Hi,
Facilitation 輔引學，一門不管你是從事什麼工作，都應掌握的學問，因為宏觀來看，輔引就是令事情變得更快、更易地達成最好的目的，那個僱員、那個僱主、那位自僱人士、那位企業東主、那位投資者不想這樣？
微觀輔引學，只是要令客戶的工作流程，猶以各式會議，變得更快、更易地達成既定目的。
為什麼能更快？因為先令它更易；為什麼能更易？因為先降低其複雜性！
如何降低其複雜性呢？通過輔引流程，來引進最合適簡單的客戶工作流程；那什麼是流程呢？流程是一連串 (Sequence) 的活動與關係，來達成流程本身的目的。
除了由於變得更快、更易外，還有什麼原因能達成更好的目的呢？因為產生了協和效應 (Synergy)；什麼是協和效應？協和效應就是當參與者看法變得一致，他們的行動自然也會一致，不會互相矛盾，造成內耗，那麼他們辦事的輸入，就會全都化成成果的輸出，效率效益自會提升。
但必須注意的是，一致並非相同，前者只是互不矛盾，後者則是一模一樣；前者是求同存異，後者是求同不存異，扼殺不同的意見；亦因如此，輔引者認為每一個人的意見是平等重要的，因為其代表著不同的意見，但卻不會無知地認為，每一個人的意見均是平等質量的，因為意見真的是有好有壞，有益有害的，質量絕對不同。
微觀輔引，輔引者不應介入對方的會議討論內容，因為那是屬於客戶的，而客戶是聘用你的輔引功能，而非你的專業意見及指導，胡亂介入內容，只會誤導與會者的決定；輔引者負責的是會議的流程，因此微觀輔引者是：內容中立，流程主導。
輔引者最大的挑戰是什麼呢？人越多，觀點越多，但分歧越大！人多，更多不同的看法、觀點能夠浮現；但人越多，由於不同意見越多，那就越難共識，亦越難達成決定！
這是輔引者的一個極大的矛盾，如何解決呢？人越多，只要能先鼓勵參與者提供資訊，當不同人、不同角度看到的資訊聚合後，更接近現實的情況就能浮現，因此更接近現實的新意念 (Ideas) 亦能因此產生；達成共識，並非贊同大家原有的想法，而是在產生了大家更能接受，更接近現實的新意念時，共識自然出現。
要做到這種自然出現的共識，於會議開始前的準備是關鍵的，會議前的準備，令輔引者能制定最佳的流程架構、會議環境與人事物的相互關係，而且更能讓輔引者及參與者均能先行充份理解要處理的難題情況，以及會議的前提及目的，這種先設的條件與心態，就是共識的必要基礎！
Keith
Explore, Exceed & Excel
Keith To's Ideas & Thoughts on NLP, Hypnosis, Coaching, Facilitation, Personal and Business Development. These seem to be nothing related. But from a Systemic Thinking perspective, they share similar nature and processes. 陶兆輝對身心語言程序學、催眠治療學、教練學、輔引學、個人發展及商業發展的純個人看法；它們看似毫不相關，但當你從合整式思維角度來看，它們卻擁有相近的性質及過程；我將每隔數天不斷加入新的文章, 內容絕不敢認為是肯定正確, 旨在拋磚引玉而矣。 (All articles copyrighted by Keith To)
Showing posts with label Facilitation. Show all posts
Showing posts with label Facilitation. Show all posts
2009/12/18
2009/11/29
我的觀點極短篇: Ny-lon-kong 紐倫港?!
