Planning a workshop.Introduction Workshops are not just meetings, nor lectures, nor seminars, nor discussions, but may well contain various elements of all, or some, of these. They are principally gatherings of anything from four to over ten people called together in an informal environment, conducive con·du·cive adj. Tending to cause or bring about; contributive: working conditions not conducive to productivity. See Synonyms at favorable. to creativity, in order to tackle a problem or achieve an objective. Workshops are appropriate for the study of broader issues, ones that deserve deeper analysis than can be achieved in ordinary meetings, or ones that require brainstorming or imaginative thinking. Workshops do not have a "chair" or a leader as such, but a facilitator who creates an open, relaxed atmosphere to encourage contributions from the participants. Workshops are good for: * securing group ownership of the objective * getting maximum contributions from people * involving people as fully as possible * brainstorming ideas * coming up with the right questions and constructive alternatives * formulating a rough plan of action. National Occupational Standards for Management and Leadership This checklist has relevance to the following standards: C: Facilitating change, units 1, 2, 3, 4, 5, 6 Definition A workshop is a group event or learning occasion or training session at which participants are the major contributors, or learn from each other or where the experience of the participants is more important than the knowledge of the workshop facilitator. Action checklist 1. Select a facilitator Determine whether the facilitator should be internal or external. Internal staff can be used if: * the issue is not too complex * the issue is not really contentious * the staff member has some experience as a facilitator. An external facilitator should be used when the above factors do not apply. The facilitator should feel comfortable with running activity-based sessions and should be able to: * indicate to participants the expected outcomes or targets * have clear plans and tactics on how to get there * do as much as possible to ensure that participants own what they have achieved by the end. 2. Clarify what must be achieved Identify the objectives of the workshop, deadlines to meet, and any opposing ideologies to reconcile. Ensure objectives are measurable. 3. Identify participants Participants must be able to make a worthwhile contribution. Pay attention to the best mix of people and to any potential conflicts which will need to be managed. 4. Select a venue This must have appropriate facilities--equipment, room-size and atmosphere are an easy oversight. Give some thought to a flexible workshop structure with content or themes for an outline programme, paying attention Noun 1. paying attention - paying particular notice (as to children or helpless people); "his attentiveness to her wishes"; "he spends without heed to the consequences" attentiveness, heed, regard to syndicate rooms for group-working. Where it is important to "step aside" and think afresh a·fresh adv. Once more; anew; again: start afresh. afresh Adverb once more Adv. 1. , a venue outside the premises should be considered--this frees the minds of participants as they will not be constantly thinking of the work waiting for them a few yards away. 5. Obtain equipment Think of all the fiddly fiddly Adjective [-dlier, -dliest] small and awkward to do or handle fiddly adj [task] → delicado, mañoso; [object bits and pieces that may seem trivial but can be enormously helpful when a session is in full swing, including. glue glue: see adhesive. glue Adhesive substance resembling gelatin, extracted from animal tissue, particularly hides and bones, or from fish, casein (milk protein), or vegetables. , scissors scissors Cutting instrument or tool consisting of a pair of opposed metal blades that meet and cut when the handles at their ends are brought together. Modern scissors are of two types: the more usual pivoted blades have a rivet or screw connection between the cutting ends , Blu-Tack, OHP OHP Oregon Health Plan OHP Overhead Projector OHP Observatoire de Haute-Provence (French observatory) OHP Office of Historic Preservation OHP Oral History Project OHP Occupational Health Psychology OHP Oxford Health Plans Inc. , flipchart and pens that work, paper-clips or stapler sta·pler 1 n. One who deals in staple goods or staple fibers. stapler Noun a device used to fasten things together with a staple Noun 1. . Get the room layout to suit your needs. Seating patterns can make a difference to discussion. 6. Establish ground-rules This is particularly important with brainstorming sessions, and with groups of mixed seniority, but keep rules limited: the more rules, the more inhibiting it may become. 