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Team Leaders are responsible for moving the team to accomplish its task. Team leaders should ensure an environment that helps teams get their work done.
For example, the team may need to meet off site, or require work samples, products or other items. The team leader is responsible for obtaining these
resources, and if they are unavailable (e.g., no off site meeting space is available), then the team leader must inform the team of the situation and direct the
team to consider other options.
• Focusing team members on the purpose and task of the project; reminding the team of the result the organization is looking for and how it fits with the
organization's vision, mission and goals.
• Organizing the group, securing meeting space, resources and clearing organizational boundaries.
• Working closely with the facilitator to create agendas, planning outcomes and ensuring next steps are assigned.
• Assisting the facilitator with meetings; encouraging quiet members to speak up, and when necessary, shutting down those members who tend to
dominate.
• Recognizing and celebrating accomplishments.
• Communicating with others in the organization regarding the team's progress.
• Expand the unit's phone coverage by one hour in order to field more phone inquires.
• Update the Unit's web page at least once a week with current information in order to give customers up-to-date news
• Research the idea of holding "town meetings" in order to respond directly to customer questions and concerns.
Sarah thinks these are good ideas, but fears management will not implement any of them because she's sure all these action items will cost more money. At the
next meeting, Sarah congratulates the team for the good ideas, but tells them none of them are worth presenting to management because they'll cost money.
She then directs the team to continue working on the task, and to remember to come up with "no-cost" ideas for improving customer communications.
1. Sarah did the right thing. Team leaders should never let his or her team make an obviously wrong decision.
You responded: True
The correct response is False. Team leaders should be very cautious about judging the team's decision. If the proper process was followed and team members
are behind the decisions and results, the team leader should present the findings as just that the team's decision.
2. If cost was a concern of management, Sarah should have told the team that was one of the criteria at the beginning.
You responded: True
The correct response is True. Parameters of the task should be shared with the team from the beginning. Perhaps management recognizes the need to invest in
customer communications and has already budgeted resources.
3. Based on what was shared in the case study, the team developed what appeared to be reasonable, specific ideas for improving customer service.
You responded: False
The correct response is True. The team offered three seemingly practical ideas. Note that the suggestions are specific and appear based on background
information.
4. Had Sarah submitted those ideas, that would have been an example of poor team leadership.
You responded: False
The correct response is False. Team leaders support their team and champion their work and findings. Actually, presenting the team's ideas would have been
the perfect example of leadership!
Remember this...
A team leader should focus the team on the overall goal and provide resources to help the team reach that goal. The team leader is not in charge and should
not place undue influence on the team and its decision making.
Sound easy? Above are the three primary responsibilities of a team facilitator. Facilitators are often NOT a member of the team so they can remain neutral in
team decision making. When a facilitator is part of the team, the role of facilitator may rotate from member to member.
• Create an environment oriented to trust, open communication, creative thinking, and cohesive team effort
• Lead by setting a good example (role model) - behavior consistent with words
• Coach and help develop team members; help resolve dysfunctional behavior
• Assure that the team members have the necessary education and training to effectively participate on the team
• Recognize and celebrate team and team member accomplishments and exceptional performance
Focus the team on the tasks at hand or the internal and external customer requirements
• Familiarize the team with the customer needs, specifications, design targets, the development process, design standards, techniques and tools to
support task performance
• Assure that the team addresses all relevant issues within the specifications and various standards
• Initiate sub-groups or sub-teams as appropriate to resolve issues and perform tasks in parallel
• Ensure deliverables are prepared to satisfy the project requirements, cost and schedule
• Work with functional managers and the team sponsor to obtain necessary resources to support the team's requirements
• Obtain and coordinate space, furniture, equipment, and communication lines for team members
• Coordinate the review, presentation and release of design layouts, drawings, analysis and other documentation
• Coordinates meetings with the product committee, project manager and functional management to discuss project impediments, needed resources or
issues/delays in completing the task
• Provide status reporting of team activities against the program plan or schedule
• Keep the project manager and product committee informed of task accomplishment, issues and status
• Serve as a focal point to communicate and resolve interface and integration issues with other teams
Team Facilitator-Roles
Team Facilitator-Roles
A facilitator is NOT the leader or director of the group. The facilitator keeps the process moving forward by making suggestions, never directing or dictating.
Read the table below for some suggestions how a good facilitator might keep a team on track.
Establish Ground Review possible ground rules and decision making processes. Require that
Rules everyone speak up on the ground rules.
Diverge from the "You agreed you wanted to make decisions about "X." You've just spent 10
Topic and minutes discussing "Y." Do you want to continue discussing "Y," or table
Agenda discussion for another meeting and return to discussing "X." You haven't
made a decision about "X."
