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sport and rec > facilitate groups > Flashcards

facilitate groups Flashcards

1
Q

Collaborative approaches

A
  • Listening skills
  • Defining roles and responsibilities
  • Group management skills
  • Group decision making
  • Negotiation techniques
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2
Q

Define roles and responsibilites

A

It is essential to assign the correct roles to the correct team member, without properly defining roles and responsibilities the group will fail to complete tasks effectively and on time, may result in conflict and confusion.

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3
Q

Listening skills

A

A facilitator cannot expect to create collaboration within a group unless they establish an environment where everyone respect each other

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4
Q

Optimal Group Performace

A

Task Allocation and Mentoring

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5
Q

Stages of group formation

A

FORMING
STORMING
NORMING
PERFORMING
ADJOURNING

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6
Q

What happens during the forming stage

A

Initial stages of group formation, the facilitator plays a more dominant role. The group may discuss goals and establish ground rules for the group.

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7
Q

What happens during the storming stage

A

Where conflict arises. Participants will push to establish boundaries. Some teams will skip this stage.

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8
Q

What happens during the norming stage

A

Differences have been resolved, participants start to work together towards a common goal.

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9
Q

What happens during the performing stage

A

The team starts to perform, the group works together without friction. Participants should feel part of the group.

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10
Q

What happens during the adjourning stage

A

The group is dismantled and moves on. Evaluate how the group did, acknowledge experiences.

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11
Q

Performance Plans – why they’re used?

A

They are used so that people can be as affective as possible in their job role and get the desired outcome

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12
Q

Performance plans, what they include?

A

What are they planning to do?

How they plan on doing it?

What will they need to get the job done and achieve their desired outcomes? What knowledge and skills are needed?

What support will they need? – Physical, financial, human and logistical resources

How much time do they have to complete the project and map each stage

What will good performance look like? – How will the performance of the group be monitored, reviewed and measured?

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13
Q

Mentoring – definition, how to be a good mentor, benefits for all parties

A

Mentoring is when someone with experience or expertise acts as a role model or leader to someone who is less experienced. A good mentor should:
- provide advice and act as a role model
- encourage and guide the individual on a learning path
- encourage continual improvement

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14
Q

Benefits for a Mentee

A
  • They get to work one on one with someone who is highly experienced
  • They get to ask questions
  • There learning is tailored to them and specific to their needs
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15
Q

Benefits for a mentor

A
  • Develops coaching and leadership skills
  • Strengthen their communication and active listening skills
  • Opportunity to potentially learn something new from your mentee
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16
Q

Benefits for organisation or business

A
  • Develops a professional development culture
  • Save money on external training and professional development
  • Better communication in the workplace, creates relationships
17
Q

Task allocation

A

Task allocation requires you as the facilitator,
together with team members, to divide and
assign specific tasks that need to be completed

18
Q

Task allocation steps

A

1) List all tasks that need to be allocated and rank them in order of importance

2) List the competencies for each task - what needs to be done to complete task

3) List competencies of group members - their skills, ability and level of experience

4) Match the competencies of the task to group members

5) Ensure tasks are clearly assigned and explained. Document allocation of tasks and ensure that this information is distributed to each team member

19
Q

Barriers to facilitation

A
  • Poorly defined roles and responsibilities
  • Conflict of interest
  • Conflict between individual and group goals
  • Lack of group cohesion and commitment to group goals
  • Personality clashes
  • Poor communication skills
20
Q

Strategies to overcome poorly defined roles and responsibilities

A
  • ensure roles are clarified
  • provide group members with a summary of roles and responsibilities
  • chart roles and responsibilities
21
Q

Strategies to overcome conflict of interest (biased)

A
  • acknowledge conflict of interest and address issue
  • if a person is unable to be unbiased they should withdraw from decision making
  • stay open and honest
22
Q

Strategies to overcome conflict between individual and group goals

A
  • identify conflict openly and honestly
  • discuss how these differences will impact the group and group dynamics
  • trying, where possible to implement individual goals into group goals
23
Q

Strategies to overcome lack of group cohesion and commitment to group goals

A
  • speaking openly and honestly
  • find a way to get people involved
  • encourage open communication
24
Q

Strategies to overcome personality clashes

A
  • accept that everyone is different
  • be professional, keep interactions to a minimal, be respectful
  • discuss issue with management so they can seperate you
25
Q

Strategies to overcome poor communication skills

A
  • concentrate during all communications, be clear and concise, don’t overload with information
  • be an active listener
  • always think before you speak
26
Q

Communication mediums – best suited for types of situations

A

When working in groups it is essential to communicate using appropriate mediums to ensure that everyone understands and receives a message. e.g
- Face to face conversations
- Phone (spoken or text)
- Email
- Form or template
- Written note, letter or memo
- Social media

27
Q

Facilitation techniques

A

Icebreakers
Energisers
Brainstorming
Ground rules

28
Q

Group dynamics include…

A

Communication
Conflict resolution
Decision making
Respect
Safety
Trust

29
Q

Communication

A

Verbal and non verbal communication mediums can affect a groups ability to work cohesively

30
Q

Respect

A

Respect amongst members of the group is essential for solid group dynamics

31
Q

Safety

A

All members of the group should feel safe mentally, physically and emotionally

32
Q

Trust

A

For a group to function successfully, individuals need to trust each other. Trust is all about being someone who other can count on

33
Q

Steps of conflict resolution

A

1) Confront the conflict, acknowledge that there is a problem and address it.

2) Understand each others positions, be open to differences and don’t assume your right

3) Involve those affected by the decision.

4) Define the problem, write down exactly what the problem is/

5) Search for and evaluate alternative solutions.

6) Agree upon and implement the best solution.

34
Q

5 Conflict resolution strategies (including if they are win-win etc.)

A
  • withdrawal/ avoiding - both parties abandon issue (lose-lose)
  • forcing or controlling - one party overpowers other (win-lose)
  • compromise - each person gives a little to gain a little (win-win)
  • accomodation or smoothing - one party concedes to the other to prevent further conflict (win-lose)
  • collaboration - coming up with a new way to do something (win-win)
35
Q

Measuring facilitation performance

A

Customer feedback, monitoring attendance rates, opinion survey, informal questioning

36
Q

Leadership styles

A

Lassez-faire (casual)
Participative (democratic)
Authoritarian/ Disciplinarian (autocratic)

37
Q

Lassez-faire

A

This leader delegates decisions to the group, provides the group with some general guidance and then lets the group go about their responsibilities

38
Q

Participative

A

In this leadership members of the group participate in decision making. They share ideas and opinions and discussion is encouraged

39
Q

Authoritarian/ Disciplinarian

A

Has complete control and makes all the decisions with minimal involvement from group

sport and rec (4 decks)

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