Como orientar um grupo em direção a um objetivo comum sem impor sua própria agenda?

This requires a sense of belonging for the vision that you're selling, if your peers are not budged by what you want them to do and if they really believe in it they will figure something out. As long as you're encouraging inclusion and participation with a solid purpose using your vision pillars, you wouldn't need to do much except just help them execute it better.

Doing pre-sessions interviews and/or survey provides data and insights to gauge how aligned the group is around their desired outcomes. Sharing the data insights with creativity and radical candor jumpstarts group driven dialogue. This ensures you’re centering their voices, desires and agenda.

Purpose plays a key role in Large groups or for that matter in small group discussion also. Once the propose is clear and all the group members know what are they here for, it becomes easier for the facilitator to bring back the discussion or inputs towards the common goal of he/she sees the inputs from the participants are going Heywire.

In my experience, you have to make clear how open you are. Are you open to an outcome that differs from your agenda, or do you "need" to stick to your agenda by all means? In the case you need to stick to your agenda, do you have the guts to be open about it, would you love different perspectives, advantages, and disadvantages you may not see? Be honest, challenge your idea, and ask to improve it instead of making people believe you are open to anything.

Guiding a group/team towards a common goal without imposing your own agenda requires the following: - Questioning skills to identify each person's barriers, expectations, and possible skills gaps to achieve the objective - Guiding abilities to help the team see a shared purpose and benefit from the experience - Lastly, alignment of people's strengths and contributions to the effort, so that the team has a sense of their impact.

As a facilitator, using open-ended questions is a critical skill for fostering meaningful group discussions. These questions encourage dialogue, exploration, and reflection among participants by avoiding simple yes-or-no answers and instead eliciting elaboration and reasoning. For instance, you might ask, "What are the benefits and drawbacks of this option?" or "How do you feel about this proposal?" rather than using closed questions like "Do you like this option?" or "Is this proposal acceptable?" Open-ended questions empower you to uncover the group's diverse needs, interests, values, and perspectives without imposing your own, promoting a more inclusive and insightful exchange of ideas.

Open-ended questions are essential in any team activities. Crafting useful open-ended questions is an art that develops with practice. It depends on the communication maturity of the group. A good facilitator will not "over-steer" the conversation by directing the questions too much, but at the same time still be alert to where the content is digressing or losing momentum, and bring it back. It is always helpful after asking a question to allow some pause time for everyone to reflect internally and make notes before any conversation starts. It is often useful to offer some time for people to then discuss in pairs so everyone has space to open up and share. Finally, this can feed into a broader group discussion. It builds confidence.

It is a very useful approach in order to break the silence and understand other's perspectives. It works like a catalyst for stimulating meaningful dialogue and encouraging the exploration of ideas. Some of the questions that helped me (a few examples) What are your thoughts on the current situation? What are some alternative options that we have not considered? What factors are most important in making decisions? What are your concerns about this decision? What are the outcomes do you foresee by implementing this option/change?

Para guiar a los estudiantes sin imponer una agenda, es importante fomentar su participación activa en el proceso de aprendizaje. Esto se puede hacer mediante preguntas abiertas, discusiones grupales y actividades que requieran la contribución de todos los estudiantes. Al hacerlo, los estudiantes se convierten en co-creadores de su experiencia de aprendizaje, lo que aumenta su compromiso y retención del material.

Il ne suffit pas juste d'écouter. Il est important d'utiliser ce que nous avons écouté, plus tard dans les discussions. Nous pourrions par exemple prendre des brides des phrases dites par des membres du groupe pour insister sur tel ou tel notion. Cette technique démontre l'importance de ce qui est dit par l'apprenant et donc sa valorisation ce qui pourra l'encourager à s'investir plus dans le groupe..

I have found extremely helpful is to never disrespect someone's contribution. If their input is out of wack or not relevant, have a wall, whiteboard or butchers paper handy to the side. Call this a 'parking lot' and say to them, "we'll place this here and come back to it later etc". These contributions can fit in separate sessions, different activities or could be resolved by themselves later. This allows the person to feel respected and you can move the conversation on and navigate awkward responses, noisy participants or things that just don't fit well.