Team Facilitator-Roles
Note that the facilitator never tells the team what to do.
Rather, he or she reminds the team of its agreed-upon ground rules and prompts them to consider their options. In the last example, maybe the team really
wanted to abandon "X," and begin a discussion of "Y." The job of the facilitator is to:
The team may have very good reason to abandon their agenda and discuss other topics. Sometimes, in a setting with new ideas, this kind of "detour" is
beneficial. It's okay to diverge from the agenda, if the entire team agrees that's the best option at the time, and it's the facilitator's job to get that input.
Remember this...
The facilitator's role is to move the team through the process. Facilitators should avoid making decisions or offering opinions.
Leader Facilitator
1. Ensures team members know the purpose of the team and the overall goal.
2. Reviews the agenda and gets input from all team members regarding its appropriateness.
3. Secures meeting rooms, easel with newsprint and other materials. Clears organizational barriers that may impact the team.
4. "You've completed your agenda. Is this a good time to set the next meeting, or does the team want to review the decisions
made so far?"
5. Recognizes and celebrates accomplishments.
6. "I think posting progress reports is a good idea however, that's not what we're here to discuss. Remember, our only purpose is
to select a vendor."
7. "You wanted to select a vendor. You're having a dialogue now on progress reports. Does the team want to continue discussing
progress reports and table the vendor selection? Or do you want to return to the discussion about vendors. You only have 10
more minutes available."
2. Reviews the agenda and gets input from all team members regarding its appropriateness.
You responded: Leader
The correct response is Facilitator. Facilitators should begin meetings by reviewing the agenda and ensuring everyone understands the process.
3. Secures meeting rooms, easel with newsprint and other materials. Clears organizational barriers that may impact the team.
You responded: Leader
The correct response is Leader. Leaders provide meeting materials and should work to make sure the team is cleared by the organization to achieve its goal.
4. "You've completed your agenda. Is this a good time to set the next meeting, or does the team want to review the decisions made so far?"
You responded: Leader
The correct response is Facilitator. While a leader might say this, the most likely person to remind the team of their progress and ask for input is the facilitator.
6. "I think posting progress reports is a good idea however, that's not what we're here to discuss. Remember, our only purpose is to select a
vendor."
You responded: Leader
The correct response is Leader. Sounds like someone reminding the team of their purpose, doesn't it? And the person began by sharing an opinion. That's
something a facilitator would never do.
7. "You wanted to select a vendor. You're having a dialogue now on progress reports. Does the team want to continue discussing progress reports
and table the vendor selection? Or do you want to return to the discussion about vendors. You only have 10 more minutes available."
You responded: Leader
The correct response is Facilitator. Same comment on a team issue, but this time by the facilitator. Take note that the facilitator keeps personal opinion out of
the comment, and the facilitator poses a lot of questions. The team is in charge, the facilitator simply keeps them moving.
Don't editorialize!
Record comments verbatim as much as possible. If the recorder can't write fast enough, ask the facilitator to slow down or repeat a comment. Recording the
team's ideas is very important, so invest the time to do it right.
Remember this...
The recorder is responsible for documenting the team's process, discussions, and decisions. Every good team has a good recorder!
Remember this...
Consider volunteering to assume timekeeper responsibilities at your next meeting. It's a good way to familiarize yourself with team functions.
Team Members - Everyone Else!
Team members don't have specific responsibilities, but their participation is critical to the team's success. Team members must agree to:
Helpful Roles
The Expert - A knowledgeable subject matter expert who can clarify technical issues.
The Summarizer - Often, a "big picture" person who helps to sum up items.
The Bridge Builder - Experienced negotiators who can help bring opposing views together.
• Set clear time limits for making decisions and remind people often of the time - Jokers and Blockers are less likely to intrude or delay if they are
regularly informed of the time and process.
• Clarify expectations - Get team buy-in up front for the work to be done. Agree by consensus that everyone will accept responsibility for any extra work.
If the Busier Than Thou person begins to complain, remind that person of his or her agreement
• In general - Individuals disrupt meetings for myriad reasons. Skilled facilitators will acknowledge the fears or anxieties behind the behavior, and then
move on.
Remember this...
Team members must commit to the success of the group and promise to participate.
Review Quiz
Check your understanding of team roles by selecting true or false to the following questions.
