More and more organizations are incorporating experiential activities into their training programs as a powerful way to improve Leadership and Team processes. One particular type of experiential activity is called an "initiative." An initiative is essentially a team problem-solving activity - the team as a whole is presented with an unusual problem and constraints by the facilitator; then, it organizes itself and its resources, develops a plan, and then executes that plan to address the problem. (See our archive for numerous examples - with complete instructions - of team initatives)
Following execution, the facilitator leads the group in a discussion to get at what went well, what opportunities for improvement exist, and how the team can best move forward. For the facilitator to make this discussion fruitful - and this is where most of the real learning takes place, i.e., in the analysis and discussion following the initiative - he or she must understand and remember some of the group dynamics which went on and which positive behaviors were present or absent.
The tool below contains five columns:
Initiative Phase - the stage of the activity itself
What the Group Needs to Do Now - if the group is functioning well, what it should be doing at this Phase
Breakdowns - typical ways in which individuals or the group as a whole can shoot itself in the proverbial foot;
Leadership Behavior - actions or comments which an astute group member can address a breakdown and help the group get back on track; and
Observations - blank space for the facilitator to record his/her notes about what he or she is observing.
While the "Process Leadership Grid" is not meant to be a comprehensive reference on group or leadership dynamics, it should provide a touchstone and ready reference for the facilitator by which he or she can take notes and be prepared to guide the group in a real discussion of behaviors and process observed. Click here for a Printable copy.
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Initiative Phase
What the Group Needs to Do Now
Breakdowns
Typical Leadership Behaviors
Observations
Problem Presented
Understand the goal and guidelines
Rushing ahead without a clear picture
Ask for clarification
Check with the group as a whole to see if there is a clear
understanding
Restate the goal and guidelines simply
Plan/Strategy Developed
Brainstorm ideas
1. Lack of listening
2. One idea comes out and the group rushes ahead
3. Endless talking without a purpose
4. Groups splintering off
1. Suggest that the group form a circle so that everyone
can see and hear everyone else
2. Say “That’s a great idea; perhaps we should get a few more ideas
before we move forward … who else has an idea?”
3. Restate the goal and the ideas that the group has discussed so far;
ask if one of those is good enough or if we need more ideas.”
4. State your observation “we seem to be splitting up; we need to be
together”
Select the best idea
1. The “Big Dog” pushes his/her idea
2. The group is talking but not deciding
1. “That sounds like a good idea. How do others feel?”
2. State your observation “we seem to be talking but not making a
decision. Here is what we’ve heard so far … which idea sounds best?”
Be clear on what each person has to do
1. People rushing in without clarity
1. Ask “are we clear on the steps and who does what?”
Plan Executed
Stick with the plan and execute it
1. Not sticking with the plan
2. Individuals not following through with their agreed-upon roles
1. Do your best; if a real breakdown, ask “can we pause
for just a minute? We’re not sticking with our plan. What did we agree
to do?”
2. Provide respectful feedback; ask for commitment and follow-through
with established plan
Troubleshoot issues as they arise
1. The group doesn’t recognize that it is continuing to
falter in the same areas
1. Ask for a time-out for the group to fine-tune its
approach; suggest that the group circle-up; share your observations
Adjust approach / select a new approach when experience shows that
this one won’t work
1. Similar to above, the group isn’t aware that their
fundamental approach will not succeed
2. Poor communication in the decision-making process
1. Similar to above, ask the group to stop and share
your thoughts that this approach can’t work and why
2. Demonstrate good listening; state your thoughts clearly; ensure that
all voices are heard; clarify key problems encountered in using the
previous approach; ask for alternative approaches to address key
problems; ensure clarity and commitment to new plan
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