year. What do I need to do differently now, so that when I get there, cast and all, I will still be able to do a great job? This is a good thought experiment in its own right – this might be a temporary condition for me (hopefully!) but for others it might be status quo, both for facilitators and potentially for some of the participants.

Here is a list of what I think I need to know and do to facilitate with my leg in a cast (and probably should know anyways!):

Transport: Slow and Virtually Hands Free

  • Can I get there by public transport? How long will that take? What changes do I need to make (train to tram to bus)? Where are there steps or lifts or long walks? I am usually in the venue at least 60-90 minutes in advance for set up, can I get there in time? Can the day start a little later, and go later – what is the flexibility with the start and stop time if needed?
  • If I need to be driven, can we park close enough so that I can carry the materials to the venue? Can I offer someone else from the team a lift to help carry?

Venue: Steps and Who Can Help

  • Occasionally I look at the floor plan for the venue if it is large (and available) but normally I don’t. Now I would like to know – how far is the room from the entrance, how far apart are the breakout rooms, how far is coffee and lunch from the workspace?
  • If I am working in a plenary auditorium space, is there a stage area with steps? Can I either start and stop up there, or can I do all the talking from the floor (better)? Is there a wireless mike I can use?
  • I won’t be able to fix or move things myself, or run for more this or that. Who is in charge in the partner organization just in case, do I have her/his mobile phone number? Who is in charge for the venue, do I have that contact information? 

Agenda: A Little More Leisurely Than Usual

  • Is the agenda perhaps a little too tight, are breaks and transitions short? Can the pacing in the design be a little slower and less choppy in terms of rooms changes – more gastropod and less hummingbird? (This reminded me of one of my own blog posts recently about not overdoing interaction: Too Much of a Good Thing.)
  • Where do I need to be when? Can I minimize my own running around by putting other people in charge of certain rooms and spaces? (For the mid-January event, I will be working with 4 other Facilitators, can I assign them the furthest rooms? Are they happy with these extra “fitness” benefits?) 

Workshop Rooms: Where Can I Sit? 

  • How is the room set up? Do I need to reserve a seat in the auditorium for myself at the front by the microphone so I don’t have to walk up and down the steps to speak?
  • In the workshop rooms, can single chairs be put here and there to sit on while I am not facilitating? This is a funny one, I noticed at a recent workshop there were exactly enough chairs for the participants and not one extra, so I spent the whole day standing (until the participants were standing -then I was sitting in their seats!) Make sure to have more than one extra chair around the walls, as late comers (both at the start, but also after each break and lunch) will always take the single chairs in the back/side rather than moving people to sit in the middle.  

Communicate: Tell People

  • I need to tell people, especially the other facilitators asap about the fact that I will be wandering around, slowly, in a full leg cast. They will have good ideas how to be as efficient as possible with a partially able team member.
  • Communicating about how it is going during the event will also help people understand why I might opt out of the group dinner, dragging a leg and cast up and down the steps all day will probably be incredibly tiring.
  •  At the same time I need to be as self-sufficient as possible, believe me I will be wearing something with as many pockets as possible, stuffed with pens, markers, etc. things I normally have to continually walk around to find when I need them!

I’m sure in the end it will be fine. And this situation will give me the opportunity to think even more creatively about many aspects of my event. It will get me to put in the advance preparation time that is needed, the thinking through of choreography, materials, and movement, now even more crucial than ever. And it will certainly give “team” an additional dimension.  It is good to be mindful of these things anyways, and will be a good real life reminder of what it’s like to work with and pay attention to mobility and other very human conditions in a workshop setting.

/8 Comments/by

Happy Holidays from Bright Green Learning!!

We wish everyone a wonderful holiday season!!

I can say “we” officially now, as Lizzie (my co-blogger here since 2006, and former IUCN team member) has joined Bright Green Learning and will start on 1 January. She will bring her innovative learning and facilitation abilities, incredible creativity, and no doubt her “Maximiser” skills to our work. Welcome Lizzie!!!

Happy Holidays and Happy New Year!

/2 Comments/by

Too Much of a Good Thing?

I ran a workshop yesterday – an interactive membership learning exercise for a group of 40 international network members – which gave me a moment to reflect on dynamics and the value of diversity of, well, practically everything.

In my workshops I like to keep things moving, to get people out of their seats to work, use different parts of the room, etc. and when one participant asked me if, for the next exercise, we were going to “stand up again”, it made me smile – had I over done it on the moving around?

Generally, due to an Appreciative Inquiry approach I tend not to look at what not to do, and at the same time this little list seemed useful (and could easily be turned around to a “what to do” list):

  • Don’t sit down too much;
  • Don’t stand up too much;
  • Don’t have too many interactive activities (people like to sit and reflect on their own too, or listen to a presentation from time to time);
  • Don’t write on flipchart templates too much (vary with cards, post-its, handouts, electronic templates);
  • Don’t stay in the same room too long, even if it is an excellent one (use a breakout room, the lobby, or send people outside for a walk);
  • Don’t have people sit in the same seat all day (or look at the same part of the wall) even if it means you might need to rethink about people’s names;
  • Don’t always ring a bell to signal the end of something (change with voice, clap, or other);
  • Don’t use the same colours or always draw very straight lines on your visuals (can you use circles or wavy lines too?);

I could go on – what else would you add when you want to remind yourself to vary things, even when what you are doing seems like a “good thing”?

