What do you do if you're struggling to work with uncooperative team members in the field of Facilitation?

If a group of facilitators are uncooperative, there is a big problem. You can only resolve it by having an outside facilitator facilitate a workshop with the team to identify the issues (without blame or accusation) and identify how to correct them.

One thing I have found helpful is to watch and listen for why this may be happening. I would ask questions: *How long has the team been together? *Is there some unresolved conflict? *Is there a lack of trust? I have found as a DISC certified trainer and former therapist that there is always more context to someone's behavior that sometimes even they may not be aware of. I would bring them together to ensure that we all have the same goal and have consensus on how we will move forward in a collegial manner.

When dealing with uncooperative team members in facilitation, it is critical to first identify the underlying cause of their resistance. Maintain a line of communication to address their problems and identify common ground.

Accountability is a must in any team - but it's the manager's responsibility to ascertain whether there's a problem with communication, team engagement and or clear role clarification. If the direct manager is part of the problem it needs to be escalated....

In my experience, when a group of facilitators are struggling there is usually a simple reason. I tend to facilitate a round or two of empathetic reflection. Each teammate get 2-3 minutes to say whatever they want. Period. No one will answer, ask, challenge or otherwise react to what they say - instead, one person will reflect back what they heard. "What I heard you say is..." Once each teammate has had a chance to purge whatever is on their mind and feel fully heard, I'd say 90% of the time that's all that was needed and 10% of the time there is an interpersonal issue that needs addressing in a micro facilitation situation while the while the team moves on

In order to make sure they understand, you can ask them repeat what they heard. And also ask to use their own words on what they understood. This will help them to internalise and pay more attention in the future.

It is important for the team to get off from the same page hence it is important to be clear about project objectives and goals. Also ensure that team members input is considered where applicable during project design so that they have a sense of ownership of the project and related tasks. Do not leave out the possibility that the lack of cooperation is being orchestrated to show you up unfairly hence the need to take requisite disciplinary action where applicable

Une chose qui m'a été utile c'est de poser les objectifs clairs dès le debut de séance. Si un des objectifs ne semble pas être compris alors il est important de prendre le temps de l'éclaicir afin qu'il puisse y a voir un alignement collectif

To understand one's understanding ask them a rhetorical question. If answers are matching your objective then you are successful. Otherwise explain it again and repeat the above process.

From my personal experience as a facilitator, it's crucial to set clear expectations from the beginning. Once established, discuss and collaborate with your team to finalise these expectations. This fosters accountability and consensus on what is acceptable for everyone. This approach helps to eliminate rogue behaviours, although nothing is 100% perfect, however, establishing a charter from the outset and inviting collaboration, will definately minimise disruption and promote co-operation.

Yes, it’s essential to set rules and stick to them. When I first started facilitating at the age of 20, I was teaching people who were often twice or three times my age. There were times when I had to ask participants to leave a training session because they were being disruptive. I only had to do this twice, but I was glad I adhered to the rules we had set. By consistently enforcing these rules, regardless of who was involved, I earned their respect. Over time, they listen and then collaborate with me.

Psychology has proven that, one is likely to repeat a behaviour when rewarded for it. Also, rewards which come immediately after a good consequence or behaviour, strengthens that behaviour. To ensure cooperative behaviour among team members, one as a facilitator must acknowledge the little efforts each member brings to the table. This not only motivates team members to do more, but also ensures a peaceful environment thus, increasing productivity in the long run. Rewards could be a pat on the shoulder, or even a verbal acknowledgement.

There is always resistance during the start. But slow and positive results always help to revise the psychology. The enforcement can be improved based on results and retrospect.

Une chose qui m'a été utile c'est de commencer par établir des r?les délégués, cela permet de poser les règles en équipe et d'avoir une bonne vision de ce qui est attendu au sein d'un groupe. chacun se sent motivé et engagé. le comportement coopératif se forme en engageant le groupe

Une chose qui m'a été utile en cas de conflit c'est de pratiquer le feedback. S'adpater au message que l'on re?oit. la pratique de la process comm est un bon moyen de comprendre l'autre. décrire factuellement les situations, sans jugement. être dans une écoute active peut aider à cerner le conflit et pouvoir le résoudre.

Like for any other situation of conflict or lack of interpersonal understanding, I believe in honest feedback. That type of feedback where you: ? Describe the situation ? Share your expectations and feelings ? Asks for the other person view of the situation ? Align on a behaviour change that benefits both ? Commit on a first step in that direction to implement the second after If the situation is between 2 people, this is it. In a short 20m conversation. If it’s a situation between a few people, you need to first agree on this process. And if you don’t, bring an outside facilitator, with no connotation with any of the people in conflict. She will for sure propose so nice strategy to which you can all agree.

From my experience, the following actions would be useful; first do a self-assessment to understand your contribution to the situation,communicate effectively to highlight the challenge among colleagues, set clear roles and expectations- and re-assign roles where needed to create a new environment, keep calm and last have a self-care plan to manage the stress that comes with it. Consulting with your mentors for support would give you a support system to navigate the challenge.

CA#89,?? I must add here the very personal approach I often use to win the hearts of team players who are of course talented but are sometimes having some sort of grudge and are underperforming, I use to sit down with them or have a leisure walk in the park, and talk on miscellaneous themes such as games, cars, travel, books, movies etc. And in between the chit-chat i bring up the main issue of the reasons behind underperforming and why they are uncooperative, and I assure you, if you can touch their inner self, the team members will be as comfortable as you are sharing his problems with you and listening to your suggestions and solutions. ?? My experience tells me no man in the world is without problems, its a matter of sharing ?? only.

First and foremost it is important to relax, put self together and analyse reason for feelings of team as is. No disruptions when they speak, allow them to speak and vent out. Understand where they are coming from and then strike conversation- putting forth your points, building on points shared by then confirming understanding of their reasons of discomfort and being solutions along with team. It is a bit long, patience exercise however it will give long term benefits

One thing I found helpful was 101 discussions as that would give the exact reasons behind their uncooperative behavior. Personal approach indeed will give them a way to express themselves freely without the fear of bias and judgement. Moreover analysing all the 101's will help us to consider the major areas of conflict and taking it towards mutual agreement on the norms set up for the smooth functioning of the team.

Tente primeiramente entender as motiva??es, preocupa??es ou obstáculos dos facilitados que estejam com este comportamento n?o cooperativo. Depois pergunte diretamente e escute ativamente e empaticamente. E ent?o adapte a facilita??o, se possível.

Sometimes it simply has to be called out, especially if this presents an opportunity to role model behaviour relevant to the facilitation. It requires courage but I draw on my value of integrity which means doing the right thing even when it's hard or uncomfortable.

No matter how much you try, as many rules you set, dynamics with some members just doesn't work. The best way to handle imo is to focus on task at hand, reiterate the objectives to the members and continue workings towards the goals. Try to be cordial and don't get into arguments. Any disagreement should be countered with supporting points, without taking it personally and focusing on objectives at all times.

Remember to set boundaries, create a safe space, and clarify the balance between expectations, that is, what do they expect and what do you expect. At the end of the day, remember we are here get a job done and we all have to contribute and one of the best ways to do that is to allow people to express themselves, learn from their mistakes, and help them grow.

Curiosity to understand the varying perspectives, leaning into TA theory to explore what might be showing up in the space with the individual and the system they inhabit and exploring what an alternative to the narrative might be, and if necessary making this explicit by calling it out non-judgmentally and with compassion.