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HRM - The manager as facilitator

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J. N.

on 10 December 2013

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Transcript of HRM - The manager as facilitator

4 Stages
stage 1
Working with individual differences
When groups experience changes in membership, they will need to go through the four stages again.

Identifying the work group's charge
Many Company tried to do this, However, not every company works.
In this chapter, we introduce some “how-tos” of building and managing work groups

Common Temperament Behaviors When Stressed
Reflective self-awareness is the most valuable method of launching successful facilitation.

Value: What individuals consider important.
Beliefs: What people believe to be true.
Needs: What people require to sustain themselves.
Attitude: Intellectual or mental perspective used to make sense of the world.(Typical combine values, beliefs, learning, and life experience.)
Skills: What people are able to do.

Facilitators can do well facilitation.

The facilitation cycle
by Josef W. Seifert

Tasks to accomplish
Ways to accomplish tasks
Observable characteristics of group member in forming
Questions to be answered
Residual problems if group does not success fully complete Forming

stage 1
Stage 2
The facilitator begins by helping the group clarify the reasons it was formed and what it is responsible for accomplishing .

Storming is a natural byproduct of groups learning how to work together.

Introducing constructive methods of addressing conflict and resolving problems
stage 3
Stage 4
Group members revise the procedures, guidelines, and protocol that have proven limited or unsatisfactory.

Performing is the true productive stage of the group.

Case Study
To what extent have I identified and defined my values, beliefs, needs, and attitudes about facilitation?

How well will my facilitation values, beliefs, needs, and attitudes serve me in my facilitation efforts?

Serve the groups with which I work or will work?

Basic Needs
Can you feed up yourself?
Safety Needs
Do you work in a safety place or a safety job?
Social Needs
Are you getting along with people well? Or being like by others?
Esteem Needs
Do you feel happy or respected about what you do?
Are you really doing what you want?

How well will my facilitation values, beliefs, needs, and attitudes serve me in my facilitation efforts?
Serve the groups with which I work or will work?
Pros and Cons
What kind of job or people you want to work with
Finding your own people

What temperament theory instruments am I interested in investigating? In using?

Step 1:
Group's charge establishment
Step 2:
acceptation by the group
Step 3:
Share the charge with the larger organization
Developing the work group's charter
4 components :
1 More Question

How well do I understand the four stages of group development?
(Forming/Initial Norming, Storming, Renorming, Performing)

What is my level of comfort with guiding work groups successfully through each step?

Facilitators need to identify their group members’ temperament preferences.

Thus, facilitators can choose interventions and actions that will maximize group success as well as improve problem situations.

. Self-awareness
is fundamental to a facilitator’s success. Managers need to understand their interaction preferences to determine how they will influence the group.

2. Every individual has a preferred
learning, working, and living style or styles
. Facilitators need to be able to elicit those style behaviors that serve the group best.

3. Groups produce the best results when they are composed of members with
different styles
. Facilitators must guide group members beyond tension that is initially created by style differences and encourage appreciation of different perspectives.

4. Groups have
four developmental stages
—Forming/Initial Norming, Storming, Renorming, and Performing. It is up to the facilitator to identify these stages and recognize when the group has successfully completed each stage.

5. Groups need a clear
charge and charter
to attain their assigned tasks. At the group’s onset, facilitators should direct the group through each charge and charter step.

Round up
Work groups are dynamic, particularly as they work within a larger organizational context

A lot of circumstances can compromise the group‘s work as f.e. institutional and customer support might waver or group membership might change

It is the facilitator‘s responsibility to help the group to overcome upcoming issues by identifying and resolving problems and to restore each member‘s commitment to exemplary performance

Groups and facilitating
Case from Edith Cowan University in Australia

Students to utilize their special skills to meet a “real need” for an industry client.
20 teams of 5 persons with different tasks; programmers, graphic designers and project manager (facilitator).
The aim was to give students a real experience and heavily focused on team working and problem solving.
One very successful team and one that severe a lot of problem.

Successful team
Highly successful in developing a quality product, as well as being highly collaborative.
Positive comments about other team members.

Friendly team meetings, and at no stage were team issues discussed as being problematic.
Always focused on the project.
In almost all of their responses in interviews, focus group meetings and questionnaries it was evident that this team was committed to:
- Commitment to team success and shared goals
- Interdependence
- Interpersonal skills
- Open communication and positive feedback
- Appropriate team composition
- Commitment to team processes, leadership & accountability
Delivered a high quality product.

Unsuccessful team
Severe team problems, dysfunctional and had to be split.
Resentment amongst team members escalated.
The tutor had several meeting with no results.
Form two separate teams.
- This team was formed haphazardly.
- One was highly motivated, others not.
- Two was highly competitive and focused in this team.
- They gave no support to each other
- Different goals in the team.
- Didn’t discuss the problems, only criticism and negative feedback.
- The project manager (facilitator) was the youngest one and didn’t command the respect needed.
- Meeting – waste of time
- Management – inneffective by most of the team members

Summary of the case
This study compared how well two teams performed by comparing attributes identified for successful teamwork.

This case shows that the steps how to build a successful group is necessary to deliver a high qualitative achievement.

This case shows the importance of having a good facilitator.

Shows the effectiveness of a well working team.

Achieve understanding of purpose
Learn about the other members of the group
Establish initial interaction protocol

are we here?
are we expected to accomplish?
am I working with?
will we work together?

What do I expect from others?
What do others expect of me?
How do I feel about the expectations?

Resolve differences in what group members expect of each other
Review how members will work together

How are we going to work together in ways that will be mutually satisfying?

Produce the output expected from the group
How will we know when we have been successful?

stage 2
stage 3
stage 4
Identify what members expect from each other and how they expect to work with each other
Common Behaviors When Stressed Temperament 1
Common Behaviors When Stressed Temperament 2
Common Behaviors When Stressed Temperament 3
Common Behaviors When Stressed Temperament 4
Takes things personally
Becomes more concerned about acceptance of self than tangible results
Acts impulsively—heart exclusively over mind
Becomes inattentive to detail
Is emotionally unstable

Exhibits extreme aloofness and withdrawal
Hesitates to act without precedent
Yields position to avoid controversy
Refuses to communicates (the silent treatment)
Communicates through sarcasm
Becomes perfectionistic (usually due to severe performance anxiety)
Is highly critical of self and others
Becomes indecisive, refusing to act without more and more and more data

Tries to control situations and others
Relies exclusively on rules and regulations (closed to new ideas)
Is anxious and worried
Insists on maintaining status quo
Resists starting on new, unstructured assignments
Refuses to change
Holds onto past experiences and feelings
Waits for orders before acting
Experiences psychosomatic problems

Oversteps prerogatives and group norms (may become defiant)
Stimulates anxiety in others
Dominates others
Is restless
Becomes blunt and sarcastic
Sulks when not in limelight
Is critical and fault-finding
Resists participation in groups
Interrupts and/or ignores others

Four key elements differentiate work groups from other types of groups
Working through the Stages of Groups
1. The group has a charter or reason for working together.

2.Members of the group are interdependent—they need and share each other’s experience, ability, and dedication to arrive at mutual goals.

3. Group members believe that working together as a group leads to more effective decisions than working in isolation.

4. The group is accountable as a functioning unit usually within a larger organizational context.
Successfull groups typically negotiate four stages.
In 1960 Bruce Tuckman identified these stages.
1. Forming/Initial Norming
2. Storming
3. Renorming
4. Performing
Facilitator should educate the group about the stages of group development, help them identify what stage they are currently are in, and guide them through the successful completion of each stage.
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