True False
1. The timekeeper should make sure everyone is participating.
2. If it appears the meeting may go long, the timekeeper should notify the facilitator.
3. Team members should accept the agenda as it is, and not make suggestions for modifying it.
4. Team leaders should attend all meetings, but never say anything. It tends to intimidate people.
5. It's a good idea for the role of facilitator to rotate from member to member.
6. Recorders should paraphrase group decisions in order to get as much information as possible down on paper.
7. Not-so-helpful roles like Blockers, Jokers, or Disrupters are simply part of any organization's make up. Accept these individuals for
who they are and let them have their say in team meetings. It helps them to get things off their chest.
8. Facilitators are focused on process, not task.
9. Leaders are focused on task, not process.
10. Team members should be empowered to discuss all details about team meetings with others in the organization, even those who are
not members of the team.
The questions are repeated with the appropriate answers and feedback below.
2. If it appears the meeting may go long, the timekeeper should notify the facilitator.
You responded: True
The correct response is True. Timekeepers should keep the facilitator apprised of times and schedules.
3. Team members should accept the agenda as it is, and not make suggestions for modifying it.
You responded: True
The correct response is False. Team members should be encouraged to give input to the agenda.
4. Team leaders should attend all meetings, but never say anything. It tends to intimidate people.
You responded: True
The correct response is False. Leaders can and should attend early meetings and provide input. A leader's contribution should never be overbearing or
dictatorial. After a period of time, leaders may not have to attend meetings.
5. It's a good idea for the role of facilitator to rotate from member to member.
You responded: True
The correct response is True. Team members can gain valuable insight into the process of conducting an effective meeting when they rotate through various
roles.
6. Recorders should paraphrase group decisions in order to get as much information as possible down on paper.
You responded: True
The correct response is False. Recorders should try to record comments and suggestions as verbatim as possible. The goal is not to write down everything that
was said; that's not possible. Rather, recorders should summarize points, decisions and other items accurately. For example, if the team suggests, "We need 10
new computers," the recorder should not write "More computers needed." He or she should write "10 computers requested."
7. Not-so-helpful roles like Blockers, Jokers, or Disrupters are simply part of any organization's make up. Accept these individuals for who they are
and let them have their say in team meetings. It helps them to get things off their chest.
You responded: True
The correct response is False. Disruptive team members, even those with good intentions and who are trying to help, should be dealt with appropriately, never
ignored.
10. Team members should be empowered to discuss all details about team meetings with others in the organization, even those who are not
members of the team.
You responded: True
The correct response is False. Team members should agree to keep important information confidential. What's important information? That's for the team to
decide!
This concludes the Team Roles and Responsibilities module. Click on the ''next'' arrow to begin the Tools and Techniques module.
Teams differ from groups because teams function from a common set of ground rules, procedures and expectations. Team members know:
Any team or meeting can be improved by first establishing common ground rules and then utilizing simple meeting techniques. This section shows you how.
In this module, you will learn how to:
Below are nine areas to explore. To find out more about the tools and techniques of running an effective, productive team, select the Ground Rules button
below, followed by "I" Time, Go-Around, and so on. You may also select the "next" arrow to proceed through this module.
Ground Rules
Ground rules help manage group dynamics and establish how the team will operate. Groups function most effectively when they have up-front agreements on
how they will conduct themselves, how decisions will be made, and when and where the team will meet.
"I" Time is individual time or introvert time. In this technique, people spend a few quiet moments reflecting on questions or problems. It is NOT an interactive
time, just the opposite. People are encouraged to simply think and reflect.
Remember this...
"I" Time allows people to have ownership of an idea even if they didn't suggest it.
Definition of a Go-Around
In a go-around, the facilitator sequentially asks each team member to submit his or her idea. If a person doesn't have anything to say, he or she can pass during
a round. Team members can also get back in and contribute on subsequent rounds.
Remember this...
Go-around is a good method to use when people don't know one another.
Definition of Brainstorming
Brainstorming is often used as a first step in the creative process. It is rapid-fire suggestions designed to get the creative juices flowing!
Facilitate Brainstorming
Key to a brainstorming session is not allowing members to judge or evaluate suggestions. That tends to stifle the creative process. Keep posing the question
again and again to the group and remind everyone that there are no bad ideas. Even a clarifying question can suggest disapproval. For example, someone
might suggest, "Let's post all our quarterly reports on the web site." In response, someone might ask a clarifying question, "Do you mean quarterly reports from
just our unit, or the entire division?" It's a good question, but even the slightest interruption can bog down an otherwise productive session.
When to Brainstorm
If you want many ideas and an entirely new way of looking at things, consider brainstorming.
Other Notes
Brainstorming represents divergent thinking to get many good ideas out on the table before converging them into workable solutions. Team members are
encouraged to build on previous ideas, adding to the creativity and number of ideas.