Hi,
前年美國時代雜誌把紐約、倫敦和香港並列稱為 Ny-lon-kong（紐倫港），指出這三座城市是全球化城市的模範，大家可能也開心了一陣子，時至今日，還經常聽見我們某些港人引此為傲。
但抽離一點，冷眼旁觀，超然覺察之後，可能人家時代雜誌，只是想說香港只是尼龍港 (Nylon Kong)，非真絲也！
Keith
Explore, Exceed & Excel
前年美國時代雜誌把紐約、倫敦和香港並列稱為 Ny-lon-kong（紐倫港），指出這三座城市是全球化城市的模範，大家可能也開心了一陣子，時至今日，還經常聽見我們某些港人引此為傲。
但抽離一點，冷眼旁觀，超然覺察之後，可能人家時代雜誌，只是想說香港只是尼龍港 (Nylon Kong)，非真絲也！
Keith
Explore, Exceed & Excel
Facilitation: 更快更易？！
Hi,
今天剛完成了第三年度協和輔引師的第一個週末課程，當中談到Facilitation輔引學的定義，其中一個最簡單的，但雖然不是最準確的定義，就是『令事情變得更快更易』。
但為什麼會變得更快呢？因為要先令它更易！
更快，只是更易的結果；輔引不是要直接把事情弄得更快，否則很易墮入『為更快而更快的陷阱』，只是不斷催促，得了效率失去效益，雙方皆慘嘗徒勞無功的苦果。
如何令事情更易呢？降低其複雜性！真正的難，不在於其多、大、長，舉例來說，『12,458 + 25,468 + 74,125 + 869,842 + 214,584 + 12,458,963 + 2,142 + 2,539 = ?』這條難題，同時具備運算步驟多、數值大、難題長的特質，但它一點也不算難，懂點皮毛算術加法也能解答。
真正的難，在於其結構上的複雜，再舉一例：『12 + 25 x 74 = ?』比先前一例更少、更細、更短，但卻更難，除了加法外，還要懂的乘法，而且更要明白『先乘除，後加減』的原理，那才叫難。
一般的誤解，輔引學以為是只介入，到頭來就是胡亂介入，干擾流程，由快變慢，由易變難！真正的輔引，卻是先覺察，後介入，覺察的是事情的結構複雜性，介入的是降低它的複雜性，使它由難轉易，結果便能由慢轉快。
要做到這種覺察，要的是超然覺察 (Meta-Awareness)，抽離於外，看到結構，察知複雜之源，也就是小弟在課堂上常說的冷眼旁觀了。
Keith
Explore, Exceed & Excel
今天剛完成了第三年度協和輔引師的第一個週末課程，當中談到Facilitation輔引學的定義，其中一個最簡單的，但雖然不是最準確的定義，就是『令事情變得更快更易』。
但為什麼會變得更快呢？因為要先令它更易！
更快，只是更易的結果；輔引不是要直接把事情弄得更快，否則很易墮入『為更快而更快的陷阱』，只是不斷催促，得了效率失去效益，雙方皆慘嘗徒勞無功的苦果。
如何令事情更易呢？降低其複雜性！真正的難，不在於其多、大、長，舉例來說，『12,458 + 25,468 + 74,125 + 869,842 + 214,584 + 12,458,963 + 2,142 + 2,539 = ?』這條難題，同時具備運算步驟多、數值大、難題長的特質，但它一點也不算難，懂點皮毛算術加法也能解答。
真正的難，在於其結構上的複雜，再舉一例：『12 + 25 x 74 = ?』比先前一例更少、更細、更短，但卻更難，除了加法外，還要懂的乘法，而且更要明白『先乘除，後加減』的原理，那才叫難。
一般的誤解，輔引學以為是只介入，到頭來就是胡亂介入，干擾流程，由快變慢，由易變難！真正的輔引，卻是先覺察，後介入，覺察的是事情的結構複雜性，介入的是降低它的複雜性，使它由難轉易，結果便能由慢轉快。
要做到這種覺察，要的是超然覺察 (Meta-Awareness)，抽離於外，看到結構，察知複雜之源，也就是小弟在課堂上常說的冷眼旁觀了。
Keith
Explore, Exceed & Excel
2009/05/22
Facilitation: 12 Principles of Process Facilitation - Principle 12: Personal Mastery
Hi,
This is the final part of of the 12 Principles of Process Facilitation.
To facilitate others, a facilitator shall first facilitate him/herself from a Personal Group to a Personal Team.
1. Do you understand your own Purposes of being a facilitator?
2. Are you putting your own personal issues out of the ways of your clients?
3. Do you take enough care of yourself to make yourself fit for the role of being a facilitator?
4. Do you facilitate your own problem-solving?
5. Have you ensured your own ideas & opinions are being heard by yourself?
Facilitating yourself first before facilitating others!
