Time to Innovate

One of the reactions to our stories of facilitating the EPSRC Sandpit process is surprise about the amount of time that it takes. A fully formed Sandpit/Innovation Lab is a five day event which is a fully immersed residential community experience. There is a process to which provides a different focus for each of the five days and as facilitators we keep the process keeps moving forward so that at the end of the event the funding decisions can be made in a robust and fair manner.

Clustering Ideas Open Space

If you put a group of people in a room and tell them to come up with a new and totally radical idea that has never been thought of before it will take time. Initially people will share ideas that they were already thinking about. By using a process of reflection, challenging, discussion and creative thinking a process can start where these ideas get put to one side allowing space for the truly radical insights to emerge.

Developing Ideas Groupwork

It is possible to do innovation events in shorter periods of time. Sometimes a few hours is all that is available to bring people together to develop new ideas for products, services or research. The time together allows people to start to share emerging ideas, to develop these ideas and to then go away either individually or in teams to work up these ideas into a project/idea proposal.

Using a short burst approach works well if the follow up is part of the process. We work with groups to make sure that by the end of the “innovation lab” workshop  initial ideas are captured. These are written up and shared with the group. Further follow up conversations are initiated to see which of these ideas are worth exploring further. Having a presentation event planned for 6 weeks after the innovation event can provide enough of a focus to keep the momentum going and allow people time to further develop their ideas before sharing them for consideration for further funding or research.

To discuss ideas for Innovation events contact us directly

 

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Collaborative Venues

Very frequently, whilst we are starting to plan workshops / events with our clients, the discussion incorporates ‘where shall we hold this event?’
At one level there are the usual practical considerations, including cost, ease of access, capacity and facilities at the venue, cost etc! At another level, we consider the opportunity the location and environment provides to enhance the event itself. A few examples in the past couple of years illustrate the point

2015-11-07 11.54.51
• A Programme Manager needed a project group, composed of very technically competent specialists to understand the interrelationship between their disciplines and how the various parts of the project formed the whole mosaic. In this case a countryside location, remote, but accessible and modest, was chosen for their monthly two day project review workshops. The two days together in a remote location enabled the team to leave behind the shackles of the day-to-day workplace. It enabled collaborative working so that the specialists were able to deliver coherent and highly effective solutions.

• A team needed to develop their Customer Relationship Management capability so we held their workshop at a conference venue that shares space with an up-market repair centre for prestigious cars. The venue provided a great opportunity for participants to see first-hand how the repair centre went about its work – and particularly to see the attention to detail that really makes a difference and generates referrals and repeat business.

VLUU L200  / Samsung L200

• We worked with the Energy Strategy UK team to explore the future of transport energy. The workshop was held at a Transport Museum in Coventry. This venue provided an insight through a tangible record of transport energy in the past. In the workshop design we incorporated activities using these resources to ‘hover above’ today and look back and look forward. A great stimulate to innovative thinking.

Photo competition

• Another client, passionately seeking for innovation in the Long Term Care of people, chose a location that enabled visits to be made to local venues to provoke thinking. For example, the visit to a local horticultural nursery, highlighted the motivation and dedication of the plant specialists, for many of them their work was much more than a means to earn money.
A well-chosen venue can support the overall theme of an event and can become part of the process. Seeking out interesting locations is a challenge but can often add real value to the event.

Nigel Chapman

This will change you

At the start of our recent five day Innovation Lab event in Norway our project Director Nick Tyler outlined an expectation to the 27 participants that what ever the outcome of the event, whether their project got funded or not …“this event will change you”
Indeed for our participants, many of whom were in the early stages of their careers, the event was a profound and life changing experience. They learnt through practical activities and experience how to work collaboratively with people who were from different backgrounds and had very different mindsets and experiences. They learnt how to move from creative thinking into a peer review process where they were in competition with other colleagues for funding.2016-01-15 13.22.47

But for me as an experienced facilitator who has worked on many of these projects over the last six years did this statement hold true? I think sometimes we can forget that experience does not make you immune to change and now 2 weeks after leaving the land of snow I realise that I have indeed changed

  1. Connecting with my Inner Joy for Facilitation2016-01-14 09.46.37

Working with this international group was just so liberating. From the beginning our client, the Norwegian Research Council were positive and supportive about the designs for the event. The were interested and engaged but did not seek to over control the design process so I was able to think truly creatively about concepts like the swimming pool assessment and the city of Earth 2.1. As our team introduced an activity there was a buzz of excitment and a real willingness to give things a go. The energy made facilitating a real joy and not a process to work through. I realised how much I enjoy working in the area of creative innovation and it made me think about how I can really focus on this as a specialist area now I am back in the UK