Remember this...
Brainstorming works best when the pace is fast. Try to keep evaluative comments to a minimum.
The Slip Method allows team members to offer ideas and suggestions anonymously. No one knows who made the suggestion.
Remember this...
The slip method is a good starting point, but it does not allow team members the opportunity to build on others' ideas. To facilitate this, follow the slip method
with a team discussion or go-around to continue building ideas.
Definition of Prioritizing
Prioritizing is useful to cut through many items to identify what's important to the team. Prioritizing is simply voting on the items, ideas or actions facing the team.
How those votes are cast or collected is important.
• Go-Around - Ask each team member to select his or her top choice from the collected list. Place a check mark next to the selection. Once everyone
has indicated his or her first choice, continue the process for collecting subsequent choices.
• Get-Up - Invite team members to come to the front of the room and indicate their own choices. It's good to get people moving about. Be sensitive to
any requirements of people with disabilities.
• Group Like Items - If two suggestions are identical or similar, group together as one.
• Slip Method - If the topic is sensitive, use the slip method to prioritize. Direct the team to write down their selections, and collect responses. This
avoids people having to publicly indicate their preferences.
When to Prioritize
Generally, prioritizing is good for helping the team determine what it values, and it can be used to come to a decision or determine the team's preference.
Prioritizing is useful whenever the team begins to feel stifled or not sure what to do next.
Remember this...
Prioritizing is a useful technique for cutting through clutter and identifying those items or issues critical to the team.
A road map is an agenda format that organizes an effective meeting. It helps a team know and agree on what they want to address (the TOPIC) and how (the
PROCESS) they will go about doing it. Road maps offer an advantage over traditional bulleted agendas because road maps define DESIRED OUTCOMEs and
assign TIME limits to each step.
Remember this...
Road maps have five areas. Click here for a sample.
Parking lots are temporary holding areas for ideas or suggestions that are not directly on-topic with the issue facing the group. The facilitator maintains a
separate, visible easel pad to capture these ideas. It reminds the team member that his or her idea will not be discounted and could form the basis for a follow-
up agenda or discussion point.
Remember this...
Parking lots are visible reminders. Be sure to keep your group's parking lot visible to everyone. Parking lot items should be part of the meeting record.
In this module you have learned eight tools and techniques for effective meetings. If you haven't covered one of these, select that tool or technique from the
links at the left. When you are ready, review questions are given below.
Review Quiz
Select the best answer by clicking on the corresponding letter. Once complete, hit submit and you will be presented with feedback.
1. The facilitator and team agree they want a lot of ideas and several suggestions for attacking a particular issue. The best method for this
would be:
A. "I" Time
B. Group discussion
C. Slip method
D. Brainstorming
2. A Parking Lot is a good tool because it:
A. Allows the team to acknowledge a good idea and still move on.
B. Reminds the team member that his or her idea is acknowledged and will not be forgotten.
C. Contains ideas that form the basis of the next meeting.
D. All of the above.
3. A team has completed a brainstorming session and has several dozen ideas on the easel pad. It's time to prioritize the list, but with so
many items, the facilitator is anxious it will take too long. One suggestion would be to:
4. The facilitator has decided to collect a few, very well thought out ideas. The best method for this is:
A. Parking Lot
B. Brainstorming
C. Go-Around
D. "I" Time
5. What two items should always appear in the WHAT column of a road map?
7. Once a team has established ground rules, don't change them; they are set in stone and determine the team's values.
A. True
B. False
8. Times are flexible in a road map and should be reviewed during the meeting by the facilitator.
A. True
B. False
9. Road maps should ALWAYS be developed ahead of time and distributed ONLY at the beginning of the meeting.
A. True
B. False
10. Ground rules should be determined and established by the team leader.
A. True
B. False
In this module, you will be introduced to the stages through which teams progress. At the end of the module, you will be
able to:
• Recognize that teams mature over time and develop along commonly defined paths and milestones.
• List the four stages of team development.
• Recognize that teams develop in unique ways, and they can move back and forth between one development stage and another.
Working Together
Whether it's on the playing field or in the workplace, teams take time to come together. There is a natural development process every team progresses through.
It is useful to examine this maturation so that as a team member, leader or facilitator you can be prepared to work effectively with the team.
A Quick Look
The graphic below represents the four stages teams progress through. In this lesson, you will be introduced to the characteristics of each stage and
recommendations for managing your role in each stage.
In the Forming stage, team members are getting to know one another and getting comfortable with one another. Members will naturally try to understand their
own roles, the roles of the other team members and their purpose in the group. This is entirely natural and to be expected. People are unsure, suspicious and
nervous.