/2 Comments/by
,

Time to Reflect: Cooking Up Your GTD Weekly Review

As many of my friends and acquaintances know I am a big fan of Getting Things Done (see the blog’s GTD tag on this, and also the tag on Productivity). One of the GTD tenets is the “Weekly Review” and there are some great resources for this – from the GTD Times article The GTD Weekly Review to videos of David Allen on YouTube talking you through it in 2 minutes.

I was always rather apprehensive about starting the Weekly Review because it seemed like a potentially never ending task and completely absorbing. What has helped considerably, psychologically getting over that barrier to starting, is using one of two incredibly simple and rather obvious things – one, an Online Alarm Clock that you can set for 30 minutes (or however long you want to invest) and which goes off sounding like a bullfrog impersonating a police siren.

The other is using the Pomodoro Technique (a simple technique that involves a kitchen timer shaped like a tomato and 25 minutes chunks of your life). This helps you cut up the task into bitesize pieces, gives you a break in between and helps you plan exactly how much time you want to devote. You will get over the loud ticking (or find a cozy home for it under a chair in a far corner of the room).

Now I set my online clock, or wind up my tomato and get reviewing.

/2 Comments/by
,

Gaming an Interview: Using Interviews to Explore Teammember and Teamwork Potential

I just had a suggestion come in to help make job interviews more informative, and therefore increase the potential of finding a match between the candidate, the position, and team within which it sits. How do you learn enough about someone (and help them learn enough about you) to make this important match successful?

Traditional interviews often start with “Tell us a little about yourself” and end with asking the candidate a series of standard questions that have been developed to give some insights on how people will approach the task being advertised. The sampling of information about the interpersonal elements comes during a 30-60 minute timeframe, during which everyone on both sides (supply and demand) are in an entirely artificial and often rather awkward situation. If you wanted more information, and a different kind of information, why not play a game?

What an interesting interview, from the candidate’s perspective, if you were asked to play a problem-solving game with the whole team – it could explore notions of team development, communication, trust, leadership or any other number of important team elements. It could also feature some good debriefing questions (What metaphor does this exercise bring to mind? When have you seen these dynamics/behaviours before? What did you do? etc.) which would help people share a bit more (all around) and with a great deal of nuance about their paradigm of team work and their approach to work more generally.

If you were hiring a trainer or facilitator, you could even ask them to bring in the game and run it for you (we did this at LEAD when we were hiring the next Director of Capacity Development). We actually looked forward to the interviews and could see people in a familiar and comfortable role (than sitting in a chair on the other side of a long table!)

An added benefit for the recruiting team is that it is more fun to play a game than simply sitting in interviews all day and asking the same questions (change the game each time to keep them on their toes), and it provides a team development opportunity that is valuable whatever the outcome of the interview.

Thanks, Andy, for the idea!

/0 Comments/by
,

Meetings Too Long and Too Wordy? Try a Twitter Meeting

I hear over and over again that meetings go way too long (and certainly have been in more than a few of these myself). People are not always to the point (if they get to the point), and the actionable items are often embedded in lots of description and anecdote. Loose narrative is not necessarily a bad thing, and at the same time, when an institution has a meeting culture where everything happens in meetings, it is refreshing when they are planned, concise, decisive, and over.

Would it be possible to practice being concise by having a meeting on Twitter?

Here is how it might happen. You could have the first meeting in the same room, with everyone there with their laptops or smart phones. You would have to get everyone on Twitter (in most institutions, only a minority are – and still people are incredibly curious). Help them sign in, set up and connect. Then do a little practice chatting so people get the mechanics. Then start your meeting – try to conduct at least the first item completely on Twitter.

Imagine a silent room with 10 people in it all staring at their computers or phones – frankly, lots of meetings with one person talking are still like this (except people on their laptops and phones are not paying attention to the speaker – see my blog post on Email During Workshops: Bad Manners or Proof of a New Paradigm). At least this time, the other 9 people are all typing and commenting as the person sends through their very concise report, idea, or question. Every agenda item would have everyone’s multiple inputs – thoughts, comments and questions. Stop at some point and debrief it, how is it going? It is interactive? Are people getting used to saying things that are short and pithy?

The next practice might be the same group in their offices. Set a time for the Twitter meeting and have everyone start engaging on Twitter from wherever they are. Imagine in this format, some of the people might be at home, on the train, or having a coffee at the cafeteria. Again see what that is like in terms of helping people be concise, and in the next face-to-face meeting reflect on that. How easy is it to get to the point? How much preparation does it take to have a short meeting? (I think it always takes more – how many people do not prepare at all for meetings, and do their thinking on their feet? Is this why meetings can take so long?) With the Twitter meeting, how easy is it to interact and engage in the discussion? And what’s it like to have the minutes of the meeting at your fingertips immediately as the meeting is going on?

