1. The Process Iceberg® Facilitation Programme is designed to give individuals the skills and expertise to become effective Facilitators, capable of operating in a wide variety of situations. It is also designed to provide the structure and framework to introduce a facilitated approach to improvement, innovation and change in organisations.
2. This freeware mind map was carefully hand crafted with passion and love for learning and constant improvement as well for promotion the Facilitation based on Process Iceberg® and as a learning tool for candidates wanting to gain Facilitation qualification. (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)
2.1. Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Feel free to visit my website: www.miroslawdabrowski.com
2.1.1. http://www.linkedin.com/in/miroslawdabrowski
2.1.2. https://www.google.com/+MiroslawDabrowski
2.1.3. https://play.spotify.com/user/miroslawdabrowski/
2.1.4. http://www.miroslawdabrowski.com
2.1.5. https://twitter.com/mirodabrowski
2.1.6. miroslaw_dabrowski
3. Additional, reated resources
3.1. International Association of Facilitators
3.1.1. http://www.iaf-world.org/index.aspx
3.2. Knowledge Sharing Methods and Tools - A Facilitator's Guide
3.2.1. http://www.ifad.org/pub/thematic/km/faciliator_guide.pdf
3.3. Facilitation Tools for Meetings and Workshops
3.3.1. http://seedsforchange.org.uk/tools.pdf
3.4. Facilitator Tool Kit
3.4.1. http://oqi.wisc.edu/resourcelibrary/uploads/resources/Facilitator%20Tool%20Kit.pdf
3.5. Facilitating Participatory Workshops
3.6. Effective Group Facilitation
3.6.1. http://www.msduua.org/home/Resources_Board/TJDEffectiveGroupFacilitation.pdf
4. Facilitation publications
4.1. Facilitation - An Art, Science, Skill or all three?: Build your expertise in Facilitation
4.1.1. ISBN-13: 978-0955643507
4.1.2. Pages: 235
4.1.3. http://resourceproductions.com/books
4.2. Facilitation - A Manual of Models, Tools and Techniques for Effective Group Working
4.2.1. ISBN-13: 978-0955643514
4.2.2. Pages: 269
4.2.3. http://resourceproductions.com/books
5. Facilitation exams
5.1. Facilitation sample exams, available online
5.1.1. Facilitation Foundation
5.1.1.1. http://www.apmg-exams.com/index.aspx?subid=111&masterid=38
6. Facilitation Process Iceberg® consists of: 1 Iceberg Model, 1 Iceberg Review Model, 1 Process, 1 Task, 3 Roles, 10 Models, 21 Tools, 19 Techniques.
6.1. Download: Facilitation free assets
7. Process Iceberg® Model (1)
7.1. model is:
7.1.1. hierarchical
7.1.1.1. each level is before the next one
7.1.2. sequential
7.1.2.1. each level follows the previous level
7.1.3. inter-dependant
7.1.3.1. each level relies on level above
7.2. levels
7.2.1. Objectives and Tasks
7.2.2. Process (Format and Tools)
7.2.3. Communications and Inter-Personal Interactions
7.2.4. Individual Preference and Roles
7.2.5. Buy-in Neutral Emotions
7.3. usages (3)
7.3.1. used for designing / planning a meeting / event / workshop
7.3.1.1. The Process Iceberg® Meeting Model illustrates that, if a facilitator can find and use the appropriate objectives and tasks, along with the process (format and tools), then 80 per cent of the group’s problems disappear. According to this model, there are no difficult people, only ill-defined tasks and processes.
7.3.2. used to diagnose problems in a meeting / event / workshop
7.3.2.1. The Process Iceberg® can also be used as a diagnostic model for analysing problems in meetings and identifying what to do.
7.3.2.2. If you turned the Process Iceberg® up side down, emotional insecurity (i.e. raw emotions) is possibly a consequence of unbalanced team roles.