Characteristics of Forming
Look for the following behaviors in the Forming stage:
Characteristics of Norming
Look for the following behaviors in the norming stage:
• Ground rules and formal procedures that may have been overlooked in the beginning are now taken more seriously.
• The team will want to discuss items more; less time will be spent on idea generation, and more on decision making.
• Members will want to limit agenda items to focus on specific topics.
• Subgroups may be formed to move along faster.
• Conflicts are addressed and resolved.
How to Address the Norming Stage
At this stage, the team has PROCESS down fairly well. TASK will take on new significance as the team will want to accomplish its purpose. Facilitators should
keep this in mind and remind the team of the task. Also, facilitators should be more diligent in adhering to the road map, providing time for feedback, closure,
etc.
Storming is the most difficult stage for a team to weather, but it is necessary for healthy team development. When team members begin to trust one another
enough to air differences, this signals readiness to work things out.
Characteristics of Storming
Look for the following behaviors in the storming stage:
Characteristics of Performing
A team in the performing stage will:
• Be productive! Tasks will be accomplished, and the team will look for more to do.
• Be pro-active, and not necessarily wait for direction from management.
• Demonstrate loyalty to the group, and respect individual dissension and disagreement.
The items most likely to impact a team's performance are "a" and "c." Simply changing meeting times and locations should not impact a team's ability to
accomplish its tasks. And, if the team were truly high performing, another person could easily assume time recorder responsibilities.
A new member joining the team however, can bring a new dynamic to the team. New management directives can surely impact how a team will achieve its
goals.
Review
Teams develop through four stages: Forming, Storming, Norming and Performing. Good facilitation skills will help teams progress through the stages. Teams
can, and often do, move back and forth among the four stages based on team membership, outside forces or redirection of the team's purpose.
Review Quiz
Review the questions below. Beneath each question is a pull down window. Click on the window to select your response. Once complete, hit submit and you will
be presented with feedback.
1. Teams in this stage are characterized by dissension, irritation over lack of progress and general impatience.
2. What is a useful technique for moving a team through the Storming stage?
3. Teams in this stage are characterized by nervousness, and a great deal of politeness, and members are likely to offer lofty conceptual
ideas.
1. Teams in this stage are characterized by dissension, irritation over lack of progress and general impatience.
The choices were:
o Forming
o Storming
o Norming
o Performing
2. What is a useful technique for moving a team through the Storming stage?
The choices were:
o Facilitate a go-around.
o Revisit the ground rules.
o Ignore it completely.
o The team leader should direct people to be quiet.
3. Teams in this stage are characterized by nervousness, and a great deal of politeness, and members are likely to offer lofty conceptual
ideas.
The choices were:
o Forming
o Storming
o Norming
o Performing
This concludes Stages of Team Development module. Click on the "next" arrow to begin the Decision Making module.
All teams make decisions. Some decisions are big and impact the entire organization(How should next year's budget be allocated among our units?). Some are
small and have only minimal impact on employees (Where should next week's meeting be held?). How to make a decision is what this module is all about. At
the end, you will be able to:
This module covers four types of decision making. Click on any of them below to begin. We recommend beginning with Autocratic and ending with Consensus.
Decision Making
Decision Making
Consultative decisions are arrived at after input from others. One person still makes the decision, but others are solicited for ideas and suggestions. Many
decisions in the workplace are consultative.
Decision Making
Democratic decisions are the bedrock of our political process. Majority rules is how many issues are resolved. In the workplace, however, and in the team
setting, democracy may not always be the best method.
Decision Making
Consensus is collective agreement, a shared decision by all team members. A characteristic of consensus is willingness of team members to support the
decision once it has been made. Commitment to supporting a decision is more than just living with it. People can agree to something, but unless they are
committed to supporting it, they may later disclaim it, i.e., "I didn't agree with that."
Advantages of Consensus
Consensus respects individual opinion while simultaneously establishing one collective decision that everyone agrees with and supports. It is an effective means
to advance an issue.
Disadvantages of Consensus
Reaching consensus takes time and a great deal of discussion and facilitating. It requires group understanding of the issues and the willingness of team
members to share their opinions openly.
Reaching consensus takes a great deal of dialogue, but following the steps below will help accelerate the process. Consider putting the following activities on
your road map if you are trying to reach consensus.
3. Listen
The most important tool in reaching consensus is listening. To fully understand and appreciate other peoples' opinions and positions, we need to listen. Once
people truly feel listened to and understood, they are far more likely to be open to other points of view. And, by understanding all views, you are much more
likely to arrive at a better decision.
