facilitative leadership skills for mobilizing the community€¦ · facilitative leadership skills...

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Facilitative Leadership Skills for Mobilizing the Community

December 2015

Presented by :

Disaster Cycle Services and

Center for Collaboration and Resolution,

Office of the Ombudsman

Facilitative Leadership Skills for

Mobilizing the Community

1


December 2015

Unit 1: Introduction

▪ Purpose and objectives

▪ Logistics

▪ Getting acquainted

▪ Expectations

2


December 2015

Course Purpose

3

The purpose of this course is to prepare

participants to practice effective facilitative

leadership skills w hen mobilizing the community

to meet client and community disaster-related

needs.

PG1

2


December 2015

Your Learning Objectives

▪ Describe how the concepts and challenges of facil itative

leadership apply to your Red Cross mobilize work.

▪ Discuss guiding principles and practices that can

influence your success in facilitating the mobilize process.

▪ Improve your communication skills through practice and

observation during a mock stakeholder interview.

4


December 2015


▪ Gain skills using interest-based problem solving

techniques to facilitate a group through addressing a

situation or issue and jointly designing a solution and/or path forward.

▪ Gain skills performing an intervention and receive

feedback.

5


December 2015

Logistics

▪ Agenda

▪ Training breaks/lunch

▪ Smoking

▪ Restrooms

▪ Emergency equipment and exits

▪ Parking lot

▪ Participant materials

6

3


December 2015

Getting Acquainted

7

Please tell us:

▪ Your name, region, position.

▪ One thing about yourself that others might not know.

▪ A characteristic—good or bad—of a facil itator you

observed.

▪ One expectation for the course


December 2015

Ground Rules Activity

▪ Ground rules define how the

group expects to work together

▪ Suggest a ground rule

– Describe the behavior or process you want to see

8

Ground Rules

Ground Rules

1. Clarify terms

and acronyms

2.


December 2015

Ground Rules

▪ When a group comes

together for the first time, it is

important to set group behaviors and expectations.

– It is the first thing a group

can decide on together.

– Over time, it builds a solid foundation for how the

group functions.

9

4


December 2015

Unit 2: Facilitative Leadership

▪ Discussion of The Art of Facilitative Leadership:

Maximizing Others’ Contributions

▪ The Red Cross Context

▪ Challenges of Convening Stakeholders

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December 2015

Facilitative Leadership Article

11

▪ Concepts you didn’t know, or

points you found interesting?

▪ Self-assessment. Anything

you’d l ike to share?

▪ Opportunities to apply

facil itative leadership skil ls in

your work with the community?

PG2


December 2015

Red Cross Doctrine

▪ From Disaster Cycle Services Principles

12

Be a facilitative leader across the disaster

cycle: the Red Cross w ill align w ith

government and w ork to enable the entire

community to participate in all phases of the

disaster cycle by shifting from being not only

a provider of direct services but also a

facilitative leader.

PG3

5


December 2015

Red Cross Doctrine (cont.)

13

▪ From “Mobilize the Community Framework” pg.5

Achieving the Vision and Goals

▪ In pursuit of this vision and the goals of the

Mobilize the Community process, we will

collaborate, connect and convene with diverse stakeholders to effectively mobilize our individual

and collective resources and to offer opportunities, expertise and guidance that encourage

collaborative action. We will engage and mobilize

the community by leading, participating or supporting as facilitative leaders.


December 2015

Mobilize the Community Goals

▪ Offer increased opportunities for participation and

engagement of a diverse set of community stakeholders

to take an active role in preparing for, responding to and recovering from disasters.

▪ Facilitate collaboration among community stakeholders

in order to encourage collective action and pool resources to meet disaster-related client and community

needs.