7.3.3. used at an organisational level to help plan for change implement a strategic intent and conducting a diagnosis of the organisation’s problems
8. The Task (red) (1)
8.1. TASK = What we do
8.1.1. Therefore there are “Task issues”
8.1.2. a.k.a. Red Thinking
8.2. Task is WHAT the group is doing (what we are doing)
8.2.1. Issue facing the group, topic on meeting, goal to be achieved during meeting, problem to discuss ...
8.3. The Degree of Task uncertainty
8.3.1. Certainty
8.3.1.1. The Question / Problem / Issue is clear and the answer is easily obtained from the people in the group
8.3.2. Complexity
8.3.2.1. The Question / Problem / Issue is relatively clear but the solution has to be developed
8.3.3. Uncertainty
8.3.3.1. Even the nature of the Question / Problem / Issue is unclear and has to be defined and clarified. Only then can a solution be explored.
8.3.4. The real problem with handling: Certainty, Complexity and Uncertainty is the time element.
8.3.4.1. Groups do not recognise the time implications of the different scenarios.
8.3.4.2. The time required to tackle complexity and uncertainty is far greater than a group would imagine.
8.3.4.2.1. Certainty
8.3.4.2.2. Complexity
8.3.4.2.3. Uncertainty
8.4. For Task responsible is:
8.4.1. Task Leader
9. The Process (green) (1)
9.1. PROCESS = How we do it
9.1.1. Therefore there are "Process / Format methods”
9.1.2. a.k.a. Green Thinking
9.2. Process – the means of production – takes raw materials (ideas) and turns them into a finished product (decisions) with the minimum of waste (effort) through the maximization of the resources (people’s time) available.
9.3. Process is the MEANS / WAYS of addressing the task, of finding ways to make headway
9.4. A long list of tasks does not defines HOW to tackle / resolve / finish them
9.4.1. So task itself does not provide and answer and process to follow
9.5. Facilitation adds this "Process based approach" to meetings
9.6. Process is the combination of:
9.6.1. Tools
9.6.2. Techniques
9.6.3. Formats
9.7. For Process responsible is
9.7.1. Facilitator
9.8. Process awareness
9.8.1. A group goes through three stages:
9.8.1.1. Dysfunctional
9.8.1.2. Transitional
9.8.1.3. Process Aware
9.9. The Facilitator is there to design, adapt, change and manage the Process to the benefit of the task, taking into account the parameters expounded in previous chapters:
9.9.1. the nature of the task: certain, complex or uncertain
9.9.2. the level of Process maturity of the group: dysfunctional, transitional or Process Aware
9.9.3. the time available to complete the objective(s)
9.9.4. the number of sub groups the participants are going to work in
9.9.5. the different individual (personality) types
9.10. Format
9.10.1. Format is the way you use the resources in the room, application of people to Process
9.10.2. There are 4 formats:
9.10.2.1. Selecting the appropriate format depends on the time available and the group’s level of process awareness.
9.10.2.2. Each of these formats produces a different outcome and either supports the process or works against it.
9.10.2.3. All
9.10.2.3.1. Each person works on their own (quietly) doing the activity, using the technique
9.10.2.3.2. Used when:
9.10.2.4. Group
9.10.2.4.1. A group works together doing the activity, using the technique
9.10.2.4.2. Used when:
9.10.2.5. All to One
9.10.2.5.1. Everyone does the activity out loud), directed to one person or one place (e.g. flip chart)
9.10.2.5.2. Used when:
9.10.2.6. One to All
9.10.2.6.1. One person does the activity, on behalf of everyone
9.10.2.6.2. Used when:
9.10.3. When each format should be used?
9.10.4. Each format has advantages and disadvantages
9.10.4.1. Facilitator will select the "right" one based on analysis of situation
10. Feedback Model
10.1. Feedback Model provides the means to:
10.1.1. Ensures understanding between people
10.1.2. Develops ideas
10.1.3. Climb out of uncertainty
10.1.4. Works as a translator between specialists / experts
10.2. 4 circles / level:
10.2.1. 1 - Misunderstanding or misinterpreting what was said
10.2.1.1. You will have completely misunderstood what the speaker was saying.
10.2.2. 2 - Missing out some important points or details
10.2.2.1. You have missed some points or not quite grasped all of what was being said.
10.2.3. 3 - Feeding back accurately and fully what was said
10.2.3.1. You may reflect accurately what the person was saying and have grasped the points being made.
10.2.4. 4 - Getting behind the words to the “hidden” message
10.2.4.1. You might be able to feedback what the person did not say.
10.2.4.2. It means that you have ‘seen’ something that follows on from what the speaker has said, or could rightfully be inferred (in a positive) sense.