Full disclosure, I have not yet tried this myself although I love the idea. It sounds like an excellent way to help people notice the value of being concise in meetings and to help them practice that. Even in a formal learning situation it might be an interesting exercise in using social media, reflective practice, summarising, reporting, and two-way communication. If you try this, let me know!

/4 Comments/by
, , , , ,

Swimming in the Sea of Learning Resources

I am currently working with a team focusing on biodiversity conservation and assessment to “makeover” an existing training curriculum into one even more interactive and learner-focused. As a part of this process I offered to put together a selected list of resources, from the raft of those available, that are particularly useful to me in this kind of work.

As trainers, capacity developers, learning practitioners, and facilitators we have before us a veritable sea of interesting tools, techniques, and even toys that have been developed to help make our events successful and enjoyable (yes, we have discovered a learning space where we can have fun and learn at the same time!)

Because this sea is vast, we each have our own parts that we prefer. And our selection of what we bring with us may be different every time – we might dip in and out, or we might dive deep into one area or another. It’s always varied, to keep both us and our co-learners fully immersed and engaged. What follows are some of the places I go to find inspiration (many I have written about on this blog and in these cases I will link up the posts or the tag).

Of course I always approach an event from the point of view of its learning objectives. Once those are clear, how you achieve these is an exercise in building an agenda or process that will, as much as possible, bring people out of their everyday discussions into a vibrant learning zone. Try…

Games
I use “games” frequently in my learning work, whether they are quizzes (see: Want to Learn More: Take this Quiz), experiential learning processes (see: An Appetite for Experiential Learning), or introduction games (see: An Amazing Group of People), or others. I find they help tap into the natural curiosity of learners and participants. I have written quite a bit about using games (see the tag: Games), and I frequently use the Thiagi Gamesite for ideas and for ready to use games, as well as Thiagi’s books, such as this one on interactive lectures, for when you can’t avoid a presentation. I adapt games, create new ones (see: Make a Game Out of Any Workshop Topic: The dryer the better), and get ideas from other trainer’s games. Brian Remer and The Firefly Group have a nice website and Games newsletter called the Firefly News Flash, for example. I also use the games of Dennis Meadows, such as Fishbanks and Strategem in my work, as well as the Systems Thinking Playbook (NB: We are writing a new Systems Thinking Playbook on Climate Change right now that should be published by GTZ in the next months.)

Discussion and Co-creation Techniques
There are so many wonderful tried and tested techniques and processes available now with which people are getting more and more comfortable (facilitators and participants). I’ll list a few of these here along with some of the blog posts we’ve written about our learning using them. What is also intriguing, once you get really familiar with them, is to mash them up! This helps them be even more suited to the particular needs and interests of your group. Among these is Open Space Technology, developed by Harrison Owen which has a whole community (OpenSpaceWorld) of connected users (see: Opening Space for Conversation (and Eating Croissants)). We have enjoyed learning about and using World Cafes (see: Our World Cafe: Kitchen Table Conversations for Change), and this methodology has also gone global with a useful website (TheWorldCafe) full of its own tips and resources. We have built numerous Conversation Cafes – into our sessions (instead of holding them in cafes). These are slightly different than World Cafes – they are hosted and build conversations without people moving tables.

Specialisations to Add
Storytelling
To a good interactive learning base, you can add some special features to your event (warning: with too many it starts to become full sensory overload). The selection also depends of course on your goals and objectives. What about Storytelling (see: My Point? To Be a “Story” there Must be a Point)- story circles, featuring cases as stories, etc. Anecdote from Australia has a wonderful website showing how you can “put stories to work” and a good newsletter by the same name. Check out their learning White Papers for interesting applications and how to’s. We also have a tag on Storytelling on this blog.

Improv Comedy and Theatre
I love the idea of adding Improv comedy or Theatre activities, especially if you are working in leadership, presentation, conflict resolution, teambuilding or just to spice things up and get the group thinking more creatively. I have been to a couple of Improv Theatre application workshops and have experimented with adding this to events (try to go further than role play.) (see: People Buy Adjectives). John Cremer gave an excellent workshop at last year’s European IAF Conference on using Improv and his website gives more ideas about how to use it for creative thinking and presentation skills learning. If participants need to give presentations as a part of their learning event, why not start with a little interesting improv training on this?

Visual Facilitation
There is a great deal of nuance here around graphic facilitation, visualisation, graphic recording etc. which I lump together as “visual facilitation”. The bottom line is that real-time visuals are created to capture the discussion and activity threads of your event. (see: Making Memories: Improving Your Impact Through Visualisation, Slam Poetry and More). We have worked with a Danish-based group called Bigger Picture, who are members of a larger, global Visual Thinking community called VizThink. We have contributed to visual murals at Society for Organizational Learning Conferences, worked with cartoonists at several IUCN events, all with great results, tapping into visual learners, and giving an extra dimension to our work. Visual facilitation works best when time is given in the session to have participants co-creating, developing personalised icons and talking through what is being visualised.

