August 1997

Graphic Brainstorming - Pictures at a Workshop | Gary Rush, IAF CPF

Introduction

One of the objectives of the facilitator is to enable communication. We use our senses of sight and sound to communicate. We interpret what we see and hear - but each one of us interprets it differently. If one person has a "vision" of a business, that "vision" is buried in the back of the mind - an image that is different from the image that is in the back of the mind of the next person. To illustrate - if you heard me say "building" - what pops into your mind? Is it a verb? Is it a noun? Is the building two stories, three stories, a skyscraper, a house? Words leave much to the interpretation of the person hearing them. If we draw pictures to help, then we are using more senses and we are more concise.

Why is it important?

Graphic brainstorming takes advantage of the saying "Pictures are worth a thousand words". Images help us communicate and cross cultural boundaries (international road signs are symbols - not words). Calling it a "house", "casa", or "maison" is unimportant if we understand that we are talking about a:

Other examples include blue-prints, maps, and analytical models. All of these can be described using words - yet none are effective unless documented with their graphics.

Graphic Brainstorming

Graphic brainstorming is a process developed over many years by people such as Arthur Young and David Sibbett. They studied thought processes and the life cycle of idea generation and defined seven graphic formats for communication and idea creation based on process theory. The formats take people from conception through analysis and finally commitment to an idea. The different graphic formats are useful at different stages of a workshop. The seven formats are:

• Poster - a central theme
• List - a sequenced list of ideas
• Cluster - arranged collection of ideas
• Matrix - a forced comparison of ideas
• Diagram - a model of an idea
• Drawing - an image of the idea
• Mandala - a unifying, centered image

Each format provides the facilitator with a tool to help the group communicate and move through the process of understanding and commitment.

Many facilitators are afraid to use graphics because they don't feel artistic enough or don't know how to incorporate them into the workshop process. Others feel that graphics are not "real work." Unfortunately, we have been taught to "stay within the lines." In workshops, drawing a stick figure is just as effective as drawing a well-proportioned figure. The purpose is to communicate. We need to express ourselves and know that content is more important than presentation - in a workshop. Facilitators need to become comfortable both drawing the images or using the graphics in brainstorming as well as asking the participants to draw out their ideas. Learning some simple techniques and becoming comfortable drawing simple lines and circles helps us find the "child within" to permit us to use graphics.

Graphics and Workshops

Graphics are important elements of many workshops. It is not enough to be comfortable drawing pictures. One key problem with graphics and workshops is "When do I use them and How?".

Knowing which graphic format to use when is important for a facilitator. Using a matrix to define a vision is ineffective. Using a drawing to identify roles and responsibilities becomes too complex. The graphic is a means to an end. Knowing the end and finding the appropriate means makes for a more effective workshop. Knowing that graphics help people think through problems, helps develop workshop agendas.

As a facilitator, I use a lot of graphics. I will explore which formats to use for which purpose in upcoming newsletters. I presented these concepts at the IAF conference in January, 1998.

March 1999

JAD - FAST | Gary Rush Facilitation

Introduction

I frequently get questions asking if I train "JAD". I also see posts on the facilitator news group by facilitators asking for information on "JAD". As a result, I thought that I'd clear up some misconceptions about "JAD", FAST, and other brands of facilitation.

"JAD"

JAD is an acronym for "Joint Application Design". Chuck Morris and Tony Crawford of IBM developed JAD. They developed JAD from 1977 through 1980. JAD was originally used to design computer systems - screens, reports, etc. Later, Tony Crawford added a process called "JAD Plan" to help develop the scope of work. JAD is an IBM branded technique for facilitation.

FAST

FAST is my technique. I developed FAST in 1985. It grew out of my experience conducting JAD workshops (I was trained by Chuck Morris). FAST originally was an acronym for "Facilitated Application Specification Technique". Quite a mouthful, so I dropped the acronym and it is now just a name (although I play acronym games on the first page of this newsletter each month). FAST originally focused on workshops to develop computer systems, like JAD, but quickly expanded to include planning, problem-solving, re-engineering, and many others.

Now for the Misconceptions

The misconceptions about "JAD" are based on its becoming a brand name used to describe a class of product - such as "Kleenex" or "Xerox". The most common incorrect uses that I hear are:

• There is a meeting and someone is up front calling the meeting a "JAD" session.
• "JAD" is related only to developing computer systems - i.e., Information Technology related.
• Many of the facilitators who I have trained call the process - "JAD", even though they learned FAST.

All of these are incorrect. The first is because, unless the meeting is properly facilitated, it is just another meeting. The second is based on the origin of JAD and missing the fact that IBM has used its facilitators for more than computer design. The third misuse is simply because "JAD" has become the "Keenex" of the industry. What amazes me is that JAD, FAST, and most others are based on similar facilitation principles. All can be used in many types of workshops. The workshop agenda and participants change. What differentiates each brand is:

• who teaches
• how comprehensive the class is
• which workshop agendas are taught and how they are used
• how complete the preparation is
• who owns the brand

I Really Want to Know JAD

I teach the original JAD agenda that was developed in 1977 (it is now public domain) - plus a lot more. To learn how to facilitate workshops related to developing systems, learn FAST - you will also learn how to facilitate planning, problem solving, re-engineering, and much more.

Summary

So, to be correct, instead of calling a workshop "JAD", call it a facilitated workshop. If the workshop is related to computers, say so, but don't call it "JAD" - unless IBM is running the workshop. Using the names properly increases understanding with our clients and amongst ourselves.