4. Generate Options
Use brainstorming, go-arounds and other tools and techniques to generate as many possible solutions as possible. If there is conflict between and among
members of the group, remember not to judge one another's comments or ideas. The purpose of generating options is to broaden the team's thinking.
Consensus is a process of diverging and then converging on a common decision. The second part of reaching consensus is reaching closure.
If one member resists, ask that person what it would take for a particular option to be acceptable. (To find out more about how to get people to talk, visit
communication skills.) If the team gets stuck, the facilitator can ask how important the issue is, and how much time should be invested in fixing it. If the issue is
relatively minor, the facilitator could suggest, "Can we agree to delegate this issue to a subgroup if we can't reach consensus in 20 minutes?"
If the team still can't reach consensus, table the issue for the next meeting, and ask the group to consider other alternatives between meetings.
Review
One of the ground rules teams need to agree upon early in the process is to agree on a decision making process. There are four types of decision making:
autocratic, consultative, democratic and consensus. Each type of decision making has advantages and disadvantages. Consensus benefits from the collective
knowledge and experience of the team, but it also requires the most amount of time and facilitation skills.
Review Quiz
The following are four samples of issues. Beneath each description is a pull down window. Click on the window to select your response. Once complete, hit
submit and you will be presented with feedback.
1. The team leader has been asked to submit a summary of the team's progress. The summary will be one page, very general and will not
impact the operation of the team. Still, the team leader wants input from the team regarding the issues they think are the most important.
The final decision is the leader's to make.
2. The team has been asked to select a name for the office newsletter. There are five choices. Team members agree that the decision is not
critical, should represent the majority of its members and should be made quickly.
3. The team is an interview team and must select a new divisional manager from a group of three finalists. The new divisional manager will be
their new supervisor and will have an important place in the office. This is certainly a decision all team members must support.
4. Prior to the team's regularly scheduled meeting, the facilitator receives a phone call that the regular meeting room is being used, but they
could still use one of two other available rooms, each on the same floor with virtually identical chairs and tables. What type of decision
should the facilitator use?
1. The team leader has been asked to submit a summary of the team's progress. The summary will be one page, very general and will not
impact the operation of the team. Still, the team leader wants input from the team regarding the issues they think are the most important.
The final decision is the leader's to make.
The choices were:
o Autocratic
o Consultative
o Democratic
o Consensus
2. The team has been asked to select a name for the office newsletter. There are five choices. Team members agree that the decision is not
critical, should represent the majority of its members and should be made quickly.
The choices were:
o Autocratic
o Consultative
o Democratic
o Consensus
4. Prior to the team's regularly scheduled meeting, the facilitator receives a phone call that the regular meeting room is being used, but they
could still use one of two other available rooms, each on the same floor with virtually identical chairs and tables. What type of decision
should the facilitator use?
The choices were:
o Autocratic
o Consultative
o Democratic
o Consensus
You have now completed the Decision Making module. Click on the "next" arrow to explore the Communication Skills module.
Communication Skills
Good communication is critical to effective teamwork. Communicating is far more than talking and listening. It is sometimes a complex and puzzling process.
However, effective communication is possible with the right approach, techniques and some practice.
This section of the lesson is broken down into four areas. Upon completing this section, you will be able to:
Communication Skills
To learn more about building good communication skills by addressing individual styles, click on one of the lessons below.
Verbal/Nonverbal Communication
It's not what you say, but how you say it.
Research indicates more communication occurs from body language and the tone of a person's voice than from what is said. In the team setting, identifying and
addressing nonverbal cues is important. As a team member or facilitator or even a leader, be on the lookout for people who are rolling their eyes, drumming their
fingers or avoiding eye contact. Other signs to look for:
Arms crossed on chest - This person may be guarded, and may not feel like participating.
Hands on chest - A sign of sincerity; the person really believes what he or she is saying.
Diverting eyes - Person is most likely not listening and is distracted.
Remember this...
Watch and listen for nonverbal communication; how people say things is often more important than what they say. You must also be aware of cultural
differences. Body postures, eye contact, distance between people, may all mean different things to people from different cultures.
Active Listening
Most people speak at the rate of 110 to 140 words a minute, but we think at seven times that rate! Because of this, it's easy to get carried away by our own
thoughts and not listen or understand the meaning behind what others are saying. Active listening engages the other person in an active dialogue, and helps us
to slow down too. Consider the following approaches to become an active listener.