2. Taking Time to See the Sky

Like many people in the UK, even as a northerner, I still get so excited about seeeing snow and there was so much of it! Often our facilitators end up never going outside the venue at this type of event but we agreed this time to make sure that both us and the participants got to see the Sky every day. This was such a special time for me, just stepping out from the process and trusting that the rest of the team would continue to keep things moving forward without me. In those brief moments I connected with my sense of what was going on and was able to generate further creative thoughts to keep the process and me fresh.2016-01-10 10.40.31

3.Celebrating our Cities but Changing Them

i have always lived in cities all my life and like most city dwellers I have a love/hate relationship. Hearing this theme explored by the brilliant mind made me challenge my concept of the city and be open to different ways that I might both live and interact with my city in the future. Coming back to the UK I went over to Manchester for work where I saw for the first time “Tent City”. This was not exactly what we had in mind when we talked about a flexible city but clearly our rigid city structures are just not able to cope with the demands on them and the option of living in a tent next to the centre of one of our big Northern Powerhouse Cities seems to be the only option available to a large group of people. Being part of the Innovation Lab made me really think more about why this can happen and what can be done about this

2016-01-18 09.02.16

So thanks Nick for your words, I am indeed changed and thanks to everyone involved in the Cities of the Future Idelab for giving me reasons to change my thoughts and my behaviours, I return to the UK stronger, clearer and more energetic than before and ready to support teams in the UK to make our world a better place.

Productivity is about People

This morning I attended an event organised by Clarion Law Firm in Leeds about the Economic Outlook. A range of graphs showed an encouraging upwards trend both nationally and locally, in the Leeds area.

One theme which really stood out was that weak productivity growth in the UK is becoming a growing concern amongst economists. The amount of work done by each worker is on a downwards trend and is not keeping pace with the overall growth in the economy.  Organisations are currently coping with extra demand by taking on additional workers. This has been helped by the large number of people seeking work post recession. The fear is that without increased productivity the only way that organisations will be able to respond to further predicted increases in demand is by increasing prices, causing inflationary pressure.

Reading the Bank of England paper “the Productivity Puzzle” about this trend and discussing it with my colleagues one of the main insights was about structural reasons for the lower levels and solutions which included revisiting the way we measure productivity.

Another line of thought is about increasing investment levels in plant and research and development which is outlined in John Mills interesting article  Investment in Plant 

One area that seemed to be missing from the analysis was how organisations can practically respond to these lower than expected levels of productivity. We are facilitators not economist so we offer four pragmatic ideas based on projects we have been involved in when we have seen a clear improvement on productivity.

ONE: Ask your employees!

One of the things that happened during the recent recession is that we were all so busy surviving that we just kept going round our hamster wheels and never took the time to get off and check our progress. Taking time to review processes, procedures and ways of working has been consistently shown to make an impact on how effectively we work. This is often labelled “systems thinking” and it implies looking systemically at how the whole organisation works. An important (and sometimes neglected) part of the philosophy is the belief that the people undertaking the work are in the best position to improve the system.

TWO: Identify Non Value Activities

When we get busy we often fail to pay sufficient attention to what value we are adding to the business by each action. Focusing on activities which do not add much to the business can quickly identify opportunities for more effective use of resources. This can be something that employees can very quickly identify. We were facilitating one team who realised that the requirement for remote tutors to fax a class register was a time waster when they all had smart phones and could simply photograph and email the register over to the central team. Many small changes add up to big impact over time, people working in the appropriate and encouraging culture can make a huge and beneficial improvement to the overall effectiveness and productivity.

THREE: Engage People

IMG_1911It struck us as curious how any mention of engagement is missing from the Bank of England study which seems to be much focused on structural economic issues. The research by Gallup on employee engagement has consistently identified a link between employee engagement and productivity levels.  From our work in organisations we find that higher levels of engagement happen when employees are asked for their opinions and are consulted on decisions. Running focus groups and large scale events such as Café Exchanges can really help to provide a forum for all levels of employees to sit together, to share ideas and opinions and as a consequence to feel valued by the business.

FOUR: Discuss Productivity as a Measure

Round TAbleProductivity is a national indicator of success but this does not mean that every organisation has to focus on this as a meaningful measure. There is a whole argument that explores whether productivity actually matters. This could be a very useful discussion for the Boards of Organisations to have or for Regional Leaders to discuss using a Round Table format 

Taking this Forward

It seems that productivity is an important component of wealth creation. Investing in the people that work in the business through engaging their innovation and creative energies may be one of the most immediate and effective ways that managers can make an impact on productivity.

