TEchNOLOGy TRaNSFER MODEL - Javna agencija

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BUSINESS CULTURE
3.5.3 Core values
• Acknowledgement – Members of the group have all the information and expertise
to produce the outcomes they want.
• Acceptance – All ideas are allowed, considered and included.
• Appreciation – Each individual is honoured for her/ his own way of understanding
and processing information.
• Articulation – The Facilitator helps the group clarify and organize information in
meaningful ways.
• Flow – Each group and process has a unique cadence, pace and flow.
• Coherence – The process connects people, ideas and decisions together.
• Innocence – The facilitator invites the group to be responsible for the outcomes of the
process by not knowing the right answers.
• Competence – The facilitator offers the group tools and processes that will produce
the outcomes the group wants.
3.5.4 Decision process
Decisions are reached through consensus, a process in which differing points of view and apparently competing interests are taken
into account and integrated by prioritizing and values-based decision making.
3.5.5 Context
• Consider the people, the expectations and needs.
• Consider the timeframe.
• Consider the competence levels of audience.
3.5.6 Beliefs
• The audience is fully capable of knowing and producing the desired outcomes.
• No one needs fixing; all are expressing themselves perfectly.
• There is a positive intent behind each behaviour. (in anybody’s model of the world – it is based on a person’s values, beliefs, life
principles etc..)
• Resistance is a message about the observer of resistance.
3.6 Tips for effective facilitation
Diamond (Diamond, 2010) shares with us her top 10 aspects of smart, dynamic and effective facilitation:
1. Absolute clarity of what the work is that the group wants to accomplish
2. Pre-planning – creating a detailed process to facilitate the group through the meeting. Creating the process well can take hours
or sometimes days but, even with an amazing detailed process you have to be prepared for #3.
3. The ability and flexibility to switch gears mid-stream when your process is not meeting the needs of the group or the objective
has shifted (no matter how many hours went into the planning).
4. Tools and techniques for facilitating groups; knowing when to work as a large group, in small teams and as individuals; knowing
when to seek consensus and when majority or an individual take precedence.
5. Understanding the idea generation process, including how lateral thinking occurs and how to design exercises to help groups
think laterally.
6. An understanding of group dynamics; an ability to use that understanding to manage the group.
7. A willingness to address conflict if and when it occurs.
8. The ability to juggle multiple ideas in your head, bring them together succinctly and play them back to the group; the ability to
summarize the group’s progress towards the goals.
9. The ability to capture the record of the meeting, most likely by writing on flip charts but, if budgets allow, by bringing in a realtime
recorder to keep notes as the meeting moves along.
10. Knowing how to help groups build trust; beginning with setting agreements in advance and at the end of every meeting.
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