GM_Workshop_Facilitation_Tools.ppt

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1、ToolsGoFast!GoFast!1Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!GoFast! Workshop Tools Storyboarding Pay-off matrix Dot Voting In-frame/out-of-frame Fishbone Circles of influence Fist to Five/Thumbs up Fifteen Words Five Whys RAMMPO COMMWIP Is/Is Not SIPOC2Workshop_Facilitaton_Tools U

2、pdated April 2006GoFast!GoFast!StoryboardingWhat is it?Storyboarding is a highly visual process of gathering, organizing and evaluating information using cards to record and display ideasWhy use it?Used to select a themeUsed to identify a problemFacilitator takes on a back seat, coaching roleSteps:1

3、. Distribute post-its or cards and markers2. Arrange room with participants facing the wall and able to see each other3. Frame the task4. List ideas and ask each participant to create 3-5 storyboard cards (1 item per card, markers, block print, post-it glue at the top of the sheet)5. Participants po

4、st ideas on cards6. Have the group work as a team to understand each authors thinking and edit and organize the cards in a logical way (clusters can help)7. Discard or add cards as the conversation develops8. Refine and prioritize the ideas as many times as needed9. At the end, distribute the final

5、set of ideas on paperTips:Vary the pace of information collection to “spice up” the data collectionAlternate NGT with candid discussions of the ideas to introduce some variability3Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!Storyboarding ToolMany ManualProcessesToo Little on ComputerB

6、ad SystemsToo Many ApprovalsSlow CultureToo Much Team-workMany Constituencies to SatisfyMany People Need to Know Whats HappeningMany People Need to Know Whats HappeningSlow CultureToo Many PeopleToo Many PeoplePeopleApprovalsSystemsToo Little on ComputerMany ManualProcessesToo Many ApprovalsToo Much

7、 Team-workMany Constituencies to SatisfyBad SystemsTopic: Why is this system bureaucratic?4Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!What is it?Payoff Matrix is a two-by-two table that helps sort and evaluate ideas. Typical dimensions are Payoff vs. Ease of Change; Level of Difficul

8、ty vs. Urgency; Cost vs. Benefit; Customer Impact vs. Organization Impact; Required Resources vs. Time Required to Implement; and Global vs. Local.Why use it?The primary reason to use a payoff matrix is to sort and prioritize actions or ideas. It serves as a discussion format to take a range of idea

9、s and narrow down how best to spend the groups time and energy. The matrix is a visual tool that helps the group to: 1. Determine which ideas have the most benefit or require the most work related to two important dimensions2. Discuss each idea or issue in an organized manner resulting in thoughtful

10、 discussions before beginning to problem solve3. Begin the process of identifying where the team wants to focus their energy by sorting priorities and understanding the thinking behind other peoples ideas4. Uncover support, resistance, and areas of agreement or disagreementPayoff Matrix5Workshop_Fac

11、ilitaton_Tools Updated April 2006GoFast!GoFast!Payoff Matrix, continuedSteps:1. Select the two dimensions that best fit the discussion topic to construct the matrix2. Decide on the words that describe the extremes (high to low, difficult to easy)3. Draw the matrix on a flip chart to facilitate engag

12、ement and discussion4. Draw the matrix so the most desirable box is the upper right hand corner; explain the matrix to the group before beginning to add the post-it notes5. Brainstorm ideas and put each idea on a post-it note as a total group, discuss each post-it note and place into the matrix6. De

13、pending on the situation, this can be solutions to address the specific issue or on bigger topics, aspects of the problem to tackle7. Encourage the group to identify and add any other ideas they come up with during the discussion8. After all post-it notes are on the matrix, discuss and decide which

14、ones to tackle to begin problem solving and action planning9. Address each post-it note with action plans or make a decision not to resolve the itemTips:1. Encourage the group to work on items that fall in the most optimum boxes2. Actively facilitate the process so it doesnt get bogged down in debat

15、e regarding where an idea falls; if there is major disagreement, check to see if the idea can be rewritten more clearly or broken into multiple ideas3. Encourage the group to make a decision about all the items to resolve, eliminate, or defer so that items arent left hanging4. When possible, have th

