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3 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. 33
KNOWLEDGE FOR BUSINESS IN BORDER REGIONS 3.7 Group process and group mind 3.7.1 What is a group and a group process I am sure that we all remember taking part in different games as children. Being part of a group enabled us to have (more) fun, and also to learn from each other. Together with other children it was much easier or even possible to climb a tree or move a small truck from a playground – something we would have not found feasible alone. Nay the letters of a word TEAM (which is not the exactly the same as a group – roles of the members are much more defined in a team than in a group) mean: Together Everyone Achieves More. So, what is a group, what a group process and why it is worthy to work/ be part of a group? A group consists of individuals who with clearly defined goals and expectations consciously take part in a group process. Group members believe that with group work they will be able to reach a set goal more easily (than by themselves), and that each individual disposes of intellectual capital and willingness, which will help reach the set goal more efficiently. A group process is a procedure by which a group systematically advances toward the set goal. The goal itself is usually a selection of idea solutions for a specific problem or achieving consensus about the suggested solution. In accordance with the desired goal and expressed needs of group members a facilitator chooses methods and techniques of group work. What are the main reasons that we engage ourselves in different groups (work environments, clubs, associations, peer groups, project groups etc.)? • We cannot achieve everything we desire by ourselves. • Nobody is an island – we, human beings, are social beings. • More people know more – we rely on group wisdom (experience, skills, capabilities, social network) • In a group is much nicer than by oneself. • If I cannot, there must be somebody within the group who can/who knows. • We are stronger, faster and more efficient as a group. • We are all part of a chain. • Only together we can achieve certain goals. However, there are not only advantages of being a group member or working in a group. Here are some issues of group features which have to be taken into considerations: • Individuals, forming a group, differ in various aspects: they have different values, expectations, beliefs, experience, education … They origin in different cultural, corporate, institutional, technological, educational etc. backgrounds. • Group members also differ in terms of gender, social and economic status, age, profession. • The individuals also differ in their learning styles, personalities (MBTI, representational systems, SDI – Strength Deployment Inventory, …). • Different people have also different needs, expectations, preferences, interests, hopes and also concerns, fears, frustrations … • The more difference in the group, the more possibility of conflicts. • More people, more ideas – sometimes it is not at all easy to consider and appreciate each of them – some people may feel disregarded. • When there is a group, there might be a tendency to conformity and polarization. • Some group members can become very aggressive if their values are for any reasons violated. • …. 3.8 Facilitator’s core roles, (special) skills and competences for facilitating knowledge transfer Here are some ideas about competences a TTF should have, collected by the participants at the 3 rd module – training for Technology Transfer Facilitators: RECOGNISE DIFFERENT CHARACTERS, OPEN-MINDED, GOOD COMMUNICATION, COOLNESS, TECHNICAL BACKGROUND, BELIEVE IN NET- WORKING, HARD FACTS, FOCUSED ON GOALS, RESPECT DIFFERENT CULTURES, MEDIATOR, LOGICAL THINKING, NOT BIG EGO, SOFT SKILLS, SELF-CONFIDENT, TEAMPLAYER, BASIC BUSINESS KNOWLEDGE, KNOWING MARKET RULES, GOOD LANGUAGE. And in the continuation some extra ideas by myself: 34
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