Is it time to talk about this as an issue? To step away from the hamster wheel in your business and work out what you want to do about productivity levels? Why not start with a senior level discussion about the impact of productivity on your potential for growth and then from there agree a plan to identify and respond to barriers which are making employees less productive than they feel they could be. We know from British Cycling how marginal gains can make an impact on overall performance, small steps to better productivity will start to show on the bottom line.

Give us a call or drop us an email to start the conversation about how the Productivity Project can begin!

What is a Facilitator?

The role of a Facilitator can be mysterious for those that have yet to experience a meeting or workshop run by a professional Facilitator.  For those that have, the purpose and the benefits of a Facilitator become clear.

The dictionary definition can be a little vague too:

Facilitate verb: make (an action or process) easy or easier.

The French word “facile” means easy

Comparing the lesser-known role of the facilitator to other more well-known roles the one common area is that all these roles will be involved in supporting change to happen.

  • Trainers usually provide the information.
  • Coaches will help shape the goal and the journey
  • Consultants will usually give advice based on best practice in the sector.

The change may be very small, or transformational.  The changes typically are skills, behaviours, performance, ways of working, products, processes and strategies…..and all these roles support that process of change, they help the change to take place

4 Box Grid Facilitation Roles

So ….‘what is a Facilitator?’  Facilitators will typically design and run workshops, meetings and conferences with the structure to engage the team to meet their objectives…….

Roles 4 Roles photo 2 Roles Photo 3

The facilitator does not lecture the group on how to meet their objectives using a series of ‘death by powerpoint’ presentations.

A facilitator will use more engaging techniques than just asking the question to the group.We know that the typically in old style debates those that speak loudest are the only ones to get heard.

Using a facilitator means everyone gets a chance to take part, to listen, to talk and to build on ideas. The sum of the output will be more powerful than an idea generated by the senior team on their own because this time there is ownership.

At an event we recently ran for Basware  we asked the group to describe the process at the end. This word cloud captures their feelings about the event.

We know that participants leaving any group event with these thoughts have a far better chance of succeeding in implementing the outputs with energy, enthusiasm and vigour.

Word Cloud Change

If results count for you is there then consider the value of having your meetings facilitated by one of our professional facilitators and see how much difference this makes to the engagement levels in your meetings.  Read about what our clients say

Lucybrownsdon@centreforfacilitation.co.uk

Can you Collaborate?

Collaboration is everywhere. Companies are seeking to collaborate with others to develop their brand. As team members we are urged to collaborate with other teams so that we can better serve our customers. Large public sector contracts are requiring the competitor teams to work collaboratively together on the project and to demonstrate competence in collaboration before the contract is awarded.

Meeting TableBut do we really get what this means to us as individuals? Do we recognise what we need to change in our behaviour so we are seen as someone who can be collaborative?

Probably in answering these questions your responses are positive. Who would not want to be collaborative? It has become one of those characteristics like communication that everyone believes they do well but equally complains that everyone else does badly!

At the heart of our challenge with collaboration is that although we think we want to collaborate we have a deep grained tendency towards competition and to wanting to win. This desire to win can mean that we inadvertently do things which cause the collaborative relationships we have been building to break down. We cannot resist the desire to show that it was our unique contribution/idea that allowed the team to be successful. We do this even when it means the others in our team will appear less effective. As a facilitator I will often be asked to observe team working on real or simulated problems and am always fascinated to see how any element of competition will hinder attempts at collaboration. The team just wants to do whatever will lead them to be successful at the task in the short term.

So what is it that is needed to make collaboration more possible? The key to this is the ability to trust others. We need to trust that the others in our team will put the urge to win aside and will do the right thing for the team even at the cost of their own personal gain.

How do you know you can trust others? How do you make sure that they behave in the interests of the team?

The short (and I know rather disappointing) answer to this is that you can’t. You cannot make others do anything. How they behave in a collaborative relationship will be in reaction to your own behaviour and this is the part you can control. This means that the more useful question to ask about collaboration is “what can I do to be seen as trustworthy?”

In the past trust was always seen as something that took time to build up. Recent insights from Swift Trust Theory have indicated that this is not always the case. In reality a lot of trust comes about through our actions and this is something we can control.

The three main actions you can take to build up your reputation for being trustworthy (and therefore someone I would want to collaborate with) are:

  • Do what you say you will do, when you said you would do it
  • Share what you know with others
  • Do your job well, be competent

This sounds simple but these building bricks start to build up the trust relationship and from this you have the basis of an excellent collaborative working relationship.

