TEchNOLOGy TRaNSFER MODEL - Javna agencija

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3 BUSINESS CULTURE Raising questions effectively in a facilitated process is also closely related to active listening and perception of verbal (eye contact, posture, motions, body language) and para-verbal messages (speed of the speech and breathing, rhythm, the height of the voice, breaks etc.). We should avoid asking problem questions (questions focusing on problems, barriers and objections): What is the problem? How long have you had this problem? Why don’t you do something? How long have you been dealing with this problem? Why haven’t you solved it yet? Who is to blame? What is wrong with you? Why are you avoiding answering the question? What are your objections? In order to collect as much information as possible it is important to ask OPEN – ENDED QUESTIONS: WHAT, WHO, WHERE, HOW, WHAT FOR, WITH WHAT EFFECT... Coaching questions POSITIVE AND GOAL ORIENTED • What would you like to accomplish? • How will you accomplish that? • Have you ever accomplished something similar? • What solutions, resources are there already available? • What kind of plan do you suggest / would you like to make? • Where should we start? What is the first step? • What is next? UNCLEAR, SUGGESTIVE »MILTON« QUESTIONS • What will you gain from that? • What is (in this) most important for you? • What should be taken into account/ not disregarded? • How can this easily be done/ accomplished? • Which basis would be the easiest for you to reach a decision on? • Anything else? SPECIFIC AND VERY PRECISE META QUESTIONS • What exactly do you mean by ... ? • When exactly do you wish to ... ? • How exactly do you imagine when ... ? 37
KNOWLEDGE FOR BUSINESS IN BORDER REGIONS 3.8.4 Giving and receiving feedback One of key facilitator’s competences is also an ability to give and receive feedback. Therefore it is very important that he/ she knows how to do it correctly. 3.9 Facilitation techniques/methods 3.9.1 Defining the issue – fishbone diagram/ problem tree What it is It is a technique that allows a group to display visually the causes or contributors to a problem or goal, and at the same highlight the values (driving forces) behind the problem or goal. The purpose of the diagram, after its creator, professor Kaouru Ishikawa, is to display cause-and-effect relationship visually. 38
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