It's easy to see where this conversation is headed! What if Crystal had tried some active listening, and responded to Maurice's first statement like this:
After listening to or reading the conversation between Maurice and Crystal, give some thought to the following statements: Crystal's first statement is non-
judgmental. She asks Maurice to clarify his statement, and this opens the door for more dialogue and avoids confrontation.
To reflect a statement, try asking an open-ended question. Open-ended questions are ones that cannot be answered simply with a yes or no. Here are some
examples of questions you might consider to avoid sounding judgmental.
Restating a person's comment is among the easiest and perhaps best means to ensure that you understand his or her meaning. Consider the following
exchange between Maurice and Crystal:
After listening to or reading the conversation between Maurice and Crystal, give some thought to the following:
Did Maurice sound like he wanted to talk more about the budget? See how Crystal's restatement helped to clarify his meaning. Remember, what people SAY is
not always what they MEAN!
To help a team member explore and reach his or her own conclusions, consider framing open-ended questions. Questions that begin with "How" will invite team
members to discuss their own views.
Closed-ended questions that can be answered either "Yes" or Open-ended questions that solicit
"No." more discussion.
"Do you think this is a good approach?" "What about this approach do you like or dislike?"
"Will this process work in your department?" "How do you envision this process working in your department?"
"Should we have another meeting on this?" "If we were to schedule another meeting, what would be on the road map?"
Framing questions in a positive manner engages a person to work on his or her own solution. A positive statement or question encourages the individual to
move forward, to look ahead.
"What's wrong with this plan?" "How can we overcome some of the issues we've raised in order to make this
work?"
"We tried that once. It didn't work" "We tried that once. What did we learn?"
We can't do it that way, our budget lines are separate." "Our budget lines are separate. What's our next step in making this work?"
Active listening sounds easy to do, but rarely do we practice this approach. Be prepared! If you are called upon to be a facilitator or if you simply want to
participate more effectively, write down questions ahead of time. Consider writing down some questions such as the following:
Providing Feedback
Maintaining dialogue and focusing on positive, constructive outcomes requires feedback skills and techniques. This section overviews different types of
feedback and outlines a "feedback formula."
Types of Feedback
There are three types of feedback:
Giving Feedback
Consider the following steps when giving feedback in a meeting.
1. Invite - You will increase the person's ability to hear and learn from feedback, whether it is positive or negative, by asking if he or she wants it. And if yes,
when would a good time be to discuss it. This puts the other person in control of the discussion and reduces defensiveness.
2. Clear on motives - Be clear about why you are giving feedback. Do not push your own agenda, but rather, you are giving feedback based on what you heard
and areas that you and the team think are areas for improvement.
3. Be objective - Describe the person's behavior, actions and words precisely and accurately. For example, "Maurice, you drum your fingers on the table, offer
few comments, and regularly gaze out the window during meetings," is an accurate statement of someone's behavior. The statement in no way judges Maurice,
but simply describes his behavior. Compare that comment with this, "Maurice, you act like a child in meetings. It looks like you don't have any suggestions at
all." It's easy to see how this subjective statement (while possibly true), would make Maurice defensive and angry.
4. Timely - When giving feedback, be timely. The closer the feedback occurs to the actual event, the easier it will be for people to remember what they did.
Feedback Formula
Providing Feedback
After listening to or reading the different feedbacks, give some thought to the following:
• Descriptive feedback is neither positive nor negative, but it does open the possibility for further discussion.
• How is the person likely to respond to positive feedback? Most likely, he or she will be eager to take on new responsibilities.
• How will this person likely respond to negative feedback? There are no suggestions as to what to do; it's all focusing on what NOT to do. The outcome
is unclear.
Resolving Breakdowns
Even the best meetings and teams can hit snags or disruptions. When a breakdown occurs, it's common for people to fix blame and say, "It's not my/our fault,"
or "This is their problem, not ours," or "We didn't get the information in time."
Facilitators can fix the problem, but they can't fix blame. And, fixing blame accomplishes very little!
When your team or meeting begins to break down, here are some steps to consider to get back on track.
1. Call timeout - The first important action a facilitator needs to take when a breakdown occurs is to call a timeout. It is NOT helpful to let the team stumble for
hours in order to let people learn for themselves how to improve.
How to call a timeout - Facilitators can simply say something like, "We seem to be stumbling here. Would we agree that we're not accomplishing much?
Should we take a timeout, assess where we are, and try to identify some solutions?" Remember, a facilitator should never direct a team what to do, simply make
suggestions for progress.
2. Ask what's missing - After calling a timeout, the facilitator can ask questions to determine what's missing such as, "What can do to get back on track?" "Do
we know what we're supposed to do?" "Let's list our customer's requirements. Do we know what they are?"
