Facilitating a virtual team workshop

Previous blogs in this series: Facilitating a Workshop and Designing a (strategic) workshop 

The previous article related the conversation between the Task Leader and the Facilitator and using the Process Iceberg®[1] the Facilitator had explained the need was to work hierarchically down.

[1] See ‘Facilitation – Develop your expertise’, Section C, 19, page 185 -189 Process Iceberg® Organisation Model.

This meeting took place online.

Facilitator: Good morning! How has lock-down been going for you and the organisation?

Task Leader: Not too bad, thanks. We have had to furlough several my team. However, because what we do is regarded as essential, we have had has managed to keep in contact with most of our customers and it’s been interesting how we have adapted to online meetings with the customers and with each other. In fact, I think we have learned a lot and will certainly be using the online medium much more in the future

Facilitator: Interesting! Well, in the first meeting you’ll remember that we discussed the need to establish an understanding of the external environment and in our second meeting we examined the process for implementing any strategy.

They both reflected on the conversation:

Facilitator: So what you’re saying is that there are external key drivers that impact on what and how you need to?

Task Leader: Key drivers?

Facilitator: Yes, these are the external ‘forces’ which your organisation (department/function) needs to keep constantly in the forefront and used to align objectives.

Task Leader: They have limited experience of that or understanding it. So, I think what you’re saying is that need to understand comes before setting objectives.

Facilitator: Yes. I suggest that having these in place is imperative, BEFORE the away day. I think you have a key decision to make here…. You could tell them what your customers/stakeholders want, you could Sell your understanding to them, you could get them Participating in finding out under your guidance or Delegate to them to find out for themselves. What do you think would be most appropriate, given their lack of experience and the need to get the picture clear?

Task Leader: I’d love to say, get them to find out for themselves, but and it’s a big ‘BUT’, they have a day job, they might not get the information because they lack the experience and from what I’m gleaning this is key to our (future) success.Yep and you’ll know from my email that I have been talking with our key stakeholders with a view to understanding their situation. As I said, I continued that process in lock-down and noticed that they were adapting what they did and how they did it.

Facilitator: Great! So, you are now ready to share that with the team and to use that as a basis for examining the strategy?

Task Leader Yes, and as you pointed out I needed to do the exercise myself, first because I wanted to understand the environment and secondly because I wasn’t confident in how effective they would be in exploring what for them could be quite threatening.

Facilitator: Yes, I remember, and we agreed that you would then share the findings with them in such a way as to get their buy-in and understanding?

Task Leader Yes.

Facilitator: Well, I’d like to introduce you to a tool for helping people to buy-in to change. I will share my screen with you:

It’s called: “U I A = O + E” and it’s the strategic version of ‘SPO’[1]

If I close in on it, you can see that it is a process for gaining buy-in.

[1] SPO – Section 2.4

It’s hierarchical, like the Process Iceberg©, it is sequential, each stage follows the previous one, and you’ll see that the % is higher for the ‘U’, and it decreases in ‘I’ and ‘A’.

Task Leader: Let me read it through…..

So, what you are saying here is that I need to help them Understand the Key Drivers and the Implications first BEFORE we do anything else?

Facilitator: Well, yes, though not so much ‘before’ as a major stage in getting them to Owning the potential change and to Empower them to take independent action on behalf of your team and the organisation. The more time and effort you put into: “U” and “I” the more effective the Application of the change becomes.

Task Leader: I think I can see, but just explain to me how we can use it.

Facilitator: Well you have identified the Key Drivers and you can see for yourself the Implications of these, is that right?

Task Leader: Absolutely, it has convinced me that we will need to change what we do and how we do it.

Facilitator: So, you need to help them get to the same place. But and it is an important ‘BUT’. They need to own it, not just be told it, if change is going to be embraced. That is assuming that you have some control over the change and have the time to make the changes and are not in a situation where you MUST change now and have no options?

Task Leader: Yes? We have some control and we do have some time but ultimately if we don’t change what and how we do it, our customers will go elsewhere and we will lose our place in delivering the service.

Facilitator: (Preparing to try their first SPO with the ‘S’) [1]

Good, well even more reason to get buy-in. So, this is what I suggest is that you hold an online meeting and explore the Key Drivers as an important step in managing the change you need to see happen.

Task Leader: OK? So, what next?

Facilitator: Well, I will prepare what I call, an ‘Agenda Process’,[2] which is the Objectives identified and aligned with a Process for achieving them. I will use a form like this (shares screen).

[2] Planning the Agenda Process – Section 5.3

Facilitator: If we go through it, you will see the way it will be presented. I suggest the Objectives would be: “To explore the Impact of the Key Drivers”. Each Activity will then contribute to achieving that Objective.

Task Leader: OK, so, I will look at a date when we can hold the meeting. How much time will we need? An hour ..?

Facilitator: If you look at the ‘Degree of Uncertainty’ column you will see that we need to determine the ‘Degree of Uncertainty’. As you have already done a lot of work exp0loring the Key Drivers, then I think the Objective will be: ‘Complexity”.... I’ll share my screen again and show you an extract from the ‘Facilitation – Build your Expertise’:

So, given you have identified the Key Drivers then it’s a matter of determining what this means, so it’s ‘Complexity’. However, .... see my screen again:

You should expect it to take two and a half times the time you imagine. So, I think we should allow about 2 ¹/2 hours! [1]

Task Leader: 2 ¹/2 hours! That seems a long time? Do we need all that amount of time?

Facilitator: Well, I’ll create the Agenda Process and we can see. I’ll build in a break because it is tiring watching a screen for too long.

Task Leader: OK, let’s see what you come up with and take it from there. As I said, I will agree a date with the team and earmark 2 ¹/2 hours in their diaries.

Facilitator: You’ll have the Agenda Process in your inbox tomorrow and you can then email your response or we can chat again, if we need to.

Task Leader: Great, thanks, I look forward to seeing it. Thanks for all this!

The online meeting was closed.