Practice active listening to understand the perspectives and ideas of each group member. Acknowledge their contributions and show that their input is valued. This fosters a sense of inclusion and collaboration.

Il est en effet extrêmement important de porter attention à tout le non verbal. Cela peut vous permettre d'identifier les idées partagées, clivantes, les dynamiques de groupe. Soyez notamment très attentif aux idées qui entraînent des rires (souvent révélatrices d'une problématique partagée) ou de silences "froids" (révélateurs d un point de tension). Vous pouvez rebondir dessus et demander un développement, en utilisant notamment une question orientée "pourquoi".

This requires that beautiful dance that you need to do as a facilitator. Deeply listen and then pull on the threads to drive the conversation towards the common goal. This means you listen with an open mind so you're truly engaging and not subconsciously adding your own flavour to what is presented. Also means you then draw on all the views and see how they tie in with the workshop purpose.

Things I use to ensure quieter voices are heard: 1. Have people pair up to discuss and then share 1 insight. 2. Give people time (in silence) to write down their thoughts, before getting anyone to speak. Some people will only share when they have had a chance to collect their thoughts. 3. Ask people who often take the lead in conversations if they could help you get more participation by holding back until others have shared their opinions (do this one on one before the session). 4. Let people write things down and have someone else read what they wrote. It's often less scary to read something out loud that is not your own idea.

One of my favorite icebreakers is "what makes me unique in this particular group?" people can share small things (sport, music) and very powerful ones (I survived cancer). It always gives a joyful start to the workshop, and values diversity of experiences within the group.

It might sound obvious but it makes a difference to welcome everyone to the space. What I mean by that as a facilitator, is to create a welcoming and inclusive environment. This might involve inviting everyone to introduce themselves, taking care to acknowledge each person as they enter the space, using approaches which meet different preferences and needs. Checking out what people need to feel included. Letting everyone know their voice is welcome and valid and that they will be heard. It's amazing what this welcoming, inclusive space can contribute to people's sense of belonging and safety.

Facilitators play a crucial role in fostering an inclusive and secure environment where group members feel comfortable sharing their thoughts, opinions, and feedback. Encouraging participation and diversity is key to achieving this. Employ techniques like brainstorming, icebreakers, polls, surveys, or breakout rooms to stimulate and gather input from all participants. Strategies such as round-robin, popcorn, or random selection ensure that everyone has a voice and is heard. Moreover, recognizing and celebrating the diversity within the group by inviting various perspectives, experiences, and backgrounds enriches the discussion, making it more meaningful and inclusive. Creating this atmosphere is fundamental to effective facilitation.

I make it a point to say that as much as I love the topic and could talk about it all day, that is not the goal or how any of us will learn, grow or get better. I have learned to sit in the silence while allowing folks to process information. Having folks to work together in groups and report out to the larger group also helps to allow other voices to be elevated. Finally, I ask open-ended questions to continue the discussion, such as "does anyone have another perspective to share," "how can we develop this idea/thought/statement further" and "any other thoughts before we move on?" I am constantly encouraging diverse thoughts and perspectives by asking others to add to the discussion. Participation increases with virtual sessions and chat.

Sometimes more art than science - sensing when to lean in to disruption, when to negotiate, and when to "agree to disagree". It is fluid and strongly depends on the desired outcomes of the conversation, the temperaments of the group members, the desired culture in the organization and the seriousness of the challenge at hand. Regardless, respect is paramount in all situations - encouraging (sometimes enforcing) respect within the group and leading by example.

Change our perspective. Conflict is an unavoidable aspect of any team's journey, but how you handle it is what matters. Why is this so important? Because well-managed conflict may actually grow your team by building understanding and respect from opposing points of view. How do you go about doing this? It's about leading discussions toward common ground and shared goals, turning possible barriers into stepping stones for progress. Consider conflicts as opportunities for collaborative problem-solving and innovation rather than destructive obstructions. This mentality shift transforms disagreements into catalysts for team development and togetherness, ensuring that your team emerges from every challenge stronger and more harmonious.

"Cognitive friction" or "cognitive diversity" is term used to describe tension between opposing thoughts (or views) and it can eventually lead to a synthesis of ideas, enhanced understanding, and overall superior result. But only if managed in a proper way. When managed constructively, this so called "friction" births the outcome that can contribute to interpersonal and organisational development. Ideally the result is common group goal, owned by entire group, as agreed upon approach is built from different perspectives.

