International Association of Facilitators
1999 Annual Meeting
Williamsburg, Virginia, USA
January 14-17, 1999
Thread #3: Teambuilding & Communication
Sandy Dignes
The facilitator’s role goes beyond facilitating to include understanding the dynamics of the group with which they are working. In this session we will focus on three aspects of how the individuals of the group influence the dynamics of the group as a whole. The first area we will look at is the various Myers-Briggs personality types and how they act and influence others in team settings. The next section will address different listening styles that the facilitator may use with the team in order to be sure that the individuals in the group feel heard and therefore are encouraged to participate. We will discuss four listening styles: paraphrasing, mirroring, drawing people out and making space. As we now may better understand the individuals in the group, it may make it easier to understand what listening skills are best to use with a specific personality type. Finally, we will also observe the individuals to discern their non-verbal messages that their body language is telling us. This may also better help us to be more aware of the dynamics of the group so that we can better facilitate the team to meet their needs.
As a facilitator, one needs not only to understand the role of the facilitator and to know facilitation techniques, but also to understand group dynamics. A facilitator needs to operate on several levels at one time. Not only does one need to be listening to the content, but they also need to be engaged with the group as an observer of the individuals and the group as a whole. Being sensitive to silent group dynamics, the facilitator can better understand the whole and be better able to move the group forward. The discussion of group dynamics can be vast. In this session we will discuss a few elements of group dynamics: Myers-Briggs personality types in teams, some listening skills that will aid your ability as a facilitator to lead the group and finally a look at some nonverbal cues that your group members may be exhibiting.
The Myers-Briggs Type Indicator was developed by a Mother/Daughter team: Katharine Briggs and Isabel Briggs Myers. It was based on Carl Jung’s work and their careful observation of a set of individuals over a period of time. It has been statistically validated and is one of the most widely used psychological tools. The MBTI is an inventory to help individuals understand their basic personality preferences. It looks at four areas of one’s personality: 1) where an individual gets their energy (Introversion or Extroversion), 2) how he or she gathers information (Sensing or iNtuition), 3) how one makes decisions (Thinking or Feeling), and 4) their lifestyle preference (Judging or Perceiving). Sixteen personality types result from combining these 4 preference scales. More specifically, to determine Introversion (I) or Extroversion(E), one looks at where they get their energy from whether it is from the inner world (I), or the outside world (E). If you use Sensing (S) to gather information, you gather it in a precise and exact manner. Those who are iNtuitive (N) gather information in a novel or inspired manner. In decision making a Thinking (T) person seeks general truths and objectivity. A Feeling (F) person seeks individual and interpersonal harmony when making decisions. Finally, the Judging (J) person likes to come to closure and act on the decision. The Perceiving (P) person prefers to remain open and adapt to new information. It is best to understand your own type before trying to understand others. Therefore, in the session we will spend a few minutes reviewing a set of questions for each preference for the individuals to make an informal assessment of their type. For those who are interested in a more formal assessment, there is a pencil and paper inventory that can be taken. These are available from qualified MBTI professionals who are usually career development professionals or therapists.
Research has shown that teams with similar personality types will understand each other sooner and reach decisions faster, but that there may be errors because there was inadequate representation from all viewpoints. In a team where opposites on all four preferences are represented there may be problems in achieving understanding. However, those teams who appreciate differences may have less conflicts. In addition, if there is one person on a team who is the only representative of a preference, they may be seen as "different". Now we will look at the sixteen types to see how they behave in a team setting. This will only be a look at a few of their behaviors that may show up in group facilitation work, but hopefully this will give you an idea of the personality types that are in your group and their team behavior . We will look at the sixteen types in groups of four represented by the two middle letters.
|
ST: Focuses on data collected by senses. Uses impersonal analysis of data to reason logically from cause to effect |
|
TYPE |
LEADS BY: |
INFLUENCES BY: |
IRRITATES TEAM BY: |
|
ISTJ |
Being open to facts |
Expressing ideas that blend and integrate varied viewpoints |
Being too task focused and losing the overall meaning |
|
ISTP |
Using a quiet, indirect authority |
Sharing opinions and experience when asked |
Being picky about specifics |
|
ESTP
|
Articulating the problem, gathering opinions, offering alternatives, summarizing, and making a decision that works |
Being enthusiastic, logical and nonjudgmental toward others suggestions |
Acting too quickly and relying on improvisation |
|
ESTJ |
Defining and clarifying issues, goals, problems, and purposes |
Displaying high energy and commitment |
Taking over |
|
SF: Focuses on data collected by senses. Is sympathetic and makes decisions based on values |
|
TYPE |
LEADS BY: |
INFLUENCES BY: |
IRRITATES TEAM BY: |
|
ISFJ |
Being thorough, organized, and task oriented; paying close attention to pace and closure |
Resolving issues one-on-one or outside the team meeting |
Being too serious or exacting |
|
ISFP |
Listening to all ideas, persuading dissidents to comply, and gaining overall support for the solution |
Subtly generating ideas and allowing others to pursue them |
Being too nice too often |
|
ESFP |
Starting the process and summarizing the decisions made |
Getting others excited, motivated, and energized |
Using too much humor; being seen as having too much fun |
