Case Study: Facilitation of a Technical Decision
The Challenge
An engineering company came to us for help in facilitating an important project meeting. They were working on a major venture that involved a complex interplay of electromagnetic compatibility between 100 different equipment types. These equipment types were owned by multiple organisations, all of which needed to agree an approach in order to progress.
The project leader was planning a 2-day project meeting that he recognised would benefit from including a neutral presence that would bring independence, experience, balance and creativity to the procedure, helping to make the investment of time a success.
This case study looks at how we delivered our professional team facilitation service following the 4Cs of organisational coaching; Connect, Consider, Change, Close.
Connecting
This project required facilitation of a technical decision, rather than complete knowledge of electromagnetic compatibility. Organisational Coaching Hub were invited to support the project leader over the 2-days and discussing the role of the facilitator.
Considering
Working with the project leader, our facilitator developed a simple approach, including recommending less time to complete the task. Our experience suggested that the shorter meeting duration, taking the event down to just one day, would help everyone remain focused and outcome oriented.
We were also keen not to rush into the work itself, so scheduled introductions around the room. We agreed how the day would be used, how progress would be made, and what would happen if incompatibility was identified. This formed a simple agenda, which was sent out to the 40 or so people attending.
Change
On the day, everyone introduced themselves along with what they wanted to get out of the day. There was some scepticism about what could be achieved in such a short period of time. The facilitation helped keep the participants – those with a stake in the success of the session – with a sense of responsibility for the outcome of the event. An overall objective was agreed by participants and with it, some simple ways of working. Our facilitator created the opportunity, but the group still had to want to make it a success.
The work was split into chunks with one area in particular being focused on – it was the highest risk topics and injected importance and pace into the process. Swift progress was made, with incompatibilities being identified. It was agreed that these would be identified only, with no attempt to be solved. That would come at another point later in the process. This kept the pace up and progress was felt throughout the day.
The facilitation kept the group on task and focused. Alternative agendas, distractions, arguments and irrelevancies were addressed in service of everyone benefitting from the output of the session.
Close
At the end of the event, our facilitator asked the knowledge expert to summarise the output of the day and clarify follow up actions. A final opportunity was given to everyone to share their experience of the event. Everyone agreed a surprising amount of progress had been made on a tricky topic. Many even said they had enjoyed the event!
The impact of making progress on this complicated issue helped the wider engineering programme keep to time and budget.