10.2.5. People often express half-baked opinions, ideas and thoughts not because they are incompetent but, rather, because the task is uncertain.
10.2.6. Ensuring effective feedback can help the individual and the group uncover the real issues and fashion new ideas.
10.3. Words to Use when Feeding Back (to check understanding)
10.3.1. “So what you’re saying is …”
10.3.2. “If I understand …”
10.3.3. “My understanding is that …”
10.3.4. “Can I just check what you’re saying …”
10.3.5. ”I think that you’re saying that …”
10.4. Words to Use when using Reverse Feeding Back (to confirm understanding)
10.4.1. “So what am I saying …”
10.4.2. “What do you understand me to be saying …”
10.4.3. “Your understanding is what ? ”
10.4.4. “Can you just check back what I am saying …”
10.4.5. “You think that I am saying …”
10.5. Using Analogy with Feedback
10.6. Who does the Feedback in groups based on group maturity:
10.6.1. In a Dysfunctional Group
10.6.1.1. The Facilitator (no one else will)
10.6.2. In a Transitional Group
10.6.2.1. Someone - ask for a ‘Someone’ and they will Feedback
10.6.3. In a Process Aware Group
10.6.3.1. Anyone / Everyone will Feedback
11. Myers Briggs Type Indicator® (MBTI)
11.1. MBTI is a personality typing tool
11.2. E
11.2.1. Extravert
11.2.1.1. Active
11.2.1.2. Outward
11.2.1.3. People orientated
11.2.1.4. Many
11.2.1.5. Expressive
11.2.1.6. Breadth
11.2.1.7. Speak before they think
11.3. I
11.3.1. Introvert
11.3.1.1. Reflective
11.3.1.2. Inward
11.3.1.3. Privacy
11.3.1.4. Few
11.3.1.5. Fewer gestures
11.3.1.6. Depth
11.3.1.7. Think before they speak
11.4. S
11.4.1. Sensing
11.5. N
11.5.1. iNtuiting
11.6. T
11.6.1. Thinking
11.7. F
11.7.1. Feeling
11.8. J
11.8.1. Judging (structured)
11.9. P
11.9.1. Perceiving (unstructured)
11.10. 12 quick tips to better care for ...
11.10.1. 12 quick tips to better care for an introvert
11.10.2. 12 quick tips to better care for an extrovert
12. Roles (3)
12.1. Task Leader
12.1.1. Focusing on (red) Task
12.1.1.1. That is, the person responsible for the event’s success
12.1.2. In any use of facilitation, there are task issues (the task leader’s responsibility) and process methods (the facilitator’s responsibility)
12.1.3. Task leaders have an implied contract with the group they lead
12.1.4. Leaders fall into one of four categories (Task Leader’s Contract with the Group)
12.2. Facilitator
12.2.1. “A person who is acceptable to all group members, substantively neutral, and has no decision-making authority who helps a group improve the way it identifies and solves problems and makes decisions.” (Roger M. Schwarz)
12.2.2. “One who contributes structure and process to interactions so groups are able to function effectively and make high-quality decisions. A helper and enabler whose goal is to support others as they achieve exceptional performance.” (Ingrid Bens)
12.2.3. A facilitator provides a method and a means to deliver answers to complex issues in an operational context without necessarily being a subject matter expert.
12.2.4. S/he needs to balance time, the degree of uncertainty of the issues and the process maturity of the organization / group - and help the task leader to find the best possible process.
12.2.5. Facilitators must use the right model/tool in the right place to get the most helpful answer, allowing groups to make decisions and reach a lasting, robust agreement which has commitment and buy-in.
12.2.6. They must understand the continuum of decisionmaking and change which identifies the best tool or technique to use depending on the seriousness / significance of the decision / situation, the time factor and the need for the workforce - emotionally and mentally – to commit to the decision.
12.2.7. Facilitators need to build a comprehensive catalogue of:
12.2.7.1. Approaches
12.2.7.2. Models
12.2.7.3. Tools
12.2.7.4. Techniques
12.2.8. Difference between Functions
12.2.9. Facilitator is focusing on (green) Process
12.2.10. The Facilitation Triangle
12.2.10.1. Maturity of the Group/Individual
12.2.10.2. Size & Complexity of the Task/Objectives
12.2.10.3. Time Available
12.2.11. Facilitator, listens to the (Task) words and identify the ones that will give the clues to deciding the:
12.2.11.1. Appropriate Format
12.2.11.1.1. see Format ...