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December 2015

The Mobilize Process

15

1.0

Identify and connect

stakeholders and

match needs, interests,

and resources

2.0

Organize and ready

identified stakeholders

for joint activity

3.0

Implement and

complete joint activity

4.0

Assess and evaluate

activity effectiveness

Participating

stakeholder

s ready to

conduct

jo int

activities

Stakeholders

matched with

defined hazard/

human needs

Evaluation Report

Stakeholders completed joint

activity and are interested in

participating in another joint

activity

All core

and pillar

processes

Engage

Volunteers

and Deploy

Unidentified, unconnected

community stakeholders with

resources unmatched to hazards

and human needs

Communities with stakeholders who

have an increased ability to cope

with hazards and human needs

BEGIN END

6


December 2015 16

Purpose of Mobilize Doctrine

▪ Keep focus on clients and community

▪ Attain greater capacity by connecting agencies to

mobilize, pool, and leverage resources

– Red Cross may not always be the direct or main provider of the resource

▪ Work more collaboratively, intentionally and thoughtfully

▪ Ensure full and diverse participation

▪ May play role of convener


December 2015

Connecting the Pieces

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December 2015

Challenges of Convening the Community

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Red Cross

Disaster

Biomedical

Service to Armed Forces

International

Prep, Health and Safety

Marketing

Fund Raising

Finance

Information Technology

Human Resources

Community

Red Cross

United Way

The Salvation

Army

Emergency Mngmnt

Southern Baptist Disaster

Relief

Business

Hospitals

PG4

7


December 2015 19

“Act as if what you do makes a

difference. It does.”

--William James

“Find a need and fill it.”

--Ruth Stafford Peale


December 2015

Unit 2 Summary

▪ Facilitative leadership is emphasized in both the DCS

and Mobilize the Community doctrine

▪ You play an integrative role

▪ Consider what’s at stake for individuals, partners and stakeholders

▪ Everyone brings something to the table

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December 2015

Unit 3: Facilitation Skills Overview

▪ Defining Terms

▪ The Facilitator’s Mindset

– Values, beliefs, practices

▪ Getting Started

– Defining behavioral norms; setting an inclusive vision;

clarifying roles

▪ Decision-making Techniques and Strategies

▪ Power Dynamics

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8


December 2015

Facilitation - Definition

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Using collaborative values, practices and tools to help a group increase effectiveness by improving its process and structure for its meetings and work sessions.

PG6


December 2015

Facilitation Mindset

▪ Belief in collaboration

– Solutions that satisfy mutual interests of multiple

people and groups last longer

▪ Transparency

– Sharing information is critical

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December 2015

Establishing an Inclusive Vision

▪ The joint vision all parties have regarding the reason you

are working together

▪ Clarify common interests and desired outcomes

– What are you focusing on?

– Why is it important?

▪ Do this when working with a group or one-on-one

▪ The vision helps maintain focus and motivation

▪ Usually occurs during Step 2 of the Mobilize Process

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PG7

9


December 2015

Setting Inclusive Norms

▪ Define behavioral

norms by consent

25

W

What behaviors should

we follow if we disagree?


December 2015

Sample Norms

▪ Acknowledging valid points

▪ Agreeing not to dismiss ideas without really exploring

them

▪ Making sure everyone is heard

▪ Calling a time out if conversation gets too heated or we are going in circles

Note: We can define new norms as a group as they

become necessary.

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PG8


December 2015

Clarifying Roles

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▪ Your role as:

– Red Cross representative in mobilize activities

– Facil itator when needed to help the group reach an

outcome in a democratic and inclusive way

▪ Respective roles and responsibilities of all participants

– Group leader? Scribe?

– Other members

PG9

10


December 2015

Insult Line

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Inform Consult Engage Collaborate

▪ When you think someone should be involved on one

level and they are expecting to be involved on another


December 2015 29

Option Pros Cons Uses

Spontaneous Agreement

• Fast, easy• Unites

• Too fast• Lack of discussion

• Spur of the moment decision when full discussion isn’t critical

• Triv ial issues

One Person • Can be fast• Clear accountability

• Lack of input• Low buy -in

• No synergy

• When one person is the expert• Individual willing to take sole

responsibility

Compromise • Discussion• Creates a solution

• Adversarial• Win/lose

• Divides the group

• When positions are polarized; consensus improbable

Multi-voting • Systematic• Objective

• Partic ipative

• Feels like a win

• Limits dialogue• Influenced choices

• Real priorities may not surface

• To sort or prioritize a long list of options

Voting • Fast• High quality with dialogue

• Clear outcome

• May be too fast• Winners and losers

• No dialogue

• Influenced choices

• Triv ial matter• When there are clear options

• Division of group is OK

Consensus Building

• Collaborative• Systematic

• Partic ipative

• Discussion-oriented

• Encourages commitment

• Takes time• Requires data and member

skills

• Important issues• When total buy -in matters

Decision-Making Techniques

PG10


December 2015

Activity: Decision-Making

1. Think about a time when you were working with an individual, partners or external stakeholders and a decision needed to be made.

2. Choose a partner and share your experience.

3. What technique or process did you use?

– Did the technique work?

– If not, identify a technique that might have worked better.

Timeframe: 10 minutes

30

PG11

11


December 2015

Decision Process Strategies

▪ Clarify up front how decisions will be made.

▪ Clarify how final decisions will be made where there is

disagreement in the team.

▪ Remind participants that differences of opinion are natural and expected.