7. Assess what the participants need to know in advance Perhaps set a pre-workshop task, but keep pre-workshop information to a minimum as the focus is on group activity. Be aware of preconceived ideas Noun 1. preconceived idea - an opinion formed beforehand without adequate evidence; "he did not even try to confirm his preconceptions" parti pris, preconceived notion, preconceived opinion, preconception, prepossession and fears, and prepare in advance how to dispose of To determine the fate of; to exercise the power of control over; to fix the condition, application, employment, etc. of; to direct or assign for a use. See also: Dispose them. 8. Work out a time-table Workshops can last from half a day to two or three days, depending on the topic(s). Design the day(s) flexibly allowing for comfortable proportions of plenary plenary adj. full, complete, covering all matters, usually referring to an order, hearing or trial. PLENARY. Full, complete. 2. to groupworking sessions. Take into account the concentration required of the participants. Try to work a balanced mix between active and passive sessions. Remember to remain in control but be flexible when events by-pass or over-rule your scheduling. Allow adequate time for coffee/tea breaks--participants need time to absorb ideas and chat with one another. If the workshop lasts more than one day, it is often useful to start the first day with lunch so that people can relax and get to know one another. 9. Plan how the workshop will begin An immediate--but appropriate--ice-breaker can help establish the atmosphere you wish to create and can also help with introductions. After the ice-breaker, set the scene, clarify why you are all there, and explain the process so that all are comfortable with it. 10. Make the workshop enjoyable Everyone will get more from the workshop if it is an enjoyable experience. 11. Measuring workshop output Measuring the success or failure of a workshop goes beyond mere participant satisfaction of--hopefully--an enjoyable and constructive session, or sessions. It is measured in terms of: * to what extent measurable objectives were progressed, advanced or achieved * what thinking, behaviour or activity changes have taken place, will take place or have been confirmed as a result of the workshop * what action results as a consequence of the workshop. How not to manage a workshop Managers should avoid: * allowing things to become too relaxed * worrying about an individual's non-participation at the expense of overall group success * seeking to dominate thinking or try to impress with your knowledge * spending much time lecturing or presenting * indulging too many red-herrings * allowing an individual to dominate * involving participants who really do not want to be there. Workshops are inappropriate if: * you need to collate col·late tr.v. col·lat·ed, col·lat·ing, col·lates 1. To examine and compare carefully in order to note points of disagreement. 2. To assemble in proper numerical or logical sequence. 3. or analyse an·a·lyse v. Chiefly British Variant of analyze. analyse or US -lyze Verb [-lysing, -lysed] or -lyzing, complex or detailed information * you need to investigate mistakes or failure * you need to make a final decision. Additional resources Books Facilitation Facilitation The process of providing a market for a security. Normally, this refers to bids and offers made for large blocks of securities, such as those traded by institutions. made easy: practical tips to improve meetings and workshops, 3rd ed., Esther Cameron London: Kogan Page, 2005 Practical facilitation: a toolkit of techniques, Christine Hogan hogan Dwelling of the Navajo Indians of Arizona and New Mexico. The hogan is roughly circular and constructed usually of logs, which are stepped in gradually to create a domed roof. London: Kogan Page. 2003 The facilitation of groups, Dale Hunter Dale Robert Hunter (born July 31, 1960 in Petrolia, Ontario) is a former Canadian ice hockey player. NHL career Selected by the Quebec Nordiques in the 1979 NHL Entry Draft, Hunter played seven seasons in Quebec before he was traded the Washington Capitals in return for a , Anne Bailey "Mad" Anne Bailey (*probably 1742 in Liverpool, England as Anne Hennis - November 22, 1825 in Ohio) was a famous story teller, frontier scout and served as a woman in the fights against the Indian tribes. , and Bill Taylor London: Gower, 1996 How to run seminars and workshops: presentation skills for consultants, trainers and leaders, Robert L Jolles New York New York, state, United States New York, Middle Atlantic state of the United States. It is bordered by Vermont, Massachusetts, Connecticut, and the Atlantic Ocean (E), New Jersey and Pennsylvania (S), Lakes Erie and Ontario and the Canadian province of : Wiley, 1996 This is a selection of books available for loan to members from the Management Information Centre. More information at: www.managers.org.uk/mic Related checklist Facilitating (162) |
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