Models of successful facilitation process are<\/p>\n
Standard Behavioral Model<\/strong><\/p>\n Standards of Behavior are a set of official guidelines meant to govern employees\u2019 actions, speech, attitudes and more. How do Standards of Behavior differ from typical organizational policies and Codes of Conduct? Instead of being phrased in terms of corporate goals, desired outcomes, and general dos and don\u2019ts, standards describe specific desired behaviors.<\/p>\n They can cover any and all aspects of your workplace: from interactions with [clients] to phone etiquette to good manners (knocking on doors) to positive attitude markers (smiling or saying thank you).<\/p>\n In other words, Standards of Behavior tend to be quite detailed and personalized. They are often created by the employees and not handed down from the C-suite. (That said, standards can and should still support your organization\u2019s overarching, long-term goals.)<\/p>\n A Sampling of Standards<\/strong><\/p>\n Here are just a few examples of standards used at [various health care organizations]. (As you\u2019ll see, there isn\u2019t a set format for standards. Some resemble policies; others read like personal pledges.):<\/p>\n Use of Standards by Employees <\/strong><\/p>\n Standards of Behavior won\u2019t be very effective in difficult conversations (and in transforming your overall culture) if they are just a poster on the wall or a paper employees signed in orientation. As I said earlier, it is vital that standards be a living, breathing part of your organization. Here are some tactics to keep standards top of mind at all times:<\/p>\n Most organizations introduce new employees or providers to the standards when they apply for a position or for credentialing. This way, there is absolutely no question that all employees have entered your organization with a clear understanding of the behaviors that are expected of them.<\/p>\n Anyone who does not feel that they can adhere to your standards should not proceed with their application. After an employee is hired, standards should be highlighted once again at orientation.<\/p>\n Make sure that everyone in your organization is held accountable. If some team members are allowed to ignore or flout certain standards, the organization\u2019s entire culture will suffer. Furthermore, the standards will not be taken seriously. (Again, this is why it is so important to have the appropriate difficult conversation as soon as you observe a violation.)<\/p>\n Highlight Standards of Behavior<\/strong><\/p>\n Choose one standard to highlight each month. For instance, you might: have leaders describe what the standard means to them; talk about the why behind each standard at departmental meetings; or discuss the standard at huddles and ask team members to share stories of what that standard looks like in their daily work.<\/p>\n Have a challenge, activity or other event based around the monthly standard to make it fun. For example, if the featured standard is about the dress code, hold a fashion show to demonstrate what is and isn\u2019t appropriate. Regularly reward and recognize employees who are role modeling the standards.<\/p>\n Incorporate standards into each staff member\u2019s annual evaluation. You might even consider evaluating the employee based on how well they live out each of the standards. Simply list your organization\u2019s standards and place a yes\/no option next to each. If an employee is living and role modeling a particular standard, circle \u201cyes.\u201d If not, circle \u201cno\u201d and put that person on a disciplinary, performance or coaching plan.<\/p>\n A continued pattern of \u201cnoes\u201d signals a low performer who should be moved out of the organization. It\u2019s unacceptable for someone to habitually fail to comply with the organizational standards and continue their employment.<\/p>\n Post your standards publicly where visitors, [clients] and customers can see them. Employees will be even more motivated to consistently be on their \u201cbest behavior\u201d when they know that [clients] will be aware of noncompliance\u2014and that a [client\u2019s] complaint could spark a difficult conversation.<\/p>\n Open Space Technology<\/strong><\/p>\n Open Space Technology is a facilitation format I use frequently. Open Space Technology (OST) is a highly scalable and adaptable facilitation to enable all kinds of people, in any kind of organisation, to create inspired meetings and events. OST relies strongly on self-organisation of the group of participants. It is a purpose-driven approach, focused on a specific and important purpose or task \u2014 but beginning without any formal agenda, beyond the overall purpose or theme.<\/p>\n In OST the participants plan and run self-organised time boxed sessions (30min, 45min, or 60min) to topics they are interested in. Characteristic for OST is a missing agenda or schedule at the beginning. The participants organise it themselves in the so-called “marketplace”.<\/p>\n Procedure of marketplace<\/strong><\/p>\n After the marketplace, the group then breaks up and heads to the agenda wall, by now covered with a variety of sessions. Participants take note of the time and place for sessions they want to be involved in.<\/p>\n During the sessions, the host or a recorder takes notes and capture the important points of the session. At the end of each session, the notes are published on a shared news wall.<\/p>\n The participants then finish the open space meeting with a closing circle where people are invited to share comments, insights, and commitments arising from the process.<\/p>\n Rules of Open Space Technology<\/strong><\/p>\n Marketplace Rules:<\/p>\n Sessions Rules:<\/p>\n Open Space operates under four principles and one law. The four principles are:<\/p>\n The Law is known as the Law of Two Feet: \u201dIf you find yourself in a situation where you are not contributing or learning, move somewhere where you can.\u201d<\/p>\n The four principles and the law work to create a powerful event motivated by the passion and bounded by the responsibility of the participants.<\/p>\n Open Space Technology Usage<\/strong><\/p>\n Open Space Technology is useful in almost any context including strategic direction setting, envisioning the future, conflict resolution, morale building, consultation with stakeholders, community planning, collaboration and deep learning about issues and perspectives.<\/p>\n Use it if<\/strong><\/p>\n Open Space will work under all of these circumstances. It is only inappropriate when the outcome of the meeting is predetermined or if sponsors are not prepared to change as a result of the meeting.<\/p>\n Facilitator Role<\/strong><\/p>\n Models of successful facilitation process are Standards of Behavior Model: A facilitator acts as an \u201cagent of change\u201d\/role model for the group. Facilitators use powerful tools like listening, intervention, and authenticity to develop a group\u2019s capacity for reaching goals and managing its own process work. Appreciative Inquiry Model: This model creates positive, generative, sustainable change….<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-114394","page","type-page","status-publish","hentry"],"acf":[],"yoast_head":"\n\n
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