▪ Identify areas of agreement.

▪ Where there is continued dissension, consensus works

best.

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December 2015

Consensus Building Strategies

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▪ Test to see if the group is close to

consensus.

– Can each person live with the

decision?

▪ Be aware of members changing their

minds just to avoid conflict.

▪ Avoid conflict reducing techniques like

majority vote or trading.


December 2015

Activity: Power Dynamics

Discuss the following:

▪ What power, as a representative of the Red Cross, might

community partners perceive you to have?

▪ What power do you see various community partners possessing? Who are the most influential players

among the community groups?


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PG12

12


December 2015

Sources of Power

▪ Formal authority, position,

relative rank

▪ Legal prerogative

▪ Information–knowledge

▪ Association (connections)

▪ Resources

▪ Rewards and sanctions

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▪ Personal characteristics

(e.g., charm, intelligence)

▪ Procedural

▪ Moral power

▪ Emotional arguments

▪ Persistence


December 2015

Inclusive Norms – Facilitator’s Guideposts for Ensuring Effective Participation

▪ Manage participation – intervene as needed.

▪ Ensure everyone is part of the discussion.

▪ Ensure structure exists for each part of the

agenda.

▪ Ensure effective decision-making tools are used

to bring closure to all items.

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PG13


December 2015

Unit 3 Summary

▪ You need to hold the belief that collaboration is key to success—even though it may lengthen the time it takes to

complete a task or address a concern.

▪ Your job is to help the group dev elop a clear understanding of:

– What behav ior is expected.

– Roles and responsibilities of all participants.

– Decision-making processes to be used.

▪ Working in a collaborative manner builds confidence and trust.

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13


December 2015

Unit 4: Communication and Inquiry Skills

▪ Basic Communications Skills Refresher

– Listening, questioning

▪ Stakeholder Role Play

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December 2015

Basic Communication Skills

▪ Eye contact

▪ Body language

▪ Undivided attention

▪ Active listening

– Verbal reinforcement/paraphrase

– Clarifying questions

▪ Waiting/silence

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December 2015

Asking Clarifying Questions

▪ Increases understanding among listeners and speakers

▪ Makes something that was just said more

clear

Ask questions:

▪ When y ou need more details

▪ When inf ormation is confusing

▪ When y ou don’t understand or y ou perceive others in the group don’t understand

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PG14

PG34,35

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December 2015

Questioning Assumptions

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▪ Assumptions are beliefs you take for granted

“False assumptions lie at the root of almost every failure.”

--Brian Tracy


December 2015

Summarizing

Summarize to:

▪ Check each person's understanding of what has been said to

that point.

▪ Note any special and important points from the conversation that y ou feel need to be highlighted.

▪ Bring the conv ersation to a close.

▪ Restate any contracts or agreements made during the

conv ersation.

▪ Ref resh each other’s memory of what has been discussed.

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PG15


December 2015

Activity: Stakeholder Interview

▪ Read your assigned role

– mobilizers

– stakeholders

– observers; make notes on checklist

▪ Conduct the interview


42

PG16,17

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December 2015

Unit 4 Summary

▪ Be aware of your verbal and nonverbal communication

▪ Actively listen, ask questions and seek clarification

▪ Summarize frequently to enhance understanding

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PG18


December 2015

Unit 5: Interventions

▪ Definition

▪ How to Decide When to Intervene

▪ Intervention Language

▪ Intervention Steps

▪ Intervening When a Conflict Has Occurred

▪ Practice

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December 2015

Intervention—Definition

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A process to show the group a picture of its current state of behavior or eff iciency and provide the group w ith a choice on w hether or how to improve the group’s functioning.

PG19

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December 2015

Deciding When to Intervene

▪ You can intervene when:

– People aren’t l istening or hearing each other

– There are side conversations

– People are interrupting each other

– People are sarcastic or disrespectful in word or tone

– The discussion is off track

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December 2015

Deciding Whether to Intervene

▪ Consider when deciding if an intervention is advisable:

– Is the problem serious?

– Might it go away by itself?

– How much time will interv ening take?

– How much disruption will interv ening cause?

– How will interv ening affect relationships or hurt the climate?

– What are the chances the intervention can work?

– What will happen if I do nothing?

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December 2015

Intervention Steps - 1

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▪ Describe what you are seeing

– Do not attribute motive

– Be non-judgmental 1

PG21

17


December 2015


49

▪ Make an impact statement

– Based on actual observations you have made, share the impact the person’s action is having on you, the other people, or the process

2


December 2015


50

▪ Invite members’ suggestions of what to do or make your own request 3


December 2015

Activity: Intervention

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1. Choose a card that describes your role in each of four

rounds.