Systems Thinking
This is one of my personal passions – using systems thinking tools for learning. We have experimented a great deal in applying an approach that might initially appear to be too complicated to introduce in a short workshop. It does have a specialised vocabulary, a number of graphic tools and a set of conventions. We have a tag on this blog devoted to using systems thinking (see: Systems Thinking) which features posts on using it for strategic planning (see: Building Capacity in Systems Thinking: Want More Amplification? Don’t Call it Training), and exploring ways to help learners pick it up and use it in experiential ways (see: Working With Systems Archetypes in Learning Contexts). Systems thinker Linda Booth Sweeney has an interesting site devoted to systems thinking learning and storytelling, and has developed a useful systems thinking resources room.

And So Much More
You can actually find inspiration all around you for making your learning events more meaningful, more engaging, more powerful. Look everywhere (see: When I Was a Game.) Why not do your reporting back after group work borrowing from the current trend in micro-lit? (see: Micro-Lit: Too Wordy, Try it Again or the longer Trendspotting: Micro-Lit and Other Applications) or have all your presentations time in at 6 minutes and 40 seconds because they are given as Pecha Kuchas (see: Taking the Long Elevator – 13 Tips for Great Pecha Kuchas). This great technique helps speakers get to the point by putting all of their inputs into 20 slides, auto-timed at 20 seconds each. Presentations in general can have a myriad of formats – even PPT can be replaced by Prezi (see: Preparing a Presentation? Read this Praise for Prezi) or any other number of innovations (see: The End of Boring: Borrowing, Adapting and Mashing for Facilitators).

Send your working groups on a walk, use the cafeteria or hallway for a session, make cool job aids (get inspired for your handouts by David Seah’s Printable CEO series.) Pull one of your main presentations up into a webinar (see: Look Behind You! The Webinar Facilitator’s Non-technical Checklist), or instead of a live speaker, find an excellent TED Talk video which presents the content in an engaging 15 minutes (see: On My Way to TEDGlobal).

Through this process you will “Learn how to speak agenda” and will be able to both design for interest and impact, and also to write up your agenda like it was a menu at a restaurant. Think of yourself as a diner, if you got this menu (agenda), would you want to eat at this restaurant (or attend this workshop?)

And Finally (although I think this beach is endless)…
A recent book by the World Bank called The Black Box of Governmental Learning, which I am reading right now (download it for free from their website), starts with an interesting history citing the progression of learning in this domain  -governmental- although I find it widely applicable from my experience. It talks about the change from expert-driven learning which is lecture-based with limited interactivity, to the newly evolving paradigm of learning with each other. The tools and techniques that I list above can help makeover a learning event from a one-way teaching model, to one where everyone jumps into the topic together.

Such a long list might seem indeed for a trainer or facilitator like jumping in at the deep end yourself, and yet you can wade slowly into this sea of interesting learning tools and techniques, until you find your own favorite place(s). Good luck! Fellow trainers and facilitators, please add your favorites in the Comments section below!

/2 Comments/by
, , , ,

TEDxChange: Lessons from and for The Future We Make

Where do we stand in the work to save and improve lives around the world? What changes have taken place in the last decade? What does the future hold? Listening out for some learning for the future, here are some highlights I took from TEDxGeneva’s TEDxChange event: The Future We Make.

1. Learn to save lives. Learn from a local innovator, a barefoot entrepreneur, a world leading corporate giant. Learn across sectors and scales. Look, listen and learn closely. “Success is relevant because if we analyse it we can learn from it and then we can save lives.” (Melinda Gates)

2. Bye bye linear, hello loops. Take time to understand the system you’re operating in. Create feedback loops to achieve your goals, leveraging energy from throughout the system so it’s not all on you. (Gillian Martin Mehers)

3. Be one step ahead: Diagnosis pays. Never mind the naysayers. Invest in investigation. Don’t stop at symptoms. Diagnose your enemy. Minimize medication (scale up tests and the need for antimalarials drops – see Senegal). Resist fuelling resistance. Eliminate malaria. (Rob Newman).

4. Warmly welcome the wonderful world of statistics. Let data be your guide. And keep it modern, refreshing concepts as you go along. (Can we really still call a country – Singapore – with one of the lowest child mortality rates in the world “developing”?) (Hans Rosling)

5. Bowl in the light. Demand real time data. Turn the lights on. You need to see the skittles and know the score so you can decide on your ball, approach and spin. (And you need to know whether you’re hitting the skittles in your intended lane or next door!) (Melinda Gates)

6. Make a smart entry. You’ll make little progress reducing the strain on natural resources with family planning until you’ve figured out infant mortality. Suss out the system first. Identify the obstacles to change. (Patrick Keenan).