Next step - Having asked that question leads to the next question, "What can we do now?" The team should brainstorm and problem solve for solutions.
3. Fix the system -Research indicates most problems are caused by inefficient systems, not people. As the team begins to solve problems, focus on system
issues, not just people.
Review Quiz
Review the questions below. Select the best answer by clicking on the corresponding letter. Once complete, hit submit and you will be presented with feedback.
1. Which of the following is an example of listening for meaning?
2. Bill is a facilitator and wants to reflect on Sylvia's comment in a nonjudgmental manner. Which of the following reflective statements would
be best for Bill to pose to Sylvia?
A. "You're kidding, Sylvia! No one will take that seriously! Give us another answer."
B. "Thanks for the input Sylvia. What are your reasons behind that idea?"
C. "We tried that before Sylvia. It didn't work. Got any other ideas?"
D. "Sounds good to me! In fact, that's the best idea yet - way to go Sylvia!"
3. Read the comment below, and then select the best restatement of the comment. "This project will require six months to complete. You
know how busy we are this time of year."
5. Read the negative statement below, then select the best positive restatement. "This approach will never work. That other department isn't
set up to do this kind of work!"
A. "That’s a good idea, but it’s unlikely that other department has the resources to make it work."
B. "What will it take to make this approach possible? What other resources do we need?"
C. "That other department has some nice people. Too bad they aren’t set up to do this kind of work."
D. "This approach worked in a department I used to work in. Too bad we’re not all working there now."
7. During a meeting, a new piece of information is provided to the team which has major impact on the team's goals. The team begins to break
down. As the facilitator, what are your next steps?
A. Call a timeout and simply break up the meeting. Reschedule when things calm down.
B. Call a timeout. Let the team decide what to do next.
C. Let the team continue to break down as it is a natural development stage.
D. Call a timeout. Ask what's missing. Direct the team to explore options through a brainstorming session.
3. Read the comment below, and then select the best restatement of the comment. "This project will require six months to complete. You
know how busy we are this time of year."
5. Read the negative statement below, then select the best positive restatement. "This approach will never work. That other department isn't
set up to do this kind of work!"
7. During a meeting, a new piece of information is provided to the team which has major impact on the team's goals. The team begins to break
down. As the facilitator, what are your next steps?
• Ensure that all team members contribute, by working with those who need help (a sure way to undermine a team is to ignore its nonperformers)
This form is a tool to chart the progress in developing your business resumption plan. Each plan segment is listed with the development responsibility. Segments
with “*” denote team level development responsibility.
The Plan Development and Review Guide Provides additional information and data collection forms used in plan development. Questions:
Plan development responsibility: Already provided by the Business Continuity Office. Changes to the plan may change reference page numbers.
Module 1
*Team Responsibilities
Task duration ___ hours Objective date: __________ Date completed:_________
Plan development responsibility: The Team Leader must enter the names of the team leader and alternate to page 6 of the plan.
*Critical Functions
Task duration ___ hours Objective date: __________ Date completed:_________
Plan development responsibility: The Team Leader must enter the names of the critical functions performed by the department to page 6 of the plan. If Executive
Management has not determined the RTO the team leader will made a best guess estimate.
Plan development responsibility: The Team Leader must enter the locations for the primary and alternate evacuation assembly site, as determined by local
executive management, to page 6 of the plan.
*Notification
Plan development responsibility: The Team Leader must enter the vendor and customer names and contact information to page 15 & 16 of the plan.
Department/Teams that are the primary direct contact with vendors or clients should complete this form.
Plan development responsibility: The Team Leader must enter the primary and meeting place location information to page 8 of the plan. The meeting place is
where the team gathers once activated for an after hours disaster.
Plan development responsibility: The Team Leader must enter the space and resource information on page 17 of the plan.
Plan development responsibility: Team Leader must enter the resource information to page 18 & 19 of the plan.
Plan development responsibility: The Team Leader must enter the recovery site information to page 21 of the plan once local executives choose a site and
provide the information.
Module 3
Plan development responsibility: The Team Leader must enter the recovery box inventory once the boxes are filled and removed off site. This item is optional. If
this item is not part of your recovery strategies, state that on the form on page 24 of the plan.
Plan development responsibility: The Team Leader must enter the information to include the location of the items. This item is optional. If this item is not part of
your recovery strategies, state that on the form on page 26 of the plan.
Plan development responsibility: The Team Leader must provide manual processing steps on page 32 of the plan to continue functions until systems are
available. If system validation is part of the team’s responsibility, steps for validation of the system should also be included.
The following segments are already provided by the Business Continuity Group and does not require team development.