2. Discuss the first topic, page 22.

3. If you are the intervener, follow the intervention steps.

4. When the first intervention is over, assume the next

role on your card and begin to discuss topic #2.

5. Continue until everyone has had a chance to intervene.


PG22

18


December 2015

Intervention Tips

▪ Frame the interv ention as a choice – a mirror

that when members see their reflection, they

can decide what is or is not working.

– Then the group members can decide how

they f eel, what would work better, and

jointly define next steps.

52

▪ When the group is stuck in task, move to process; when stuck

in process, move to task.

▪ Be cautious about intervening: watch for repetitive, difficult

behav iors that are not resolving themselves.

PG23


December 2015

Getting Unstuck

▪ Record ideas

▪ Test for consensus agreement

▪ Hold members accountable

▪ Use the Parking Lot

▪ Assign tasks to make progress on issues

53


December 2015

Facilitating Through Conflict

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What happened? Feelings Identity

I feel like my

team doesn’t trust me

I had no way

of knowing that!

I wonder if I

can really do the job

PG25

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December 2015

Strategies for Dealing with Heightened Conflict

▪ Allow venting

▪ Slow things down

▪ Facilitate assertively; use ground rules; stay involved

▪ Structure the discussion

▪ Remain calm

▪ Call time out if needed

55


December 2015

Discussion—Conflict

▪ Think of a current or past conflict you encountered while

working with internal or external stakeholders or external

partners

▪ Share the example with the class

▪ Develop, as a class, a strategy for handling the conflict

56


December 2015

Concluding Points about Conflict

▪ Follow the steps!

▪ Conf lict is normal and natural

▪ Addressing a conf lict in the moment can help resolve it, rather than letting it grow and f ester over time

▪ Contact regional and div isional leadership for help resolving a conf lict

▪ You may also contact the Ombudsman’s office

– For help resolv ing a conflict (they facilitate)

– For coaching on helping y ou facilitate through the conflict

57

PG26 PG36-38

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December 2015

Unit 5 Summary

▪ Avoid problems by establishing clear ground rules and

providing opportunities for participation.

▪ You don’t have to be the group facilitator or meeting

leader to intervene.

▪ Seek to understand not only what is said, but what is not

said.

58


December 2015

Unit 6: Interest-Based Problem Solving

▪ Definition and Rationale—Why Use It?

▪ Interests versus Positions

▪ Six-step Interest-Based Problem Solving Model

▪ Practice

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December 2015

Interest-Based Problem Solving Definition

60

A structured process to enable a group, often

w ith multiple stakeholders, to craft solutions

by identifying and w orking w ith all of the

parties’ underlying needs and interests.

PG26

21


December 2015

Rationale

▪ Interest-based problem solving is used to:

– Focus on the issue

– Explore all underlying interests

– Be open to possibilities and opportunities

– Satisfy others’ as well as your own interests

– Use agreed upon criteria to reach the best solutions

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December 2015

Positions vs. Interests

▪ Positions are expressed as a statement

– “I want”

– “I need”

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▪ Interests focus on the why behind the statement

– I need…. because/so

that/in order to

Identif y underlying interests by asking:

– Why do you want that?

– Why is that important?


December 2015

Explore Interests

▪ What we want vs. why something is important

▪ Behind every complaint is a request, behind every position is an interest

– What are the other person’s needs, motivations, pressures?

– What are your own? What pressures are you working under?

▪ Emphasize shared nature of the problem and joint problem solving

63

PG27

22


December 2015

Interest-Based Problem Solving Model

Step 1 Select an Issue

Step 2 Identify Interests

Step 3 Establish Criteria

Step 4 Develop Options

Step 5 Evaluate Options

Step 6 Document the Solution

64


December 2015

Step 1: Select an Issue

▪ Identify the issue to be worked and its scope

– What is the issue to be addressed?

– Ensure everyone is addressing the same issue

– Separate out sub-issues

▪ Identify related topics/issues/sub-issues

65

PG28


December 2015

Example: Main Issue – Volunteer Coordination

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Sub-issues:

▪ How to handle the v olume

▪ How to handle multiple companies

that hav e volunteered to do debris remov al

▪ How to coordinate among different

partners who prov ide v olunteer serv ices

▪ Saf ety and security of volunteers

23


December 2015

Step 2: Identify Interests

▪ Brainstorm a list of interests for the issue you are

working

▪ Clarify the interests (do not debate them)

▪ Convert positions into interests – reword positions:

– “How does that meet your need?”