January 2001

Marketing Your Skills | Gary rush, IAF CPF

Introduction

In my classes, one question arises that seems to stump many students and their organizations - "How do we sell our services?" In my FAST Newsletter - Getting Facilitation Accepted, I discussed how to get facilitation accepted in your organization. This time, I'll focus more on how to get clients (internally and externally) to hire you as a Facilitator.

First of all, know what you are selling. If your potential client doesn't know why facilitated workshops are beneficial, you may need to sell that concept first. If they understand the benefits of facilitated workshops, then you need to sell your ability as a Facilitator. Let's look at both scenarios.

Selling Facilitated Workshops

When clients don't know the benefits of facilitated workshops, you need to sell more than just a workshop. You need to sell the entire process and why your implementation of the process is better than what the client was using. In other words, in the past, they used various processes to gather requirements, design systems, and develop strategic plans, etc. Why weren't those processes working? They need to understand that the process you bring will get them to the proper solution. You need to show:

• The process produces a deliverable that is meaningful to the client.
• The process works better when more people are involved.
• Serial interviewing is filled with potential errors, rework, and missed opportunities.
• Following your process will improve productivity and quality - often by a factor of 4 to 1.

When selling the need for workshops, sell the need for a particular deliverable (strategic plan, requirements document, etc.). Once the client decides on a certain deliverable, sell your overall process and understanding of how to produce a deliverable. Then, just slide the workshop process in as a means to gather the information.

Selling Your Ability

I have been selling my Facilitator ability for 17 years. There are two major criteria that clients use in selecting Facilitators:

• The facilitator's ability to structure a process to produce the desired deliverable.
• The facilitator's ability to listen.

The first criterion is important in assuring the client that they will get what is wanted. They need to know that they will walk out of a workshop with a useful, quality deliverable. To do that, clearly articulate the process and show an example deliverable - either one done earlier or sketch one as an example. Once they know that you understand the process to produce the deliverable, then sell them on your ability to get there by using your listening skills.

Listening

Listening is the most important skill that a Facilitator has. It makes the difference between an okay Facilitator and a great one. Before you begin preparation listen to the client and let them know you heard what was said. Good active listening is important in understanding the client's desired deliverable. If you listen to what is said and suggest a process that clearly meets their need, the client will believe that you can produce the result. Do not have a preconceived idea of what to do before you meet the client. Do not try to fit what they want into a process or workshop that you know just because you know the process. Listen and select the right process or adapt one - appropriately - to clearly produce their deliverable - and nothing more. Too often, consultants, internal and external, have a preconceived idea of what to do and work the client around to their way of thinking. Instead, work yourself around to the client's way of thinking. To listen well, do the following:

• Make contact with the client by paying attention to the client. Focus eye contact on the person speaking.
• Absorb what is said. Don't judge or evaluate. Don't have a preset set of questions. Listen to ask the right questions.
• Feedback what was said - before you ask any questions. Use their words and phrases.
• Get confirmation from them that you heard correctly - correct it if you didn't.

Summary

So, sell the overall process first. Then sell your ability by understanding the deliverable and showing that you listen well. Remember, make contact, absorb, feedback, and confirm are the steps to listening well. Good listeners get hired - because the client is comfortable that they will get what they want.

May 1997

Preparation | Gary Rush Facilitation

What is Preparation?

Preparation is the process of interviewing the participants of an upcoming workshop enabling a facilitator to properly develop the workshop agenda and bring the appropriate tools to empower the group. Preparation also includes agenda development, preparation of the documenter or recorder, scheduling, and logistics set up of the room and audio visual equipment.

Why Prepare?

I view preparation as critical. I never support unprepared facilitation. Unprepared facilitation often wastes participant's time more than an unfacilitated workshop. That is partly because expectations won't be met and the group may set many directions. It's like the old saying, "If you don't know where you are going, all roads take you there." Preparation gathers the expectations of the participants. It enables the facilitator to know why the group is meeting so that the agenda helps the group get where they want to go. It enables the facilitator to bring in tools for team-building if the team needs it or creativity enhancing -- again, if needed. Using the wrong tool hurts a session faster than using no tools.

The Steps of Preparation

Following are the preparation steps:

1. Determine the purpose and objectives.
2. Talk to potential attendees to gain their perspective on the meeting.
3. Develop the meeting agenda.
4. Build the attendee list.
5. Schedule the meeting.
6. Prepare an invitation letter
7. Prepare the recorder.
8. Set up the room and visual aids.

Make sure that you interview all participants if possible. Ensure that the letter is sent out by the workshop sponsor - it lends credibility. Ensure that the purpose and objectives are clear - and that they are the group's purpose and objectives - not yours.

Interviewing

Interviewing is a critical part of preparation. It must be done by the facilitator. Most interviews last 30 minutes or less. You don't interview to manipulate or capture the information you want in the workshop. You interview participants to understand:

• their job
• their business
• their expectations
• potential issues
• who should, or should not, attend and why
• schedule conflicts

My 30-minute interview goes:

• This is why I'm here.
• This is what a workshop is all about - process and roles.
• I am interviewing you to find out how you fit into the workshop and what I need to do to ensure that your time and the time of the other attendees is not wasted.
• What do you expect from the workshop?
• What will make this workshop a success? A Failure?
• Are there any problems you foresee? Identify these problems and ask subsequent participants if they concur.
• Who should attend the workshop? Who should not - why?
• Does the proposed agenda make sense to you?
• Do you have any questions for me?

I have used this interview for 14 years - it works well.

Given the amount of work, preparation takes time - generally 1 day for short workshops up to 3+ days for longer workshops. Whatever you do, don't skimp on preparation. Interview people over the phone, if necessary. Talk to key people if others aren't available. Talk to more than one at a time. Just don't skip it. Those who do, are flying by the seat of their pants - on thin cloth.