“I saw the crescent. You saw the whole of the moon.”
The Waterboys. Lyrics from “The Whole of the Moon.”
Whole of the Moon
Here are five tips to help you bring out the full potential of a group in a workshop.
Imagine the moon represents the potential of a group of people in a workshop. When you facilitate correctly, you are able to see the whole of the moon. If not, you see just a sliver.
I worked in Asia for a couple of weeks and co-facilitated four groups. It gave me time to reflect on what a facilitator can do to help groups fulfill their potential and to create a Yes! And blog.
The metaphor arose from listening to the “Waterboys” whilst slaving in the hotel gym after one workshop. I wondered what the metaphor in the lyrics meant and gradually my mind wandered to the potential of groups.
Now that you can appreciate the randomness of my brain patterns, let me share my insights with you about how you can have groups work better together in workshops and so enhance the potential for creative thinking.
Prepare and issue a brief
I have said it before and… you should issue a participant brief for any workshop you run, stating at the very least, the purpose, the outcomes and the output. I always include a detailed agenda and map but that is not essential. In the workshop, you should repeat what you have said in the brief. It takes five minutes and gives people a focus and clarity. If you don’t brief you risk people:
- Being confused or uncertain
- Interrupting the workshop to ask why they are there
- Looking to each other for direction and ignoring you
- Throwing their metaphorical clogs at you (sabotage) or revolution
Some people will argue that attendees will not read a written brief. Some people may not, but those who want to will be able to and those who don’t can see the abridged version on the day. This makes them all happy and increases their potential to think creatively.
Make best use of their time
One thing I notice in organisations; everybody is BUSY! Consequently you have to make the best use of people’s time.
- Keep introductions to a bare minimum (name, which organisation or part of organisation you are from)
- Take as little time as is necessary to get them in the right state (not “a right state”). Get them thinking positively and help them forget about their full inboxes
- Have a detailed agenda and for each section specify: a) the inputs required, b) action to take, c) outputs required. This will keep the group focussed.
If you don’t make best use of attendees’ time they will become frustrated, negative and at best switch off. At worst, they will spend time creatively disrupting the workshop.
Work in small teams
Split people in to small teams to do tasks and rotate the teams for each task. Three people in a team is ideal, four at the most. Over four and you will often observe that one person will tune out of the task.
Working in small teams reduces domination by a few people, helps people to get to know each other and makes your life easier.
You need to be a little creative on how you get the teams to share their output. Have each team feedback to the whole group only once; otherwise it can become boring. As example alternatives: have two teams share their output; have teams display the output and have people walk round and add to it; have an individual from each team join with individuals from other teams and share the output, etc.
Give Direction
If you have prepared a detailed agenda this should not be an issue, however, sometimes you do go off agenda for legitimate reasons. If this happens I take time out with the client, propose a way forward and gain agreement.
Unless you have lots of time avoid asking the group, “What would you like to do now?” This can lead to confusion, too many choices and people wondering what your role is. It is better to give a choice, with a list of the pros and cons for each choice.
Provide written instructions
Unless it is a really simple exercise, for each exercise, prepare an instruction sheet for every person. Or write instructions on a flipchart if the room is small enough for those at the back to read it.
As clear as your verbal instructions might be, people sometimes misinterpret you, do not hear you, or, if working in a second language, do not understand you. Having to explain your instructions again to each team can become a little wearing and it is not helpful if people produce the wrong output.
Written instructions take more effort but repay time on the day.
Small Action
Consider how you facilitate meetings and workshops. Use one of the tips to improve your next meeting.
To Close
I was thinking after my gym session that in reality, we do not see the whole of the moon from Earth; we see just one side of it. The hidden side perhaps represents the hidden depths of your group.
These tips alone will not guarantee you tap those hidden depths; but if they allow you to be bathed in the light from a full moon, that’s better than a sliver of light from the new moon. Unless you are a werewolf. Now there’s a potential article, “The Facilitator as Werewolf.” What ideas does that metaphor give you? Let me know!
Finally. Here is synchronicity in action. After writing about werewolves, I was browsing my computer for an image of the moon when I found this one. I took it from the Wolfsburg football team large screen display when visiting the stadium (the source of a previous blog). No prizes for guessing their nickname.
I trust this article has been helpful. Enjoy the week
John Brooker I Yes! And. Think Innovatively.
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