Team Facilitation

Although each team works differently, almost all teams could function more smoothly. In this section, we will explore how to facilitate teams. On some professional teams, a particular person, like a project leader or manager, is the facilitator. However, your team may want to rotate this job, or divide the responsibilities between yourselves.

Main duties of the Team Facilitator

Setting the stage/ground rules — Creating the team "atmosphere."

The facilitator usually begins by setting basic ground rules, such as:

no personal attacks
participation is expected from all the members.

In face-to-face meetings, some facilitators even set time limits on contributions from each member. Generally, the facilitator's job is to make a safe place to freely express opinions and exchange ideas.

Equalizing participation — Getting everyone to join in the process.

Some people are more naturally extroverted while others are shy. The team facilitator's job is to tone down the more dominant members and encourage the quiet ones.

Methods for working with dominant team members:

Thank the team member for his/her contribution and then ask to hear from the other members.
Talk to the dominant member privately. Ask him/her to allow other members to participate in the process.
In the worst-case, the dominant member may have to switch teams.

Methods for encouraging quiet members:

Poll team members on a particular question or issue.
Ask the shy team member for input on a certain point.
Talk in private with the team member and ask why they haven't joined in.
Again, in a worst-case scenario, the member may need to leave the team.

Research says participation balances better online.

Dominant personalities aren't as strong and quieter members participate more than in face-to-face meetings.

Keeping the team on task — Maintain group focus.

Team discussions often wander off topic in different directions. While some wandering may be helpful to generating new ideas, too much can be a waste of time. An experienced team facilitator balances creative diversions with keeping the team focused on the task at hand.

Resolving disagreements — Working through controversy.

Humans have a natural habit of disagreeing with each other. So it's a good idea to expect and even welcome controversy when it occurs. Disagreements can bring to light different points of view. Resolving these issues will make a better project in the end.

Methods for resolving disagreements:

View the disagreement as an opportunity for creative problem solving.
Keep the discussions from deteriorating into angry outbursts or personal attacks.
Maintain a level head.
Clarify where overlaps and disagreements are occurring.
Make sure that everyone agrees on the point(s) or issues that sparked the controversy.
Once these points have been clarified, methods to resolve the dispute can be explored.
Remind the team of their common goal and purpose.
If the team is in a competitive situation (as they would be in the "real" world), use it to help the team focus and agree more quickly.
If the arguments continue, it may be wise to break off the discussion for a while. Agreeing to disagree allows time to think through issues before resuming discussions.

Although working through disagreements can take time and energy, the final project will be stronger. Team members who are not given an adequate hearing can sabotage the project or the team process. Furthermore, unexplored disagreements could result in design flaws that could have been avoided.

To help facilitate your team, the following describes effective groups. Even though it was written many years ago, it still applies today.

Effective Groups

The atmosphere tends to be informal, comfortable, and relaxed.
There is a good deal of discussion in which nearly everyone participates, but the discussion remains relevant to the task.
The objectives are well understood and accepted by all members of the group. Initially, there is free discussion of the objective but it eventually is formulated in such a way that all members can commit themselves to it.
The members listen to one another. Every idea is given a hearing. No one is afraid of being considered foolish by putting forward even extreme ideas.
There is disagreement for disagreements are not overridden. The reasons for the disagreement are examined and there is an attempt to resolve them rather than suppress them.
Most decisions are reached by some form of consensus in which there is a general agreement and willingness to accept the decision. Formal voting with a simple majority is held suspect as the basis for best action.
Criticism is frequent and frank but comfortable and shows little evidence of personal attack.
Members feel free to express their feelings as well as their ideas not only on the problem to be solved but on the very operation of the group.
Assignments to members are clear and are accepted.
The group chair does not dominate nor is there evidence of a power struggle while the group is involved in achieving its task. The issue is not who controls but how to get the job done.
The group is self-conscious about its own operation.

Lawless, D. J. Effective management: Social psychological approach.
Englewood Cliffs, N.J. : Prentice-Hall, 1972.

Keep your sense of humor.

Through any team process, it helps to maintain a sense of humor and to not take things too seriously.

Choosing a Project Topic

Consensus — The best way to make team decisions.

Getting team members to agree by consensus can be tricky. Soon, your team will define a project topic. You may need to use the team facilitation methods we just went over in this section. Here is a quick review to help your team gain consensus for this assignment:

Review your options
Get input from all team members
Explore where you agree and disagree
Creatively explore solutions to disagreements
When an agreement has been reached, clarify it, summarize it, and put it in writing.

Goals and Purpose — Know where you are headed and why.

Goals define the teams' general direction and are often broad and far-reaching. In fact, some goals may not be attainable at all, such as:

Finding a cure for cancer
Eliminating homelessness
Saving the environment

A project purpose is much more focused on a definable task, and should be attainable within a set timeframe. Here are some examples:

Test the effectiveness of a new drug for curing AIDS.
Organize a fundraiser to build a homeless shelter in your community.
Lobby for passage of legislation to preserve more lands in their natural state.

Although, your goals for this class may be simpler, the process is the same for accomplishing any goal/purpose you commit to. Let's take a look at the following informal example in setting a goal and purpose:

Project Goal and Purpose:
Kim:	Pat, you're right about my needing to get away. I'm getting grouchy and short-tempered. It's time to reduce the stress in my life.
Pat:	Hmmm… I could go for some of that myself.
Chris:	We could all let go of some stress in our lives, but how? Join a Yoga class?
Kim:	No. I need a vacation!
Lee:	Count me in! A vacation trip might be just what the doctor ordered.

The Vacation Project Definition

Topic: We need a vacation!
Goal: To reduce stress.
Purpose: Plan a vacation.