7. Change with children. Children are the Revolutionary Optimists of Calcutta slums. They are the educators and group leaders. “It is our duty – our little brothers and sisters,” they say as they champion and double Polio immunisations, carrying fellow children to clinics. (The Revolutionary Optimists)

8. With women and girls too. Look at Malawi. “Women and girls will lead social transformation.” (Graça Machel)

9. Up the ubiquity. Take a master class from the ubiquitous. Learn to get everywhere from Coca Cola (who serves the equivalent of every man, woman and child on the planet a glass of coke a week) and Thai condoms. (Mechai Viravaidya)

10. Parle local. Be aspirational to beckon new behaviours; avoid avoidance messages. Even if people need something, you still need to make them want it. Take toilets in India, for example, and match them to courtship. Remember, “No loo, no ‘I do’”. (Melinda Gates)

11. Promote promise. Polio. 99% reduction in 20 years. We’ve come so far. How amazing would it be to eradicate this disease?! We can overcome Polio and make it the 2nd disease ever to be wiped off the face of the planet. (ibid)

12. “Aid-u-tain”. Play snakes and ladders (“Auntie takes her pill in the morning when she wakes up. Very good. Up the ladder you go.”) And let the Olympics save some lives (“why just run around?”). (Mechai Viravaidya)

13. Involve everyone. Empower the people – from policeman plod and cabbies to vendors in local corner and coffee shops. “Would you like a condom with your cappuccino?” (ibid)

14. Ever-re-design you. One designer candidly speaks of his purposeful and personal trajectory to maximize impact, ever re-designing his design career. What are you doing to maximize your impact? Reflect on re-designing your career to leverage more change in the system. (Patrick Keenan)

15. Encourage for the cause with networks. Change making needn’t be lonely. From the power of one to the power of many: network your knowledge and scale up confidence, assurance, courage, commitment and even career change. (Cheryl Hicks)

16. Converse. Conversations matter. Talk about action, however small. “We’ve got the future in our hands, lets build it in our minds.” (Bajah and The Dry Eye Crew).

/1 Comment/by
, ,

Working with Systems Archetypes in Learning Contexts

Systems Thinking Learning: Stand Alone or Integrated?

This year I have been working with LEAD Europe (Leadership for Environment and Development) to integrate systems thinking effectively into the leadership curriculum. Last year, I contributed a stand alone module to the LEAD Training (Using Systems Thinking: How to Go from 140 PowerPoint Slides to 2), and think that this year’s more integrated and incremental approach is much more effective, not least because with case-based training you have real content to use as examples and group work.

This year, in the first of the two LEAD Europe week-long training sessions, I introduced the overall concept of systems thinking, and two diagramming tools – Behaviour Over Time Graphs (or Reference Mode Diagrams), and Causal Loop Diagrams (or Feedback Loops). And we used lots of systems games to illustrate the points, I even created a new one called the Flash Mob Game.

The second LEAD Europe session just finished in Brussels earlier this month, and during that week the systems learning focused on Systems Archetypes. This is the first time I have gotten that far with systems thinking learning with a group, usually I only have time to get through the diagramming tools, so it was learning for me too!

10 Systems Archetypes and Where to Learn More

There are some very good resources about systems archetypes. I really like this paper by William Braun titled, The Systems Archetypes,  and the online resource Archetypes: Interaction Structures of the Universe by Gene Bellinger to list two.  These ended up being good references for the work that groups would be doing on this topic.

I could not imagine anything harder to understand and do something with, than me standing up for 1 hours and giving a lecture about the most common systems archetypes. According to Braun and Bellinger they include (sometimes the names differ slightly):

1. Limits to Growth (Limits to Success)
2. Shifting the Burden
3. Drifting or Eroding Goals
4. Success to the Successful
5. Escalation
6. Fixes that Fail
7. Growth and Underinvestment
8. Tragedy of the Commons
9. Accidental Adversaries
10. Attractiveness Principle

These names are intriguing, seem simple enough, although not completely self-explanatory. Still, using an hour of time to go through them, their generic structures, examples, and the insights thay they give sounded too passive and abstract to be useful to the learners.

Using Peer Learning, Even for Complex Issues

Over the time I had worked with this interesting cross-sectoral group of LEAD Associates, I had seen them to be real self-starters, and still maintaining a helpful stance towards one another. We had worked hard to create a collaborative co-learning space in this programme (rather than a competitive environment). So instead of “teaching” on this issue, I decided to support them as they made these archetypes meaningful for themselves. I started by giving a brief high level overview (e.g. what are they and why they can be helpful). To reinforce the message about paradigms, mental models and habits -which may hinder you from seeing the systems around you – I used 3 short systems thinking, experiential learning games (Colour/Flower/Furniture: See post How Deep Are Your Neural Pathways?), Pens, and Arms Crossed (watch Dennis Meadows run this game in the video Change is Difficult.

Then I put people in six randomly assigned (e.g. pick a card) groups, gave them some background resources, a flipchart template to fill in (see above photo), and had them pick a slip of paper with one of 6 of the archetypes written on it out of a hat. The groups were then given 45 minutes to create their own description of the archetype, give some examples of where they have seen these patterns in real life (including the context of the full-day simulation that we would be conducting on Day 4 of the training), give some insights about what one can do when you spot this particular pattern or archetype, and finally draw a Causal Loop Diagram that illustrates the concept. Each group then picked the name of an archetype out of my hat and that was their archetype for this exercise. They went outside and went to work.

