蛻變

三小時的課程,一開場老師就表明今天是沒有課程大綱跟架構的,
但他會很有效率地帶著我們走一遍,
怎麼樣在臨時的狀況之下,快速調整手邊有的資源加以應用,

課程分為兩個部份,
先說第二個部份,
如何應用一些簡單的東西,
進行破冰活動,或是團隊成員溝通,或者是分享價值觀等等的活動,

確定要把訓練.諮商.教練等等領域當成未來工作的方向後,
緊接著,
就是一連串學習的過程了,

八月底參加了一個兩天的Seminar,
這是由IAF國際引導者協會在台灣所舉辦的研討會,
與會成員有來自亞洲及歐美各地的facilitator,或以facilitator為職志的工作者(我可能比較算這種),
而這些faciliator平日的工作,
就是藉由各種facilitation的技巧或工具,
協助各種團隊的運作,
從凝聚共識,擬定目標,確定行動方案,甚至於分派資源以及各種溝通協調分配的事務,
都可以藉由引導的技巧,
在各類型的團隊中加以應用,
與會人數次多的國家,
是新加坡,
他們多數的工作範圍,包含了企業顧問,NGO組織的工作者,訓練講師等等,

前前後後加起來,
我想與會的人數大概有130人上下吧,
而這成了我第一次不得不近距離跟外國人士直接分享討論的難得經驗,

兩天的研討會,分成四個時段,
每個時段同時舉辦多個工作坊,
我選了四個有趣的題目,
結果顯示,
真的都選到了很棒的內容,

先列出來這四個題目,
後面寫四篇文章來分享吧!

1.On the Fly-如何在環境與時間等等外在因素變動的情形下,快速調整引導團隊的方法與內容
2.Appriciative Leadership-如何應用讚美的方式,引導或是領導你的團隊
3.Satir Model 如何應用於組織-Satir是一個心理諮商的model,是家族排列的一個重要理論,也適用系統觀點看待事務的一種哲學思維
4.Squre Dance-方塊舞跟團隊有什麼關係,請待下回分享

先預告一下,
那兩天我覺得再充實不過,
接下來就找時間分享這四門課囉!!!

亮點,我來囉

Prevention and intervention are the most useful way to build up a group se

We should do something in advance.
First, identy the clear desired outcome of the group
Second, what could possibly go wrong
That means we could do prevention and intervention by these two thing.
Third, you have to plan for how you will interven if the prevention doesn’t work.
If you plan this in advance, you can avoid the situation in which specific moment that people act out,
Forth, before the group session, you need to discuess the preventions and interventions and get the agreement of these, furthermore, emphasize it at the kick-off.

You’ve just increased the likelihood of having a successful session.

Discuess deeply about prevnetion
When we ask what could possibly go wrong, usually there are two ways to think out, process and people issues. Be nagtive may help to find out potential issues.
There are some good preventions:
Ground rules / behavioral meeting agreements
 Park issues…if they are relevant but off topic
 Stay on topic
 One conversation at a time, no lengthy side bars
 While dialoguing difficult issues we will use “ally” tone of voice, words and body language
 No one is as smart as all of us
Decision-making approach with fall back

Identify side issues that could sabotage the meeting
 Will more resources be available to the team?
 Will production schedules be extended to account for the unexpected delays?
 Will project managers from the customer & contractor agree to create a joint ‘integrated’ organizational chart?
Conflict resolution agreements
A conflict agreement could include factors like: use facts – i.e. what you saw or heard, check out assumptions, use mature / ally tone, body language and avoid toxic words, control emotions while staying passionate, argue principle not position, if you cannot resolve pull in a 3rd party for support….and agree on a fallback person to make the final decision if you can’t agree.
The intervention escalator
Intervention is a incremental process.
You can begin at the privite way to close them and whisper them back to the issue, if it doesn’t work, you can wait the break and ask them talk the issue more time (likes 10 seconds), put some presure to them, finally if it doesn’t work, you can go them public and ask others what about their sidebar, others may say no, at this time, you put peer presure to them.

Original site:http://facilitate.com/blog/index.php/2009/02/real-world-facilitation-techniques/