16、e group stay very actively involved in this sorting process5. If it becomes necessary to stop and problem solve an item during the sorting process, go with the groups energy and return to the matrix if necessary6Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!Payoff Matrix ToolPayoffhighl

17、owhardeasyEase of ChangeNot Worth the EffortJust Do ItHard Work but Worth ItQuick Hits7Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!Dot VotingWhat is it?Dot Voting is a mechanism for polling the group and visually capturing the responses. It helps group members sort priorities from amo

18、ng several ideas or options. Often used with a Gallery of Issues to help select the most important issues for action recommendations.Why use it?Dot voting is used to reduce the number of items to a workable number and to select top choices from a larger list of items, i.e., Gallery of Issues. The vi

19、sual display can help facilitate dialog and increase participation in group decision-making. Steps:1.Give everyone a limited number of colored dot stickers (two to three) can also use marker pens2.Using the posted list of options, instruct everyone to distribute dots among options3.Count dots and id

20、entify which are top priorities according to votes4.Have the group review and discuss the results for agreement on the top priorities5.Reduce the list to items with greatest number of dotsSmall Group Ranking Technique1. Each member selects top five among the posted list of options2. Small groups the

21、n work together to select a single list of top five choices3. Collect, tabulate, and write choices on flip chart4. Narrow choices to top choice8Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!Dot Voting, continuedSteps continued:5-3-1 Dot Ranking1.Distribute one dot sticker of each of thr

22、ee colors to each participant, Red is five points, Yellow is three, Blue is one 2.Post list of options3.Ask participants to place their red sticker on the area they feel most strongly about and the other two in decreasing order of priority4.Tabulate the scoresTips:1.Dont use these as hard and fast v

23、otes, rather to narrow attention and create more focused discussion2.Push back on “why didnt this make your list?” if necessary3.Okay to vote on individual ideas or categories be clear when giving the directions9Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!Dot Voting ToolGallery of Iss

24、uesTopic 1Topic 210Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!In the Frame/Out of the FrameWhat is it?In the Frame/Out of the Frame is used to clarify the scope of the groups initiative. It helps leaders and group members define parameters of what is in- and out-of-bounds for the mee

25、ting or project as well as to sort ideas and identify those that fit within the scope of work. This gives guidance and direction for where the group should spend its time and energy.Why use it?This tool is useful during the scoping phase and at the beginning of the first working session to:1.Enable

26、the leader to define the initiative/project 2.Provide a framework for the group to clarify expectations and boundaries3.Identify and/or clarify parameters of what is in/out-of-bounds related to this session4.Look at aspects and complexities of an issue from different perspectives5.Clarify the team c

27、harter and expectations Steps:1.Draw a large square picture frame on a flip chart (or use tape on a wall) or on a large white board; the frame represents the problem or issue that needs to be resolved2.Explain we need to identify what falls inside the boundaries of the project and what falls outside

28、3.After reviewing the initiative and its objectives with the group, the leader and group members identify what is in-scope and out-of-scope by identifying significant details or aspects of the issue4.Discuss each idea and agree whether it is in- or out-of-scope before placing it inside the frame for

29、 in-scope items, outside-the-frame for out-of-scope items, and on-the-frame for those items which need clarification5.Discuss the on-the-frame items once all the ideas have been reviewed6.If there are any significant issues, details, or aspects that may be different from the discussions between the

30、group leader, resolve them before working on a solution11Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!In the Frame/Out of the Frame, continuedTips:1. Using the aspects of the issue generated, ask the group where each falls; engage in further discussion on on-the-frame items2. Leaders s

31、hould think through possible examples of what is in/out-of-scope ahead of time3. The leader may have to assert his/her view on what is and is not in-the-scope of the initiative; group members may not all be in agreement4. Keeping the scope focused increases the chance of successful implementation5.