The extent of collaboration in organisations is growing and so we may also need in our own organisations to create the right conditions to make it possible for teams to collaborate.

There are four key areas to work on with your teams:

  1. Agree ways of working – it is vital to be clear about who does what, what the expectations are for how things are done.
  2. Define and Share Goals – there will be shared goals for the project but also different team members have different goals. Being open about these personal goals helps each party to get what they need from the collaboration
  3. Manage Behaviour – we all think we are trustworthy, we all think we are great listeners, we all think we are open to feedback but the truth is often very different. We need to support teams to address behaviour and increase the self-awareness within the team.
  4. Review and Reflect on Practice – collaboration needs practice so your teams need to take stock of what went well by conducting a structured lessons learnt review.

leavesMost importantly teams need time to support them in becoming collaborative. Sharing information with others, discussing joint plans, identifying personal objectives, all of this is time consuming. The final goal will be a richer outcome but there will be short term pain which will sabotage the collaborative working unless we recognise this by allocating more initial start-up time for our project teams. A great example of where this valuable time made a huge difference to a start up project is in our case study.

To return to the question of can you collaborate? There are some important things you can do to manage your collaborative behaviour by recognising how strong your competitive desire to win is and looking at ways in which you can rein this in! You can start developing your trustworthy behaviour so people want to collaborate with you and finally you can give others and demand for yourself the time and space to work in a collaborative manner.

Our facilitation team are skilled in working with teams to encourage greater collaboration. Do contact us for a chat!

Agile Team Working – making time to talk

Proud and Sorry

Proud and Sorry

As facilitators one of the great benefits is that we work across a range of different organisations and professions, picking up little bits of technical knowledge as we go. I worked within a software company on a series of projects and facilitated events to help them explore some Agile working practices. In the process of this I came across an excellent reference source: Agile Retrospectives

This book is often my “go to” book when working with smaller teams. One of our recent challenges was a piece of work with a small team of remote workers for the ECC The team needed to make progress on some work tasks during a series of two face to face meetings but more importantly they needed to talk to each other and build the feelings of trust. Some of the tools in the Agile Retrospectives really helped with this challenge.

One of the ones that I often use successfully is the “Proud” and “Sorry” session. By using this format it is possible for people to share what disappointed them about the project, or others, in a way that seems to avoid the normal defensive reaction. This method also does something which we always suggest to even small teams – it allows you to write and think your responses individually first before sharing them in a group. With a small team it is tempting to have all the discussions in the large group but this can lead to Groupthink and make some contributions less significant than others.

As with all teams taking time to listen to each other, to build the trust will then make sure that the actual meeting work can be done very effectively. We find that the meeting takes no longer than a normal more agenda driven type of meeting approach, but the richness and depth leads to a far better result after the meeting.

Case Study of our work with ECC

Are our meetings giving a return on investment?

Whilst delivering a training course recently, the perennial topic of effective meetings raised it head – again!

Several of the people on the course were quite stressed, working long hours, looking tired and generally not the happiest people on the planet! I then did a quick survey, asking the simple question, ‘On average, how many hours per week do you spend in meetings?’  The replies ranged from about 5 hours to one person spending 30+ hours per week in meetings. Each of these meetings seemed to be typically attended by about 6 people. I then asked:-

 ‘and if your company’s CEO walked into the meeting, would all participants be able to explain what the meeting was going to achieve and how they were contributing to that objective?’ 

There was some nervous shifting in chairs and mutters – I felt I touched a nerve, so not wishing to heap further pain on already stressed individuals I backed off and opened up a ‘back to basics’ session on effective meetings, this resulted in a number of delegates committing to revisit their own meeting schedules.

It seems that most of us know what we should do for a meeting (e.g. justify, plan, prepare, run, follow-up on). However it is easy to find a series of meetings that have become a routine – they have a ‘life of their own’ – and occur without much thought and even less challenge about the actual value.

In our working lives, do we start to behave like hamsters in a wheel, expending more and more energy running around the same track? If this touches a nerve for you, do yourself a favour and just do a very quick analysis of your recent time at work:-

  • How many meetings did you run / attend?
  • Was the meeting justified, was it the best way to achieve the objective?
  • Was each meeting effective and efficient, were all attendees required and able to contribute?
  • If a key stakeholder, like the company CEO, or a major shareholder in the company, walked into the room, would you be confident to explain why the meeting was happening?