Keith
Explore, Exceed & Excel
This is the final part of of the 12 Principles of Process Facilitation.
To facilitate others, a facilitator shall first facilitate him/herself from a Personal Group to a Personal Team.
1. Do you understand your own Purposes of being a facilitator?
2. Are you putting your own personal issues out of the ways of your clients?
3. Do you take enough care of yourself to make yourself fit for the role of being a facilitator?
4. Do you facilitate your own problem-solving?
5. Have you ensured your own ideas & opinions are being heard by yourself?
Facilitating yourself first before facilitating others!
Keith
Explore, Exceed & Excel
Facilitation: 12 Principles of Process Facilitation - Principle 11: Purpose of Facilitation
Hi,
Here is Part 11 of the 12 Principles of Process Facilitation.
Facilitation is about making things easier and faster for a group of people. But what makes things easier and faster?
The core question is what is the main difference between a "group" and a "team"?
People use these 2 terms interchangeably, but they are totally different things. We always talk about "team-building", but we seldom heard of "group-building".
In a group, members work together but independently towards different hidden goals. However in a team, members work inter-dependently towards mutually agreed goals.
The productivity of a team is caused by Synergy. Synergy can only be created when people working together physically and mentally for the same goals. Facilitation is turning a "group" into a temporary "team" during the session.
Facilitation helps making the internal processes of individual members explicit so that everyone knows, understands and finally agrees on externalized means and ends of the "group". Then, a "team" is formed.
No team-building exercise or activity can be effective. They can be a "team" when "playing" the exercises. But when returning to work setting, "team" turns back into "group". Only when members getting used to working together physically and mentally can really build teams.
Keith
Explore, Exceed & Excel
Here is Part 11 of the 12 Principles of Process Facilitation.
Facilitation is about making things easier and faster for a group of people. But what makes things easier and faster?
The core question is what is the main difference between a "group" and a "team"?
People use these 2 terms interchangeably, but they are totally different things. We always talk about "team-building", but we seldom heard of "group-building".
In a group, members work together but independently towards different hidden goals. However in a team, members work inter-dependently towards mutually agreed goals.
The productivity of a team is caused by Synergy. Synergy can only be created when people working together physically and mentally for the same goals. Facilitation is turning a "group" into a temporary "team" during the session.
Facilitation helps making the internal processes of individual members explicit so that everyone knows, understands and finally agrees on externalized means and ends of the "group". Then, a "team" is formed.
No team-building exercise or activity can be effective. They can be a "team" when "playing" the exercises. But when returning to work setting, "team" turns back into "group". Only when members getting used to working together physically and mentally can really build teams.
Keith
Explore, Exceed & Excel
Facilitation: 12 Principles of Process Facilitation - Principle 10: Closing
Hi,
This is Part 10 of the 12 Principles of Process Facilitation.
The goal of facilitation is to make things easier and faster. During the session, a facilitator promotes the easiness and speed of discussion, ideas generation, conflicts resolution and finally decisions making. However, nothing will happen if the decisions made were not enforced.
The function of Closing is to ensure all decisions are being put into action.
3 core items must be reviewed at this point:
1. Are all the Objectives being accomplished?
2. Are all Outstanding Items being discussed?
3. Are all Actions agreed being assigned?
Closing is always a new opening, an opening for all the works to be actually done!
Keith
Explore, Exceed & Excel
This is Part 10 of the 12 Principles of Process Facilitation.
The goal of facilitation is to make things easier and faster. During the session, a facilitator promotes the easiness and speed of discussion, ideas generation, conflicts resolution and finally decisions making. However, nothing will happen if the decisions made were not enforced.
The function of Closing is to ensure all decisions are being put into action.
3 core items must be reviewed at this point:
1. Are all the Objectives being accomplished?
2. Are all Outstanding Items being discussed?
3. Are all Actions agreed being assigned?
Closing is always a new opening, an opening for all the works to be actually done!