What ensued was really peer learning and team learning: They used the handout resources, explored understanding, corrected any language or comprehension mis-matches, and told stories as examples from their own experience as well as from the case study of this module (the EU carbon emission targets) which was also the basis for the simulation.

When they returned to the plenary, they presented their archetypes and then answered questions/comments from the group, their peers.

When we started, no one had any experience with systems archetypes. However, by the end of this session (2.5 hours) they had a very deep understanding of one (and how it worked, and where it could be useful), and a good understanding of the others, as they listened and talked to their different peers presenting the explanations. For them, I am convinced that this was much better than sitting in chairs and listening to me talk and show them slides of 10 of the most common archetypes. In this scenario, they would not have had the practice identifying and using them.

Using Systems Archetypes

When I designed this session – self-taught systems archetypes – I wondered if it would work. I was pleased that it worked so well – the examples were excellent, the whole thing was personalized, and I could simply intervene to add stories or correct things, as needed. I had time to help groups that might have been stuck, and question them in ways that would get them to think about the issues at a different level.

To reinforce this learning later in the week, I offered a prize for anyone who used or referred to a systems archetype within the context of the simulation. Interestingly, I found many examples of how systems and the archetypes were being used. As a reminder of our archetypes, we kept all the flipchart explanations/diagrams in the room for the rest of the week.

I could have made up a job aid that described in that way all the archetypes, and simply presented it. But this way, the self-taught approach – with participants making their own set of personalized “job aids” for future use – turned out to be an extremely effective way to transfer messages and learning about systems archetypes.

/0 Comments/by
, , , ,

TEDx Change Geneva: The Future We Make

I was very honoured tonight to be able to speak after Melinda French Gates, Graca Machel, Hans Rosling, and Mechai Viravaidya at the TEDxChange event, hosted by the Gates Foundation. Well, this is technically true, although I was speaking on the TEDxGeneva local stage, which followed directly after the simulcast of the New York event.

Lizzie, representing tonight the Hub in Geneva, curated the event brilliantly. It started with the simulcast, a break and then four local speakers including Dr Robert Newman, a pediatrician at World Health Organization and Director of the Global Malaria Programme, Cheryl Hicks an independent business advisor in Geneva who spoke about the power of networks using CSR Geneva as an example, Patrick Keenan – one of the co-founders of the Movement, and me. 

I spoke about the power of systems thinking to help social change agents be even more powerful. How can we use the systems around us, close up feedback loops, and get systems to “do our work for us”? During my short talk (10 minutes!) I adapted a demonstration game called Living Loops, from the Systems Thinking Playbook. I used the game to demonstrate the difference between relationships that are linear and take an enormous amount of effort to change, and between systems that have feedback loops that are self-sustaining and can help you reach your goals.

The game helped me tell the story of my brother-in-law, who is working in Mutale in the Northeast of South Africa, and his community’s efforts to start, among other things, a tomato growing business for income generation. When childcare issues threaten to challenge the sufficient engagement of the local labour force to make the business work (many families are run by a single head of household due to absentee parents working in the nearby mines), connecting the profits of the tomato business with creche management and maintenance helps to make this initiative self-sustaining – it satisfies the community’s desire for income and parent’s desire for secure and quality childcare while they work. We played the game demo using a tomato picked from my garden instead of a ball.

After hours of preparation, it’s over now – whew! I enjoyed speaking at the TEDx event, although the quality of all the TEDTalks are so high, that it was extremely nerve wracking to prepare for and then to walk on that stage in front of 100+ people at the University centre in Geneva. We had one of 82 of the parallel TEDxChange events globally, all focused on the 10th anniversary of the Millennium Development Goals and The Future We Make. Big topic, big event, big night – just coming down off of my endorphin rush, and happy I did it!

/4 Comments/by
,

Knowledge at a Distance: Skype Video – It Works!

We were very sad a few weeks ago when Joan Davis, one of our speakers, and a Switzerland-based founding member of the Balaton Group, let us know that she was not able to attend. She was to be an important part of our programme, focusing on organic agriculture, and scheduled for Day 3 of our annual Balaton Group Meeting on “Food Futures”.

We are a group that focuses on sustainability, and very sensitive to travel and carbon emissions, so virtual contributions would be acceptable from a philosophical point of view. However, everything we have tried in the past to have virtual participation at our meetings has not really worked for many reasons. We thought we would try again this time, our of sheer necessity – and as I watch Joan on the big screen through skype video, we can see that it really works!