– “What does that mean?”

– “Why is that important to you?”

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December 2015

Interests

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I’m concerned about community safety with all these strangers in

town….. and possible lawsuits if

someone gets hurt.

~Local Emergency Manager


December 2015

Step 3: Establish Criteria

▪ Develop a list of criteria or use generic criteria

– Meets all parties’ needs

– Advances meeting shared mission

– Practical, legal, equitable

▪ Adopt criteria by consensus

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December 2015

Step 4: Develop Options

▪ Review the interests

– Remind group that options are possible solutions to

meet interests

▪ List options

– When it slows, refocus on interests

▪ Clarify options offered but do not yet evaluate the options

70


December 2015

Step 5: Evaluate Options

▪ Reduce the list of options being considered

▪ Refer to identified interests and to criteria agreed upon

▪ Now discuss the options having the most support

▪ Modify options to address interests and needs better

▪ Continue until consensus is reached – visibly mark

where consensus is reached

71


December 2015

Step 6: Document the Solution

▪ List adopted options

▪ Write language for each adopted option

▪ Reach consensus on final language

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25


December 2015

Reminders

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Don’t skip any steps!

PG29


December 2015

Fast-Paced, Chaotic Environments

▪ Consider having someone else facilitate the process (if you are very involved).

– Having one facilitator devoted to process will help keep things moving.

▪ No time to locate a facilitator? Delegate!

– Ask someone in the group help keep time and record results while you facilitate the discussion.

– Ask another person in the group to raise a hand if the group starts to go off subject.

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December 2015 75

“I suppose leadership at one time meant

muscles; but today it means getting

along with people.”--Mohandas K. Gandhi

“Setting an example is not the main

means of influencing another, it is the only

means.”--Albert Einstein

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December 2015

Scenario: Gulf Coast Stakeholders

School Administrator Senior Center Manager

Chemical Plant Manager Local Emergency ManagerRed Cross

Representative

76

PG30


December 2015

Scenario: Gulf Coast Issues

▪ Extreme hot weather

▪ Disease outbreak

▪ Chemical spill

▪ House fire

▪ Hurricane preparedness

77


December 2015

Activity: Interest-based Problem Solving Role Play

1. Read y our role.

2. Red Cross Representative leads group through the model.

3. Do a small group debrief —f acilitators first, then observ ers and others.

Timef rame: About 30 minutes

78

Step 1 Select an Issue

Step 2 Identify Interests

Step 3 Establish Criteria

Step 4 Develop Options

Step 5 Evaluate Options

Step 6 Document the Solution

27


December 2015

Unit 6 Summary

▪ Using interest-based problem solving allows you to demonstrate your facilitative leadership skills.

▪ This contributes to:

– Enhanced and positive relationships.

– Increased respect for all parties, which can increase trust.

– Increased ability to carry out the joint mobilize activity with buy-in and support from all parties.

– Well thought-out solutions that will last longer.

79

PG31


December 2015

Unit 7: Course Closing

▪ Action plan

▪ Review objectives

▪ Review Parking Lot questions

▪ Certificates

80


December 2015 81

Action Plan

1. Rev iew y our self-assessment from reading the Cufaudearticle.

2. Consider the knowledge and skills you learned in class.

3. Identif y those you would like to develop further, how y ou will do this, and what resources are av ailable to you.

Knowledge/Skill Method to Acquire Resources

PG32

28


December 2015


▪ Describe how the concepts and challenges of facil itative

leadership apply to your Red Cross mobilize work.

▪ Discuss guiding principles and practices that can

influence your success in facilitating the mobilize process.

▪ Improve communication skills through practice and

observation during a mock stakeholder interview.

82


December 2015


▪ Gain skills using interest-based problem solving

techniques to facilitate a group through addressing a

situation or issue and jointly designing a solution and/or path forward.

▪ Gain skills performing an intervention and receive

feedback.

83


December 2015 84

Key Take-Away Points

▪ Being a facilitative leader means w orking w ith the interests and needs of all the participants in the community involved in mobilizing.

▪ Community Mobilization and Partnerships and the Office of the Ombudsman are here to assist you.

29


December 2015 85

Contact Information

Community Mobilization and Partnerships

Email: [email protected]

Center for Collaboration and Resolution

Email: [email protected]

Main Office Line: 202.303.5399 Toll Free Line: 1.866.667.9331Direct Confidential Line: 202.303.5340


December 2015 86

Thank you for attending

and for your participation!

Facilitative Leadership Skills for

Mobilizing the Community

facilitative leadership skills for mobilizing the community€¦ · facilitative leadership skills...

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