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Techniques |
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1)
FUNNELING is the use of six
sequenced questions to filter out
unnecessary conversation, focus in on
critical change during a debrief, and help
people review events, remember incidents,
identify impacts, sum up lessons, apply
learning to work, and gain commitment to
change. 2)
FRAMING is the way learning
experiences are introduced in a metaphoric
context of daily work to make them more
meaningful and relevant to people and
teams. 3)
FRONTLOADING is asking questions
before (instead of after) the learning
experience, in order to begin (rather than
end) with reflection, and so that
behavioral changes can occur during the
most powerful part of the
experiences. 4)
INTERVENING is interrupting a team
during their experience by taking
"timeout" and asking questions that get
them back on track. However, it is
reserved for times when the team may not
notice their efforts have stalled and when
interrupting will not interfere with their
progress or create facilitator
dependence. 5)
SOLUTION-FOCUSED QUESTIONING
centers on what people are already doing
well (not doing poorly) and exceptions to
the problem (not why the problem happens).
Therefore, it works best with resistant
teams in trouble that may no longer be
willing to explore their
difficulties. 6)
CLARIFICATIONS are used with people
or teams that are simply uninformed.
Clarifying information should come from
the people or teams and not the
facilitator. 7)
NEGOTIATION is used with people or
teams that disagree. It proves useful to
discover what they really want and should
be conducted in a respectful manner with
their best interests at heart. 8)
REFRAMING is used with people or
teams that are consciously opposing
change, and causes them to reconsider
their behaviors, from fresh perspectives
by reviewing the content and context of
what success will really mean to them (aka
"Confusion Technique" where the electronic
facilitator acts very
confused). 9)
ENGAGEMENT is used with people or
teams that are unconsciously opposing
change, and this can bring about a
reexamination of their behaviors in light
of true stories with supposedly
contradictory information that appears to
oppose common sense, yet provides sage
advice (aka "Paradox"). 10)
PARADIGM SHIFTS are used for people
or teams in denial, providing novel
behavioral options that aid and encourage
people or teams to choose from
opportunities and begin to address their
denial in a positive manner (aka "Double
Binds"). 11)
METAPHORIC TRANSFER uses metaphors
to highlight the parallels between the
facilitated learning experience and daily
work. Metaphors are ideas, objects or
descriptions from one setting (training)
that represent similarities in another
seemingly unrelated setting (life). By
doing so, people or teams recognize that
their new lessons can and will be used
back in the office and the likelihood of
learning transfer is greatly
enhanced. 12)
ACTION PLANNING is the detailed
preparation of strategies to create change
and is where teams discuss and record:
what they will do, why they will do it,
where it will be done, when it will be
completed, who will confirm the change,
and how they will measure the difference.
Typically, clients sign and share their
plans in public. 13)
ANCHORING is the use of symbolic
reminders to keep people connected to
their learning experiences, so that they
remember their commitments and change
lasts when they return to work. 14)
FOLLOW UP is conducted after the
return back to work. This can take on many
forms ranging from completing a work based
project, through coaching support
communities, to further training and
simulation events. |
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