The quality of the connection, video and sound is excellent. We are just using a regular laptop with an integrated video, connected to a PPT projector, and a speaker connection (used for showing videos). The wifi is strong in this meeting room. So this is a good start – the technical support is great. However this is only part of our expectations.  One of our group’s values is that speakers stay with us throughout the meeting. This means that they get to know the group and can connect with our conversations and help us move ahead in our thinking through their inputs and contribute substantively to generative dialogue. Too often speakers parachute in and give their usual talk and leave, especially easy for a web-based part of a programme, giving the feeling of disconnect and potentially taking a group off in another direction. Here are a few things that we did to get this depth of connection with a virtual speaker:

  • Skype connection previously in the meeting week: Joan has been monitoring the presentations and discussion all week, so she is able to make comments on the previous speakers points in her skype presentations.
  • Know the participants: She knows the participant group and can mention names of participants and their relevent backgrounds, and can mention them as people that the group can speak to for further engagement around some of her points.
  • Support the two-way conversation: As you can see in the photo above, the laptop on the desk of our Chair Kevin Noone is facing the group, so Joan can also see us. Conversely, seeing this small image of ourselves in the upper right hand of the screen helps us be aware of the 2-way nature of this conversation. The Chair is also actively moderating, repeating questions if the microphone doesn’t pick them up, etc.

This was an excellent experience for the group, which has strong traditions and values around speakers contributions and social interaction during their events. However, in a time when travel restrictions (whether self-imposed or infrastructure/nature-imposed) and other things like health and finances increasingly keeping people home, this doesn’t need to impede good quality knowledge exchange and dialogue that creates new ideas, new meaning and new initiatives. We believed this in theory, and now know this from experience.

/0 Comments/by
, ,

Live from the Balaton Group Meeting in Iceland

We started our annual Balaton Group Meeting this morning (held this year in spectacular Selfoss, Iceland). Our topic this year is “Food Futures” and we have already heard several speakers on the topic, including Karan Khosla (Earthsafe in India) who presented a systems model aimed at conceptualising the issues. John Ingram from the Environmental Change Institute (Oxford) shared with us some shocking facts like 15-50% of all food that is grown is lost between the field and the plate. With him we explored the suggestion that alleviating food security by reducing food waste is much cheaper and more environmentally sustainable than just increasing food production. Other Balaton Group Members wondered what reducing waste would do to the GDP (the growth of which might depend somehow on this waste) – an efficiency and resilience discussion will follow in our afternoon Open Space workshops.

We also had 2 brave Pecha Kuchists on the topic: Laszlo Pinter, formerly of International Institute for Sustainable Development and now at Central European University on gathering agri-environmental evidence through an indicator process with OECD. Andrea Bassi from the Millennium Institute was the second, speaking about the agricultural aspects of UNEP’s Green Economy Initiative.

We are currently in discussion and some very interesting ideas have come up, particularly sparked by a presentation about soil by University of Iceland Professor Vala Ragnarsdottir. She noted that currently soil erosion is 100 times faster than soil formation – and suggested that soil is a finite resource.

A systems map showed that the interactions of soil, people and food depend also on oil and mining (phosphorous). When these resources are gone/limited, what can soils deliver themselves and what can they recycle?

This brought up a few observations, such as the notion of “Peak Food”, mentioned by Alan AtKisson, which sent shivers down our spines.

Our Thai Balaton Group member, Professor Chirapol Sintunawa, noted that Iceland is importing topsoil from around the world every day (through importing food from countries such as his). This took us into a discussion of the notion of “embedded soil” (as opposed to, or in addition to, embedded or embodied energy in the lifecycle of goods). Could this be a new part of the accounting methodology that helps people make decisions around use of goods?

Oh, the Balaton Group – an annual opportunity to disrupt our paradigms and challenge our mindsets, and be with old friends who feel the same way.

/2 Comments/by
, ,

Horses for Courses: Facilitating High Stake Workshops

There are so many kinds of workshops/meetings/events, with as many different kinds of objectives and outcomes desired. Each needs a specific structure and build to get successfully from start to finish. For veteran facilitators this might be a statement of the blindingly obvious. However, we do have our favorite sequences. We have tried and tested frames for group work, our signature activities and games, our question stems that we draw on and adapt to many different contexts. We might also do more of one kind of workshop than others – more retreats, or relationship building, or strategic planning, or stakeholder dialogues. These big categories indeed might have archetypal sequences that we can use as building blocks and rely on for winning results.

When the Stakes Are Even Higher

When we get into a new category of work, that is a great opportunity to think again about our favorite workshop outlines. For example, how different might an agenda look if you are consensually negotiating a text that will be binding on those in the room (and many others who may not be)? This is an interesting context as stakes will no doubt be much higher. In this context, participants may be formally representing constituencies (where their re-election depends on successfully serving their interests), others may be spokespeople for higher-level absentee decision makers (who may sign their paychecks). There might also be observers, funders, hosts, and other non-voting participants, who might still have significant impact on the final decision.  There may also be significant power asymmetries, along with the familiar cultural and sectoral diversity and personalities that we see in all of our workshops. Ultimately jobs and much more may be at stake. All together this might make agreeing on a black and white text in a defined period of time an exciting couple of days for a facilitator.