Keith
Explore, Exceed & Excel
2009/04/09
12 Principles of Process Facilitation: Principle 9 - Decision Making
Hi,
This is Part 9 of the 12 Principles of Process Facilitation.
The ultimate goal of Facilitation is to produce Synergy. Synergy exists only when everybody agrees and decides to act in the same direction.
Conflicts Resolution encourages agreement and paves the path for consensus. Consented Decision leads to Synergy!
The bigger the group, the less decisive it is!
When more people participates, difference in opinions causes confusion and chaos. At the end, it either turns up to be discussion without decision, or the majority is following the decisions of those who speak loudest or those with greatest authority!
2 mechanisms are needed for effective Consented Decisions - a Discussion Mechanism and a Decision Mechanism.
Any systematic analytical tool can be a good Discussion Mechanism, from a simple Cost & Benefits Analysis, Scenario Analysis, Fish-Bone Analysis to a very complex Weighted Ranking Analysis. These tools allow an orderly and comprehensive input of ideas from all the participants so that everyone is being heard.
An effective Decision Mechanism is something that agreed by all participants. People co-operates better during and after the process when they agree with the process before starting.
Don't mix up the 2 mechanisms. People might not agree with the option which scores highest during the Discussion. Explicit and formalize the decision making process with a Decision Mechanism so that everyone knows it is their own decision!
Keith
Explore, Exceed & Excel
This is Part 9 of the 12 Principles of Process Facilitation.
The ultimate goal of Facilitation is to produce Synergy. Synergy exists only when everybody agrees and decides to act in the same direction.
Conflicts Resolution encourages agreement and paves the path for consensus. Consented Decision leads to Synergy!
The bigger the group, the less decisive it is!
When more people participates, difference in opinions causes confusion and chaos. At the end, it either turns up to be discussion without decision, or the majority is following the decisions of those who speak loudest or those with greatest authority!
2 mechanisms are needed for effective Consented Decisions - a Discussion Mechanism and a Decision Mechanism.
Any systematic analytical tool can be a good Discussion Mechanism, from a simple Cost & Benefits Analysis, Scenario Analysis, Fish-Bone Analysis to a very complex Weighted Ranking Analysis. These tools allow an orderly and comprehensive input of ideas from all the participants so that everyone is being heard.
An effective Decision Mechanism is something that agreed by all participants. People co-operates better during and after the process when they agree with the process before starting.
Don't mix up the 2 mechanisms. People might not agree with the option which scores highest during the Discussion. Explicit and formalize the decision making process with a Decision Mechanism so that everyone knows it is their own decision!
Keith
Explore, Exceed & Excel
12 Principles of Process Facilitation: Principle 8 - Conflicts Resolution
Hi,
Here comes Part 8 of the 12 Principles of Process Facilitation.
The core role of a facilitator is a Facilitator of Arguments!
People has different points of view, opinions and ideas. These can conflict with each others. It is just a matter of either voicing out the conflicts or not.
If it is not voiced out, nothing can happen.
Both quarrelling and argument is surfacing of the conflicts. Quarrelling is the conflict between people while argument is the conflict between ideas. Facilitators promote rational arguments. Participants talk about both their opinions and the reasons behind.
Rational Argument enhances mutual understanding, ideas generation and eventually conflicts resolution. People understands the rationale behind others' conflicting opinions, and thus provides more ground for generating new ideas which can accomodate everybody's concerns.
We promote, or even foster argument in meetings.
Keith
Explore, Exceed & Excel
Here comes Part 8 of the 12 Principles of Process Facilitation.
The core role of a facilitator is a Facilitator of Arguments!
People has different points of view, opinions and ideas. These can conflict with each others. It is just a matter of either voicing out the conflicts or not.
If it is not voiced out, nothing can happen.
Both quarrelling and argument is surfacing of the conflicts. Quarrelling is the conflict between people while argument is the conflict between ideas. Facilitators promote rational arguments. Participants talk about both their opinions and the reasons behind.
Rational Argument enhances mutual understanding, ideas generation and eventually conflicts resolution. People understands the rationale behind others' conflicting opinions, and thus provides more ground for generating new ideas which can accomodate everybody's concerns.
