| The facilitators have to have good sense of | | | | decision-making. To begin with, the facilitator |
| timing, listening and observation skills and a | | | | encourages team members to brainstorm possible |
| sensitivity to overall group dynamics. Facilitation is | | | | solutions to the problem. |
| not just about sorting out problems, but enabling | | | | To make the meeting effective, the facilitator will |
| groups or teams to workout solutions to various | | | | often invite meeting participants to generate |
| issues for the successful implementation of the | | | | guidelines for the discussion. Encouraging the |
| projects. | | | | participants to generate guidelines ensures that |
| Role of Change Agent | | | | everyone participates. Once this stage is |
| Commonly, Certified Six Sigma teams have to | | | | complete, the facilitator should add up any new |
| take on the role of change agents at various | | | | ideas that may play an important part in problem |
| points. They are change agents who have to | | | | solving. |
| communicate to people about the changes taking | | | | Having all participants respond to each question |
| place. These skills are necessary for facilitating | | | | can make everyone participate actively. The |
| overall group activities. | | | | facilitator can bring about new ideas by introducing |
| Change agents need to have communication skills, | | | | a simple related object to the problem case |
| meeting management skills, presentation skills and | | | | study. |
| presentation preparation skills. They have to | | | | After opening the discussion by brainstorming, |
| possess good observation skills to understand the | | | | narrowing down the relevant factors is necessary. |
| non-verbal signals of group members. | | | | This can be done by eliminating duplicates and |
| Shared Responsibilities | | | | getting clarification on points that may be |
| The team leader and facilitators share the | | | | interpreted differently by different participants. |
| responsibility of conflict management. The | | | | Categorizing items also helps in finding solutions |
| facilitator can also be an outside team member. | | | | quickly. |
| This is necessary when there is apparent bias and | | | | The facilitator can then use prioritizing techniques |
| distrust among the team members, or rivalries | | | | to find items of top interest to the participants, |
| between individuals and organizations. Some | | | | who may feel that some points are irrelevant, |
| individuals may feel free to communicate with an | | | | yet may still be discussing them. This will provide |
| unbiased outside facilitator. | | | | a starting point for decision-making. |
| A facilitator may focus on problem solving and | | | | Facilitators have to work towards assisting the |
| allow others to concentrate on the immediate | | | | Six Sigma team leader with realistically scheduling |
| demands of the project. When it comes to timely | | | | projects to accomplish the goals that they have |
| decisions in crisis situations, a facilitator can help | | | | worked out. Even encouraging conflict can bring |
| speed things up. They should be neutral about the | | | | out the participation of members in problem |
| issues they are dealing with. | | | | resolution. |
| Techniques | | | | The facilitator is in a position of neutrally observing |
| To deal with various situations in the team, the | | | | the group at work and providing feedback and |
| facilitator may conduct an open consideration of | | | | guidance to the team. Thus, external or internal |
| the topic with team members, narrow down the | | | | facilitators have an important role to play in |
| considerations and reach closure through | | | | success of Six Sigma projects. |