32、Go to the appropriate level of detail on each issue or idea that passes through the frame6. Remember to get consensus on what is in- and out-of-frame12Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!In the Frame/Out of the Frame ToolInstructions:1.Have the leader and group list all potent

33、ial aspects/components (e.g., end results, timeframe, product lines, geographic, organizations/groups involved) of the initiative using post-it notes2.As a total group, place each idea either in-the-frame, outside-the-frame, or on-the-frame (if uncertainty or disagreement exists)3.Discuss “on-the-fr

34、ame” items in more detail to reach agreement4.Review the groups understanding of the scope with the appropriate leaders13Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!FishboneWhat is it?Fishbone helps a group analyze causes of an issue or problem in a systematic way. Why use it?When gro

35、up members are asked to determine the various causes for the problem/issue and recommend solutions with action plans to address them, this tool is useful for detailing logical connections contributing to the larger problem/issue. It can also help the group prioritize the most likely causes and ident

36、ify root causes. It categorizes and provides an open systems framework for discussing the problem.Steps:1. Build the fishbone diagram on the wall using masking tape or draw on flip charts2. Clarify and validate the problem with the group3. Ask group members to identify things that are causing this p

37、roblem through small group discussion or working in pairs4. Collect their input and display the individual causes on the fishbone5. Ask group members to cluster causes in “related clusters”6. Test for a logical connection with the problem and label each cluster7. Select one cluster at a time to focu

38、s on for the next step of solution generation to eliminate these causesTips:1.Make sure that the causes are not symptoms2.Take time to agree on the “head of the fish,” the key issue3.Ask “why” five times to get to the root cause4.Combine storyboarding with this tool14Workshop_Facilitaton_Tools Updat

39、ed April 2006GoFast!GoFast!Fishbone Tool ProblemorIssuePossibleCausePossible Cause BTechnicalHumanPossible CausePossible Cause EPossible Cause BPossible CausePossible Cause EPossible Cause EPossible CauseWrong Procedures UsedInspectors Lack SkillPoor TrainingTraining MaterialsUnskilled InstructorsMe

40、asurement Procedures70%Poor LocationWeak DocumentationUnavailableWrong Tools UsedInconsistent Procedures UsedCleanlinessHumidityPeersPressuresManagementDont Understand ProcessLow SkillCleanlinessUninterestedLack Knowledge20%PeopleExcess TemperatureVibrations10%EnvironmentNo Criteria ExistNo Operatio

41、nal Definitions10% Errors onQA InspectionsTopic: Why is the QA inspection error rate so high?15Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!Circles of Control, Influence, Concern What is it?Circles of Control, Influence and Concern is a framework for groups to use to sort information.

42、The goal is to use this tool to identify what the group has control and influence over so they spend their time working on things they can truly impact.Why use it?The power of this tool is to focus the group in arenas that they can impact. It is a visual that can facilitate great discussions. It is

43、especially useful when a group member or members are stuck on a topic that is out-of-scope. Usually, this tool helps name this situation and allows the group to move on to more fruitful discussions. If the subject is critical and becomes a roadblock to progress, yet is not within the groups circle o

44、f control or influence, a group may need to involve others to address the issue.Steps:1.Draw circles on a chart and post for easy reference2.Present the model as a framework for determining what to work on3.Explain that it is based on Stephen Coveys work about effective people spending the majority

45、of their energy working on things within their control or influence4.If using it to sort ideas, have the group members place ideas in the appropriate circles5.If using it to brainstorm things to work on, have the group members generate topics and then place the ideas in the appropriate circles6.For

46、important issues that fall in the concern ring, identify the stakeholders to involve and plan how to influence them7.Encourage the group to be realistic in assessing what they have control over yet not be too conservative8.Move to problem solving or action planning, focusing on the items in the inne

47、r circles16Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!Circles of Control, Influence, Concern, continuedTips:1.Always have the chart posted so it can be referenced when the group goes off track2.When many items fall in the “concern” ring, ask the group if the leader needs to be involv

48、ed to reframe their task, or if other people who have control or influence need to be engaged3.For key items that fall in the “concern” ring, ask if some aspect of it can be within their control or influence get specific4.Use this chart as a parking lot for issues that fall out-of-scope for this ses

49、sion5.Can be used before the workshop with the leader in identifying appropriate participants and decision panel members6.Can also be used to remind people before brainstorming or problem solving to focus on areas within their circles of control and influence7.Use as a check point for recommendation

50、s is this something within our control? Can we influence the stakeholders to support our recommendation?8.Use as a point of clarification at a gallery prior to people “dot voting” on topics to work on (see Dot Voting tool)17Workshop_Facilitaton_Tools Updated April 2006GoFast!GoFast!Circles of Contro