We promote, or even foster argument in meetings.
Keith
Explore, Exceed & Excel
2009/03/09
12 Principles of Process Facilitation - Principle 7: Energizing
Hi,
This is Part 7 of the 12 Principles of Process Facilitation.
Energy exists in any kind of meetings. This is the collective total of the energy levels of all the participants. There are negative and positive energy inside a group. Energy can be physical, mental and psychological. Physcial Energy is about the activation level of the body. Mental Energy is the activation level of the mind. Psychological Energy is the attitude of the participants.
The higher is the total energy level, the greater is the participation. Therefore, we can promote participation by enhancing the energy of the group.
Being a facilitator, we monitor the energy level at all times. Once it fall to a lower than active level, we kick in with rechargers to re-energize the group.
Anything that re-energize can be a recharger. From some simple stretching exercises to telling a joke to taking a break. Have a list of rechargers in mind so that you can use them whenever needed.
However, the most reliable source of energy is the facilitator her/himself. If you remain active all the way, you are radiating your energy to all participants.
Keith
Explore, Exceed & Excel
This is Part 7 of the 12 Principles of Process Facilitation.
Energy exists in any kind of meetings. This is the collective total of the energy levels of all the participants. There are negative and positive energy inside a group. Energy can be physical, mental and psychological. Physcial Energy is about the activation level of the body. Mental Energy is the activation level of the mind. Psychological Energy is the attitude of the participants.
The higher is the total energy level, the greater is the participation. Therefore, we can promote participation by enhancing the energy of the group.
Being a facilitator, we monitor the energy level at all times. Once it fall to a lower than active level, we kick in with rechargers to re-energize the group.
Anything that re-energize can be a recharger. From some simple stretching exercises to telling a joke to taking a break. Have a list of rechargers in mind so that you can use them whenever needed.
However, the most reliable source of energy is the facilitator her/himself. If you remain active all the way, you are radiating your energy to all participants.
Keith