12.2.11.2. The ‘right’ Tool and Techniques
12.2.12. Characteristics of an Effective Facilitator
12.2.12.1. Reaction to Change
12.2.12.2. Approach to Process
12.2.12.3. Breadth of Knowledge
12.2.12.4. Reaction to Stress
12.2.12.5. Speed of Reaction
12.2.13. Facilitator’s role alters depending on:
12.2.13.1. The nature of the Task
12.2.13.2. The maturity of the group
12.2.13.3. The time pressures which might require the Facilitator to take more of a Process lead to allow the group to focus on the task
12.2.14. Responsibilities
12.2.14.1. Design an effective Process to achieve the Objective
12.2.14.2. Use an appropriate Format that will enable people to feel secure
12.2.14.3. Ensure that the individuals in the group are using their interpersonal skills effectively
12.2.14.4. Ensure that the team roles are balanced and any weaknesses dealt with by the use of suitable tools and techniques
12.3. Group
12.3.1. The Level of Process Awareness in the Group
12.3.1.1. Stage 1 - Dysfunctional
12.3.1.1.1. There is strong leadership and the agenda is set. The Group can only manage if there is a rigid procedure which everyone follows.
12.3.1.1.2. Sample characteristics
12.3.1.1.3. How they get to the next Level
12.3.1.2. Stage 2 - Transitional
12.3.1.2.1. The Group begins to use different Formats & Tools, procedures become more flexible, inter-actions improve & the group begins to take an active interest in Process
12.3.1.2.2. Characteristics
12.3.1.2.3. How they get to the next Level
12.3.1.3. Stage 3 - Process Aware
12.3.1.3.1. The Group will recognise Uncertainty and adapt the process appropriately. Individuals will take responsibility for the process.
12.3.1.3.2. Characteristics
12.3.2. The group moves from being dysfunctional to transitional initially by the leader relinquishing control to the process
12.3.3. The facilitator engenders in the group a willingness to try different techniques.
12.3.4. The group then begins to recognize the part that process plays in achieving an effective outcome – and how much time is needed.
12.3.5. The group moves from being transitional to process aware as it uses appropriate techniques to tackle the task and resolves to be willing to work in complexity – not avoid it.
13. Models, Tools, Techniques
13.1. Within a Model, there will be more than one Tools and within a Tool, there will be more than one Techniques,
13.2. Models (10)
13.2.1. Agenda Process
13.2.1.1. A process model
13.2.2. Feedback Model
13.2.3. Finding Model
13.2.4. Flow Charting
13.2.5. Is and Is Not
13.2.5.1. A data collection and analysis model
13.2.6. Open Space Technology
13.2.7. Process Iceberg® Model
13.2.8. Process Iceberg® Review Model
13.2.8.1. A process model
13.2.9. Repertory Grid
13.2.9.1. A data collection model
13.2.10. Solve™
13.2.10.1. Problem Solving and Solution Finding Model
13.3. Tools (21)
13.3.1. Action Planning
13.3.2. Allegory - A Day at the Zoo
13.3.2.1. A data collection tool
13.3.3. As Is ... To Be
13.3.4. Data Collection
13.3.5. Fishbone / Ishikawa Diagram
13.3.6. Five Questions
13.3.6.1. A problem analysis and Solution finding tool
13.3.7. Four Box
13.3.7.1. A data analysis and decision making tool
13.3.8. Matrix Charting
13.3.8.1. A data analysis tool
13.3.9. Perceiving Ourselves and Others
13.3.10. Relative Importance Grid (RIG)
13.3.11. Restatement / Provocation
13.3.11.1. A data collection tool
13.3.12. Risk Analysis
13.3.13. Risk Evaluation
13.3.14. SWOT
13.3.15. Stakeholder Mapping
13.3.16. Storytelling
13.3.16.1. A data collection tool
13.3.17. Summarise, Propose, Output (SPO)
13.3.17.1. Summarise ( the background/context)
13.3.17.2. Propose (Format, technique(s))
13.3.17.3. Outcome/Output (what will result)
13.3.17.4. Benefits
13.3.17.4.1. It connects ‘red’ and ‘green’ and makes the symbiotic link.
13.3.17.4.2. It demonstrates the significance of ‘green’ in tackling the task.
13.3.17.4.3. It allows the group to take responsibility by enabling people to challenge the S, the P or the O and thus become more aware of Process thinking.