If you are positive in all your answers, Gold Star, well done! – keep up the good work.

If not, maybe you have found one key to a more productive and less stressful working life.

Value Added Venues

When we start to plan workshops and events with our clients, the discussion includes the question about ‘where shall we hold this event?’

Of course there are the usual practical considerations, including cost, ease of access, capacity and facilities at the venue and the cost! At another level, we consider the opportunity the location and environment provides to enhance the event itself.

  • Transport Energy Issues

    Transport Energy Issues

    We worked with the Energy Strategy UK team to explore the future of transport energy. The workshop was held at a Transport Museum in Coventry. This venue provided an insight through a tangible record of transport energy in the past. In the workshop design we incorporated activities using these resources to ‘hover above’ today and look back and look forward. A great way to stimulate creative thinking about a future where transport may look very different to the past.

  • We worked with a Programme Manager who needed a project group, composed of very technically competent specialists to understand the interrelationship between their disciplines and how the various parts of the project formed the whole mosaic. In this case a countryside site, remote, but accessible and modest, was chosen for their monthly two-day project review workshops. The two days together in a remote location enabled the team to leave behind the shackles of the day-to-day workplace. A more collaborative style of working was established so that the specialists  were able  to deliver coherent and highly effective solutions.
  • A team needed to develop their Customer Relationship Management capability so we held their workshop at a conference venue that shares space with an up-market repair centre for prestigious cars. The venue provided a great opportunity for participants to see first-hand how the repair centre went about its work – and particularly to see the attention to detail that really makes a difference and generates referrals and repeat business.
  • Ready for Revolution

    Ready for Revolution

    We worked on a “Sandpit” event for the TSB, who were seeking projects to support radical innovation in the Long Term Care of people. We agreed on Crewe Hall,  a location that enabled visits to be made to local venues to provoke thinking. This included a visit to a local garden centre  which highlighted the intense dedication of the plant specialists, for many of them their work was much more than a means to earn money. We also planned a visit to the Methodist Chapel, which provided insight into communities, care and peaceful revolutions.

A well-chosen venue can support the overall theme of an event and can become part of the process. Seeking out interesting locations is a challenge but can often add real value to the event.

Making Things Easy: Using Three Buckets

We believe that facilitation should make things easy for people. Sometimes we develop a new method that does just that! Our Three Bucket Method is a perfect example of how we can help break down problems into easy containable elements so people can find their way through the fog.

The situation we were asked to facilitate was for a scientific study who will be starting a process of interviewing people to collect a wide range of data. The meeting we were asked to facilitate was of the Scientific Steering Group who needed to agree the final questions that would be used in the interviews. The problem was that in the pilot study there were about 60 minutes more of questions than was reasonable to ask in the time allowed.

We had one day with the Steering Group to reach consensus about which of the items should go.  There were 1,000 items in total to discuss and agree consensus on! We quickly realised that this would be a challenge and needed to be broken down into a more manageable amount.

3 buckets imageThe questions were all arranged in categories and there were 25 different categories.  We knew that it would be important to keep momentum going across the day so that these important decisions which would impact on researchers for years ahead were not rushed.

This is where the 3 Bucket Idea started to develop. By suggested that we divide up the 25 categories across 3 different “Buckets” we started to break down the challenge into bite size pieces. Each “Bucket” would be dealt with in turn using a consensus decision making process:

  1. For each Bucket session we set up three areas of the group and divided the question categories across these three areas. Each area had two- four spreadsheets to examine with the questions.
  2. The Steering Group were divided into three groups and each group took one section of the Bucket to look at. They discussed the items as a group and then individually voted with coloured dots on each individual item. They then moved to the next section of the room and repeated this process and then with the final third section.
  3. Our facilitators then looked at the Bucket and identified any questions where there was clear consensus for removal. These were quickly dealt with. Any questions which mainly seemed to be highlighted as suitable for removal were discussed.
  4. We then calculated how much time had been saved, celebrated this saving with a cup of tea and went onto the next bucket.

2014-01-29 10.49.06The process took the day but by the end of the day the required minutes had been saved. By using the 3 Buckets method we had managed to keep the energy and momentum going because there was variety throughout the day. If we had tried to do all the items in one go there would have been a very long period of sitting and trying to reach consensus.

Of course the Bucket Method is not really a “proper” method, we just used the word bucket because it seemed like a suitable metaphor when discussing the approach with our client and the word stuck! What it shows is how facilitation can add value to meeting by thinking not about the content but how to approach the content so consensus can be reached in way that supports engagement and not boredom.