Some of the differences between such an agenda and one devoted to, for instance, strategic planning by project teams, might be how and when you work with the product (text) itself. Some of the things I have noticed revolve around timing and placement of the decision moments in the overall workshop agenda. These might sound simple, and can make a difference for a successful outcome:

  • Watch attendance and travel: If this is a high stakes decision-making meeting encourage people to be there for the duration of the meeting, and if necessary make an agreement that if people choose not to stay it indicates their agreement of the final decisions of the group.
  • Have clarity on decision moments: Make certain participants are clear WHEN the readings will be and decisions taken, so that they can arrange phone checks or access to other decision-makers at critical times. It helps them avoid scheduling other work or calls at those times and also helps them arrange their schedules to be present (mentally and physically) when they need to be.
  • Keep extreme realism in timing: Because timing will be important throughout the event, keeping to time is even more important – make sure this particular agenda is super realistic (as opposed to optimistic), and build in some extra discussion time where possible (can a less important agenda item for the group be pushed into their next meeting?)
  • Make it visual: When it comes to the text itself, make sure that the text is put up on PPT point or visually in the room and not just read out loud to the group. The meaning is much clearer and easier to discuss as a group when people are able to read and mull it over together.  
  • Externalise the decision: Making it visual (rather than oral – as in reading) also externalises the words (e.g. de-personalises the text) so that the group can own it and it is not affiliated with any particular position or the opinion of the reader(s). 
  • Provide something to take away: Have a print out of the final text too, that people can use to check with counterparts who are not present, or can use to read later on their own or in caucuses. Don’t make people write it down for themselves.
  • Build in check-in time: Give people time after the first reading to check with their constituencies if necessary or with their bosses.
  • Sleep on it: Try to get the text work done before the last day, so that people can sleep on it and discuss it informally.
  • Take a second look: Have a second reading of the decision taken on the final day. Make sure this is not in the last few hours of the workshop in case there are still open issues which can be dealt with in time.
  • Don’t push it: Introduce no new issues on the last day of the work together.

There are many other familiar activities that can and will feature along the course of the negotiation. There will be the relationship building, the mapping of opinion, the exchange of perspectives and reality checks. With this kind of high stake workshop, the steps of the negotiation and decision-making process need to be perfectly placed so that this central aspect of the group’s effort doesn’t create a hurdle but a gateway to … (ok, giving up on the horse-racing metaphor here, it’s sounding more like the stable floor than the track – you know what I mean!!) 

/0 Comments/by
, , ,

When I Was a Game

I arrived at the Chicago workshop about 5 minutes late and was horrified to see all the participants in their seats looking at the trainer/facilitator who was in mid-sentence describing the objectives of the day. He didn’t even pause as he said “gruetzi” to me (“hello” in Swiss German), to which I quickly replied “bonjour” (I don’t speak Swiss German), and tried to quietly sneak to the only remaining seat in the room, which of course was at the first table. I grimaced as I walked in front of him to take that seat. He never broke his opening patter, but for that first word of welcome, and didn’t address me directly again as he informed the participants that I didn’t know that I was the first game for the day.

Take out a piece of paper, he said, and write down three things you know about this Mystery Person (the group had already met for several days previously, and I was only joining on the fourth day). Including, he added, how you pronounce her name (I had just written it on a sticky name tag) with a hard “G” or a soft “G”. The winner, he announced, wins a BMW.

People took out paper, and peered quizzically at me. After literally 30 seconds of reflection he asked for everyone to share one of their guesses. I was to answer yes or no as they postulated about me based on the little bit of data that they had collected in that 2 minutes since I walked through the door. What do we know about our Mystery Guest, he asked, and people started…  I disliked being late. I wasn’t good with directions. I spoke another language. I had a job where I worked in front of people. I had travelled by plane to get there. And on and on. It was simply amazing how many things people could discern or infer from so little input in such a short amount of time.

At the end, he asked me to say a few words about myself. At that point, my introduction to the group was alarmingly short as I built on the many uncanny, correct guesses of my fellow participants. At the end, he asked people to  count up their “points” at which moment there was a flurry of quick questions. He said “congratulations!”, without being too concerned about who actually had the most points, and welcomed me as a newcomer into the Thiagi Interactive Techniques Certification Workshop.

* * *

What a wonderful way to be warmly integrated into a formed and familiar group, what an interesting way to involve everyone in this introduction process. What an excellent way to reinforce the fact that your participants know much more than you probably give them credit for (or can figure out for themselves), and that you can cover a lot of ground, hitting multiple objectives (introduce a new person, integrate him/her, play a game with some learning points like these, get people’s attention and wake them up at 08:00 on a Thursday) in only 5 well-used minutes.

This is the work of Thiagi (Sivasailam Thiagarajan), who holds the title of Resident Mad Scientist at the Thiagi Group. With its Indiana USA origins (starting “in a basement” some 30 years ago), this group is building an increasingly global network of games enthusiasts and Thiagi Certified Facilitators (like me!) who use these kinds of interactive techniques as a basis for engaging people in our facilitation and training work. And in that short introduction to our Certification day, Thiagi helped us see that not only are we people who design and run games for learning, we can be games too. There are no boundaries! How different might daily life be, how much more might we notice or learn, how much more fun might we have, if we knew that we could make a game of literally anything?

/2 Comments/by