|
ESFJ |
Working to achieve consensus and closure by following the agenda and honoring time commitments |
Using persuasive arguments that take others’ feelings into account |
Talking an issue to death |
|
NF: Focuses on what might be, not on what is Is sympathetic and makes decisions based on values |
|
TYPE |
LEADS BY: |
INFLUENCES BY: |
IRRITATES TEAM BY: |
|
INFJ |
Developing the overview or "big picture" |
Compromising easily unless there is a conflict with personal values |
Stubbornly sticking to an idea |
|
INFP |
Eliciting group consensus to facilitate goals and closure |
Encouraging other to look at new possibilities |
Being overly perfectionistic or idealistic |
|
ENFP |
Democratically soliciting everyone’s opinions, listening carefully, and negotiating any differences |
Presenting positive alternatives for consideration |
Talking too much or randomly interjecting ideas |
|
ENFJ |
Facilitating goal accomplishment through cooperation and consideration of all opinions |
Calling attention to the process as well as the content |
Appearing "bossy" or doing too much for others |
|
NT: Focuses on what might be, not on what is Uses impersonal analysis of data to reason logically from cause to effect |
|
TYPE |
LEADS BY: |
INFLUENCES BY: |
IRRITATES TEAM BY: |
|
INTJ |
Helping team define, decide on, and accomplish its purpose |
persuading through clear thinking, argumentation, logic, observation, and suggestions |
Being single-minded in the pursuit of a task or objective |
|
INTP |
Providing options so that decisions can be made by majority or consensus |
Using logic and reason |
Constantly finding flaws or forgetting to consider other’s opinions |
|
ENTP |
Generating ideas |
questioning and critiquing various possibilities |
Stealing the show |
|
ENTJ |
Providing models to enhance understanding and completion |
Using straightforward logic |
Overpowering and overcontrolling the team |
Another competence that a facilitator needs to employ is the ability to use listening skills. It is extremely valuable to use these skills when brainstorming with the group. The individuals feel that there ideas have been validated, and this in turn encourages others to participate. There are four listening skills that we will cover in this session: paraphrasing, drawing people out, mirroring and making space.
Paraphrasing is repeating back to the speaker what they have said using your own words. This is especially useful in synthesizing a large amount of information.
Mirroring is repeating the speaker’s exact words back to them. Some people need this kind of accuracy in order to feel heard. If the facilitator has paraphrased, but the speaker seems frustrated, mirroring may work best for this individual.
Drawing people out helps those individuals who are having difficulty in getting their ideas out. The facilitator encourages the speaker by adding open-ended questions such as, "and…", "what do you mean by…", "so…". The facilitator can also ask questions of the speaker such as, "can you say more about that?"
Making space invites quiet individuals to participate. As a facilitator, you will be observing all members of the team. If you notice that there are some individuals who have not participated, or whose body language indicates that they want to participate, you can call on the individual and create an opening for them by asking if they have a thought that they would like to share with the team. Another approach is to go around the room one at a time, giving each individual a chance to participate. The key to this approach is not to put unwanted pressure on someone to participate.
Body language often speaks as loudly about how the individual is feeling as does their words. By observing the participant’s body language, the facilitator can be attentive to addressing the individual’s needs or feelings that may be unspoken.
Interrupting gestures: We are trained in childhood to raise our hand in school when we want to speak. This transfers into adulthood with ear tugging, carrying the index finger to the lips, or flicking hand upwards and then let the hand fall down again. Acknowledging interrupt gestures will make the listener feel that you are a great listener.
Relaxed aggressiveness: Usually used by males - leaning back with hands behind the head. This person is in the drivers seat and sure of himself.
Confidence: Steepling the fingers by matching finger tips. Research has shown that the more important an executive is, the higher he holds his hands in a steeple position. Women tend to hold the steeple position in their laps or at belt level when standing.
Cooperation and attentiveness: Tilting head, leaning forward and sitting on the edge of the chair (if accompanied by other cooperative gestures. Maintaining eye contact, looking upward, resting chin on hands, and leaning back in one’s chair are signs of attentiveness
Hirsh, Sandra Krebs. Introduction to Type and Teams. Palo Alto, CA: Consulting Psychologists Press, Inc., 1992.
Kaner, Sam. Facilitator’s Guide to Participatory Decision-Making. Philidelphia, PA: New Society Publishers, 1996.
Nierenberg, Gerald I. and Henry H.Calero. How to Read a Person Like a Book. New York, NY: Pocket Books, 1971.
Sandy Dignes is the principal and founder of Sandy Dignes and Associates, a professional facilitation firm. Ms. Dignes started her career in facilitation 10 years ago at Pacific Bell through internal training and extensive work with he concept of Total Quality Management (TQM). She has since completed extensive professional facilitation coursework. Her company now helps teams in brainstorming, problem analysis and consensus management. Her current area of specialization is working with Information Systems project teams in the areas of project design and risk assessment. Ms. Dignes is a member of the International Association of Facilitators and was part of the core planning team for the 1998 IAF Annual Conference. She is also a member of the National Association of Female Executives. Ms. Dignes received her M.B.A. from Golden Gate University and holds a M.S. from the University of Rhode Island. Her B.S. is from the University of New Hampshire. In addition, she is a qualified Myers-Briggs Practitioner. Sandy’s clients include Hewlett Packard, IBM and Pacific Bell. She has presented workshops at the Women’s Business Conference, the Junior League of the Oakland-East Bay Inc., and the R&D Strategies Conference sponsored by the Institute for International Research.