0103 Interaction Dynamics

  • Interaction is key to ProcessStep delivering benefits.  Each Participant has something valuable to add at some point.  Harvest all valuable, and even not so valuable information. Capture all thoughts and reserve judgment later whether it is a viable idea. Create and maintain Work-session atmosphere of respect for opinions, fun and buy-in.

  • Check the energy in the room.   If energy is low, improvise and create a fresh flow of energy through:

    • “Inventing” a competition: devise a quick quiz or “game” that will entice Participants to have fun and participate.

    • A “laugh” by showing a humoristic video clip.

    • An activity – swap chairs, stand up and walk closer to the Process Map, stretch, etc.

  • Participants usually sit down as the venue is arranged prior to the Work-session starting.  If the current seating arrangement is not conducive to Participation and Interaction, create more energy if needed by re-arranging the furniture to for example cinema style from classroom u-shaped style and bring the chairs right up to the Map.   During the Work-session, let the Participants change seats as specific Stages are being presented,.  Be creative

  • For heated debates, use “Time-out” and let tempers cool down.

Time Management

  • Time management is critical to ProcessStep.  

  • A Time Controller ensures that time management is executed effectively.  The task of the Time Controller is to advise when a Work-session has overrun.   

  • The ProcessStep Team agrees beforehand what the time-call rules are:  e.g. a time call 10 minutes prior to the scheduled time, and again 2 minutes before. At this point, if it seems that more time would be needed, ask the Participants whether they agree to a time overrun.  Once time has run out, the “Time Keeper” must indicate the time “run-out” for the Facilitator to close the session.

  • If the ProcessStep Team is comprised of two people, decide whether the Process Assistant/Capturer can perform the job.  Alternatively, or if working alone, the Facilitator should ask for a Participant volunteer.

  • If there is a time overrun, agree with the Participants for how long the overrun can be and then re-prioritize what needs to be done to bring the session to a conclusive close.

  • Where there is a busy Session Plan like in  Process Mapping Work-session 1 or the Evaluation Workshop, it is important to make a 10-minute warning “time-call” for each section of the Work-session if there is too much discussion on a specific topic. 

  • By sticking to the allocated time, the ProcessStep Team establishes a time management ethic which will assist in disciplined attendance and adherence to allocated time in further Work-sessions.  

  • Similarly, should there be inevitable time over-runs, the ProcessStep Team shows the Client that there is appreciation for Participants’ time and other commitments. Busy schedules are respected by the ProcessStep Team!

Scope Management

  • The Scope of work is likely to change as ProcessStep unfolds. 

  • Always ensure that Participants agree on Scope changes and that the change is escalated to the Client Project Owner or Manager for approval or later action. 

  • Use the Action List to record details of Scope Changes.

Evaluation

  • Evaluation provides F-e-e-d-b-a-c-k.   Feedback is a key Element in the ProcessStep Team’s ability to eventually reach the goals of the Project and/or Processes.  It provides information on:

    • The quality of information presented by Participants in the Work-session.

    • The level of Participation in each Work-session.

    • Why some Participants may not be fully engaged in the Work-session.

    • The ProcessStep Team’s performance. 

    • How well ProcessStep is “working” for Participants, i.e.

      • How effective are Processes being “unpacked” or developed? 

      • How does ProcessStep clarify uncertainties?

      • How does ProcessStep add value regarding Process improvement, etc.?

  • Use Real-time Feedback in Workshops and - sessions during refreshment breaks by means of:

    • A quick self-assessment, in which the ProcessStep Team Leader asks: 

      • Are people participating?

      • Who are the leading Participants?

      • How will I involve non-Participants?

      • Is the purpose of this Work-session clear enough?

      • Are there potential conflicts coming up?

      • Is the venue set-up conducive to good participation? e.g. seating:  are people too far away from the screen or flipchart?  If so, re-arrange chairs from being around a table to cinema style.  Be “out of the box” and re-arrange the furniture if it will change the current non-optimal set-up!.  Is the room to cold, too hot?   Make a plan!

    • Talking to Participants: glean their take on ProcessStep so far. 

    • Discussing the status with the other ProcessStep Team Members and asking:

      • Are people participating?

      • Who are the leading Participants?

      • What else can be done to involve non-Participants?

      • Are conflicts being handled appropriately and to the benefit of the work being done?

      • Is there sufficient debate and challenge to ensure that all Participants’ views are being taken into account.

    • Assessment on what to do where ProcessStep is not on track and action what is necessary to improve on the issue that is below standard

  • In addition to doing Real Time Feedback throughout each Work-session, more formal, post-event feedback by means of Evaluation Sheets provide information to confirm that ProcessStep is delivering as planned or, that changes to the plan is needed to ensure that the benefits of ProcessStep are actualized. 

    • Evaluation sheets can be designed based on what feedback is needed.

    • When designing an Evaluation Sheet, ask:  “What do I want to know?”

    • Structure questions around these aspects and make sure that the format in which Participants would respond, would provide the information needed.

    • Refer to the Template:    as an example to use in an Evaluation of ProcessStep.

    • Ask Participants to provide as much detail as they feel they want to.

    • Analyze and evaluate the information.

    • Action what can be improved on immediately and record Action List items for improvement over time if relevant.

    • Communicate relevant information back to the Client Project Owner or Manager.

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