13.3.17.4.4. It introduces models, tools and techniques in context and demonstrates what they are used for.
13.3.17.4.5. It gives the facilitator (or anyone) the ability to introduce Process.
13.3.18. Symptom, Cause, Action (SCA) - Organisational Issues
13.3.18.1. A data collection tool
13.3.19. Symptom, Cause, Action (SCA) - Process Intervention
13.3.19.1. A process tool
13.3.20. Trust and Agreement
13.3.21. What will I see happening
13.4. Techniqes (19)
13.4.1. Action Planning
13.4.2. Analogy
13.4.3. Braindumping
13.4.4. Brainstorming
13.4.5. Clustering
13.4.6. Debate and Group Formations
13.4.6.1. All
13.4.6.2. Group
13.4.6.3. All to One
13.4.6.4. One to All
13.4.7. Essential and Desirable
13.4.8. Expert Witness
13.4.9. Five Box Risk Analysis
13.4.10. Force Field Analysis
13.4.11. Linking
13.4.12. Moving out from the Centre
13.4.13. Out of the Box
13.4.14. Presentation and Questions
13.4.15. Risk Evaluation
13.4.16. Snap
13.4.17. Twirly
13.4.18. Voting with Dots
13.4.19. Yes and ...
14. Process Iceberg® Review Model (1)
14.1. The Process Iceberg® Review Model provides a mechanism to help groups review their performance in terms of the Task and Process and to establish a ‘charter1 of actions and behaviours that will enable them, in the future to become even more effective.
14.2. model is:
14.2.1. hierarchical
14.2.1.1. each level is before the next one
14.2.2. sequential
14.2.2.1. each level follows the previous level
14.2.3. inter-dependant
14.2.3.1. each level relies on level above
14.3. levels
14.3.1. Objectives and Tasks
14.3.2. Process (Format and Tools)
14.3.3. Communications and Inter-Personal Interactions
14.3.4. Team roles
14.3.5. Emotions
14.4. usages (1)
14.4.1. used for making retrospective and lessons learned at the end of every event
14.4.1.1. Ask the Group
14.4.1.1.1. “What has Helped in terms of the Objectives - in achieving the task today?"
14.4.1.1.2. When they have identified an aspect of Process ask them “So what will you do next time?”
14.4.1.1.3. When they give the answer write the statement on the Model in the appropriate place (on the left hand side).
14.4.1.1.4. Then ask the Group “What else Helped?” and when they have identified a Process factor, ask them “So what will you do next time?”
15. Facilitation
15.1. Facilitation is a basic life skill that can be used profitably to:
15.1.1. identify issues
15.1.2. resolve problems
15.1.3. encourage productive interaction
15.1.4. develop accurate objectives
15.1.5. define the scope of change projects
15.1.6. encourage and empower contributions in a safe, non-threatening environment
15.1.7. engage stakeholders.
15.2. Facilitating actually means:
15.2.1. Understanding the goals of the meeting and the organization
15.2.2. Keeping the group on the agenda and moving forward
15.2.3. Involving everyone in the meeting, including drawing out the quiet participants and controlling the domineering ones
15.2.4. Making sure that decisions are made democratically
15.3. Facilitation can support organizations, enabling people to work in a collaborative, participative way to tackle key issues and make fundamental decisions.
15.4. Effective facilitation can make the difference between a poor and a brilliant decision.
15.5. It can make the difference between a solution that has hidden problems and one that is robust.
15.6. Facilitation has three basic principles:
15.6.1. A facilitator is a guide to help people move through a process together, not the seat of wisdom and knowledge
15.6.1.1. That means a facilitator isn't there to give opinions, but to draw out opinions and ideas of the group members
15.6.2. Facilitation focuses on how people participate in the process of learning or planning, not just on what gets achieved
15.6.3. A facilitator is neutral and never takes sides