Conflict and disagreement are natural occurrences within group dynamics, and as a facilitator, it's your responsibility to address them effectively. These conflicts may stem from various sources, including misunderstandings, assumptions, emotions, values, or interests. Your role is to manage these situations in a constructive and respectful manner, refraining from taking sides or imposing solutions. Utilizing skills like reframing, clarifying, probing, or mediating can assist the group in resolving their issues and finding common ground.

When tensions bubble up, I've found it helpful to lean into some tips from Nonviolent Communication (NVC). Instead of just getting caught up in what group members are asking for, I try to dig deeper to understand everyone's real needs. By really listening and acknowledging how they are feeling, I hope to create space for better conversations. This tends to lead us towards solutions that work for everyone. Bringing in these NVC ideas makes the whole facilitation process smoother, making sure we're all on the same page and working together towards our goals.

Supporting action and accountability is the last piece of the puzzle in facilitating a group towards a shared objective without imposing your own agenda. This involves aiding the group in converting their discussions and decisions into tangible actions and commitments. Employ tools like action plans, timelines, or roles and responsibilities to help the group outline and record their next steps and follow-up actions. Techniques such as feedback, evaluation, or regular check-ins can assist the group in tracking and measuring their progress and outcomes. By nurturing action and accountability, you play a pivotal role in ensuring the group attains their goal and maintains their collaborative efforts successfully.

2 lovely questions at the end of any workshop/meeting: 1. What do you take out of the meeting? 2. If there's 1 or 2 things you really want to do yourself right after the meeting, what would that be?

Il est important de promouvoir l'action et la responsabilité, ainsi que de répartir les tâches en fonction des compétences et des intérêts de chacun. Animer ne se limite pas à créer des moments de cohésion ; il est essentiel que cela soit suivi d'actions concrètes. Utilisez des méthodes de gestion de projet et d'intelligence collective pour clarifier les rôles et favoriser la participation active. L'utilisation de plans d'action et de plannings permet de concrétiser les discussions en résultats mesurables. Assurez-vous de fournir des feed-back réguliers, d'évaluer les progrès et de vérifier les résultats. N'oubliez pas de valoriser et de célébrer les réussites pour créer un environnement de travail collaboratif et positif.

Ce que j'ai l'habitude de demander après un atelier, c'est la production d'un livrable (par exemple un outil qui va servir plus tard). Je trouve que cette pratique donne un but à l'atelier et en même temps aide l'apprenant à cheminer dans son apprentissage et à être plus actif.

Ensure that actions are anchored back to the original benefit agreed upon! If the group prioritised and voted on key actions to take forward, this will ensure that the group will find relevance and commitment in following through.

Make your agenda to guide the group towards their common goals. This sounds simple but it involves a mindset shift for the group coach. While there are many collaborative tools available, the most powerful tool is you! Pay attention to the group as a whole and adjust your style and expectations to the groups stage of development and the unique group dynamics.

Starting a session with some basic ‘housekeeping’ helps to ensure full participation - for example a ‘no devices’ rule to minimise distractions and ensure everyone stays focussed. This may sound obvious, but establishing some courtesies at the beginning - and role modelling them throughout - will help the session to flow more smoothly.

The 5 steps of retrospectives can be applied in all facilitated sessions, not alone retrospectives. These are : set the stage, gather data, generate insights, decide what to do and closure. Preparing each step on beforehand based on the participants, time, location and subject is the most important part of any facilition

Encourage open dialogue, blend ideas like a smoothie, let everyone sprinkle their creativity, and voila—a shared masterpiece!

Como facilitador de alto impacto seguir estos pasos, podemos guiar a los estudiantes hacia sus objetivos de aprendizaje de idiomas sin imponer nuestra propia agenda, creando una experiencia de aprendizaje enriquecedora y centrada en el estudiante. Esto no solo mejora los resultados de aprendizaje, sino que también prepara a los estudiantes para comunicarse con confianza en un entorno global, lo cual es esencial en el mundo de los negocios internacionales y la comunicación intercultural.