Facilitating with Technology New Technology and New Techniques

Facilitating with Technology New Technology and New Techniques to: Increase Project Team Productivity Optimize Individual Time rtaylor@taylor-made-consulting. com pcollins@jordan-webb. net All Rights Reserved 1991 -2000 (312) 664 -1948 (847) 673 -2288

Scenario n Project team needs to make a collaborative decision n Decision is needed within a short time n Team members have limited time for additional meetings Jordan-Webb - All Rights Reserved 1991 -2000

Collaborative Team Activities n In meetings, project teams will perform some or all of the following activities in various combinations and iterations while producing their desired outcomes and deliverables Jordan-Webb - All Rights Reserved 1991 -2000

Collaborative Team Activities Ideation n Organization n Analysis n Evaluation n Integration n Exploration n Proposition n Decision n Jordan-Webb - All Rights Reserved 1991 -2000

Conventional Response (Work Harder!) n Organizing a Project Team Meeting – Anyone who has tried to organize a meeting has probably found out that it is very hard work! – Just trying to agree on a mutually convenient date & time, contacting team members, re-organizing calendars and then re-scheduling when key members cannot attend are some of the more complex aspects. – This is before taking into account the planning of the desired outcomes, deliverables and activities of the meeting. Jordan-Webb - All Rights Reserved 1991 -2000

Conventional Response (Work Harder!) n Organizing a Project Team Meeting – The notion to “work harder” to get things organized ignores the fact that there are technologies and techniques that can allow your team to “work smarter”. – The following worst case scenario represents how the activities at a conventional 5 -day planning workshop might be organized - requiring all participants to be present at all times. Jordan-Webb - All Rights Reserved 1991 -2000

Conventional Action Steps (All Meetings Face-To-Face) n Phase I (face-to-face, synchronous) – Orientation + Ideation + Organization – Analysis + Evaluation n Phase II (face-to-face, synchronous) – Ideation + Organization – Analysis + Evaluation n Phase III (face-to-face, synchronous) – Integration of Phases I & II + Exploration n Phase IV (face-to-face, synchronous) – Exploration + Proposition n Phase V (face-to-face, synchronous) – Proposition + Decision + Closure Jordan-Webb - All Rights Reserved 1991 -2000

Today’s Response (Work Smarter!) n Organizing a Project Team Meeting – The notion to “work smarter” to get things organized utilizes technologies and techniques that transform the concept of a “meeting” that no longer requires everyone to be at the same place, at the same time, for all of the time. – In the new model of a meeting, activities performed while participants are separated can be integrated with activities that teams must perform when they are face-to-face. Jordan-Webb - All Rights Reserved 1991 -2000

Today’s Response (Work Smarter!) n Organizing a Project Team Meeting – The following scenario represents how the activities of a conventional 5 -day planning workshop might be re-organized into both distributed and face-to-face activities, requiring only one (1) day of face-to-face time. – While some of the distributed activities would be conducted at the same time (synchronously), participants could join other distributed activities at any time (asynchronously) Jordan-Webb - All Rights Reserved 1991 -2000

Today’s Action Steps (Distributed + Face-To-Face) n Phase I (distributed, synchronous) – Orientation + Ideation + Organization – Analysis + Evaluation n Phase II (distributed, asynchronous) – Ideation + Organization – Analysis + Evaluation n Phase III (distributed, synchronous) – Integration of Phases I & II + Exploration n Phase IV (sub-grouped, distributed, asynchronous) – Exploration + Proposition n Phase V (face-to-face, synchronous) – Proposition + Decision & Closure Jordan-Webb - All Rights Reserved 1991 -2000

Group Support Technology for Virtual and Distributed Teams n Optimal Utilization of People - Your Most Valuable Resource – Helping Individual Time Management – Supporting Knowledge Management n Optimal Utilization of Time - A Non-Renewable Resource – Reducing Cycle-Time and Expense – Enhancing the Ability to React to Change n Support for Collaborative Decision-Making – Bridging Time & Place Constraints – Providing Structure & Group Memory n Better Outcomes – Asking Better Questions – Getting Better Answers Jordan-Webb - All Rights Reserved 1991 -2000

Groups Across Time and Place Robert Johannsen’s Four Square Model Same Time Same Place Different Time Same Place Same Time Different Place Different Time Different Place Jordan-Webb - All Rights Reserved 1991 -2000

Technology for Group Work n Group Decision Support Systems provide work environments & tools that: – enable groups to do real work in: • the same place - face-to-face • different places - distributed • any place - virtually – enable teams to collaborate at: • the same time - synchronously • different times - asynchronously • any time - virtually Jordan-Webb - All Rights Reserved 1991 -2000

Small Group Technology Support (Synchronous, Same Time - Same Place) Leader Participants have access to shared workspace in a fixed meeting space Jordan-Webb - All Rights Reserved 1991 -2000

Small Group Technology Support (Synchronous, Sub-Grouped, Same Time - Same Place) Leader Sub-Group A Sub-groups have access to shared workspace in a fixed meeting space Sub-Group B Jordan-Webb - All Rights Reserved 1991 -2000 Sub-Group C

Virtual Group Technology Support (Synchronous or Asynchronous, Same or Different Time - Different Place) Leader Participants join from a common workspace or from their own workspace at a mutually agreed upon time or at a time convenient to their own schedule Jordan-Webb - All Rights Reserved 1991 -2000

“Out of the Box” Planning for Virtual and Distributed Teams n Context for out-of-the-box planning – Envisioning or creating group processes that do not exist within our current frame of reference n Current State – Difficult to coordinate individual schedules for face-to-face sessions – Expensive and time consuming to convene teams for multiple days n Desired State – Easy setup for distributed sessions while minimizing face-to-face sessions – Team collaboration from convenient places at convenient times n Bridging the Gap – Enabling facilitators and planners to design new processes that “distribute” certain activities across time and place boundaries when: • such activities might not necessarily require a face-to-face interaction • time constraints make face-to-face interaction impossible • budgetary constraints make face-to-face interaction impractical Jordan-Webb - All Rights Reserved 1991 -2000

Next Steps & Action Items n Contact us and help us learn about Your Organization – Paul Collins (847) 673 -2288 pcollins@jordan-webb. net – Reginald Taylor (312) 664 -1948 rtaylor@taylor-made-consulting. com End Presentation Jordan-Webb - All Rights Reserved 1991 -2000