Explore, Exceed & Excel
2009/02/07
Facilitation: 讀輔引師課程，提升會議效益
轉載: 東方日報
日期: 2009年2月5日
文: 黎雅麗
「最近公司接到新Project，大家在下午四時開會。」
在一般情況下，會議並無設定時限，事前也沒有就某些流程作出安排，會議成員雖然花了時間出席，但成效卻往往差強人意，所以不少人聽到開會都會感到怕怕，甚至患上「開會恐懼症」。不過，若有輔引師參與其中，負責改善流程，以目標為本，將有助提升會議效益。
會議流程暢順
「日日都要開會，昨天開了兩個多小時，今天又要開會，我仍有很多工作未做。」工作少不免要開會，不少人都會被冗長的會議嚇怕，究竟怎樣才可令會議流程變得暢順？輔引學（Facilitation）可提供最適當流程，達致更快、更容易的成果，相信是管理方面的重要課題。
世界步伐急速，無論個人或組織都需要持續改進，去適應不斷變化的環境。組織的成功有賴眾人的智慧，集思廣益；與個人智慧不同，集體智慧需要通過一個有效的協和過程，才能浮現出來，輔引學能令這個過程事半功倍。輔引師（Facilitator）就是在適當的時機介入過程中，協調參與者的互動，藉此產生協和效應（Synergy effects），令成果大於總輸入，為個人或機構帶來槓桿作用。
新穎管理技巧
輔引學在外國已流行多時，但對香港人來說，卻較為陌生，坊間亦鮮有機構推出相關課程。聖雅各福群會延續教育中心舉辦「協和輔引師資格課程」，適合各階層管理人員、企業東主、人力資源專業人員等報讀。課程設計以實用為主，內容集中於「流程輔引」（Process Facilitation），讓學員掌握必須具備的輔引知識，擁有足夠技術成為機構內部輔引員。
課程分為三部分，包括輔引學基礎、輔引學流程（The Facilitation Process）及自我掌控（Self Mastery）。聖雅各福群會延續教育中心經理劉遠章指出，各大學院的管理課程，並無教授關於輔引學、輔導工作（Coaching）這類知識，但隨金融海嘯觸發的突變事故，管理人有需要學習更多較新穎的管理技巧，以應付問題。他很有信心的說：「輔引學是明日管理人的需要。」
究竟輔引學知識如何應用於工作層面？修畢該課程的學員有以下分享。
從事培訓工作的Harace指出，輔引學以目標為本，對提升會議效益有莫大幫助。舉例說，投票是會議常遇的環節，如果贊成及反對同樣票數，又或者六個人開會，五人棄權，一人投票。遇上這些問題，一般的做法是臨場時見招拆招，甚至浪費更多時間爭議。如果有輔引師參與會議的話，便會於開會前，向參與會議人士商討一些開會規則，如會議需時多久、會議的目的、若不能作出結論便留待下次會議、投票細節等。
不論會議規模的大小，均可選用輔引師以令會議流程變得暢順，至於擔任輔引師的人選，現時較少純粹輔引師的職位，一般於公司內部挑選，如中層員工會議時，便邀請高層管理人兼任輔引師。至於高層開會時，則有可能向外邀請輔引師。在執行職務時，輔引師必須弄清身份，堅守公正嚴明、不偏不倚的態度。
課程資料：
課程名稱：協和輔引師資格課程
舉辦院校：聖雅各福群會延續教育中心
日期: 2009年2月5日
文: 黎雅麗
「最近公司接到新Project，大家在下午四時開會。」
在一般情況下，會議並無設定時限，事前也沒有就某些流程作出安排，會議成員雖然花了時間出席，但成效卻往往差強人意，所以不少人聽到開會都會感到怕怕，甚至患上「開會恐懼症」。不過，若有輔引師參與其中，負責改善流程，以目標為本，將有助提升會議效益。
會議流程暢順
「日日都要開會，昨天開了兩個多小時，今天又要開會，我仍有很多工作未做。」工作少不免要開會，不少人都會被冗長的會議嚇怕，究竟怎樣才可令會議流程變得暢順？輔引學（Facilitation）可提供最適當流程，達致更快、更容易的成果，相信是管理方面的重要課題。
世界步伐急速，無論個人或組織都需要持續改進，去適應不斷變化的環境。組織的成功有賴眾人的智慧，集思廣益；與個人智慧不同，集體智慧需要通過一個有效的協和過程，才能浮現出來，輔引學能令這個過程事半功倍。輔引師（Facilitator）就是在適當的時機介入過程中，協調參與者的互動，藉此產生協和效應（Synergy effects），令成果大於總輸入，為個人或機構帶來槓桿作用。
新穎管理技巧
輔引學在外國已流行多時，但對香港人來說，卻較為陌生，坊間亦鮮有機構推出相關課程。聖雅各福群會延續教育中心舉辦「協和輔引師資格課程」，適合各階層管理人員、企業東主、人力資源專業人員等報讀。課程設計以實用為主，內容集中於「流程輔引」（Process Facilitation），讓學員掌握必須具備的輔引知識，擁有足夠技術成為機構內部輔引員。
課程分為三部分，包括輔引學基礎、輔引學流程（The Facilitation Process）及自我掌控（Self Mastery）。聖雅各福群會延續教育中心經理劉遠章指出，各大學院的管理課程，並無教授關於輔引學、輔導工作（Coaching）這類知識，但隨金融海嘯觸發的突變事故，管理人有需要學習更多較新穎的管理技巧，以應付問題。他很有信心的說：「輔引學是明日管理人的需要。」
究竟輔引學知識如何應用於工作層面？修畢該課程的學員有以下分享。
從事培訓工作的Harace指出，輔引學以目標為本，對提升會議效益有莫大幫助。舉例說，投票是會議常遇的環節，如果贊成及反對同樣票數，又或者六個人開會，五人棄權，一人投票。遇上這些問題，一般的做法是臨場時見招拆招，甚至浪費更多時間爭議。如果有輔引師參與會議的話，便會於開會前，向參與會議人士商討一些開會規則，如會議需時多久、會議的目的、若不能作出結論便留待下次會議、投票細節等。
不論會議規模的大小，均可選用輔引師以令會議流程變得暢順，至於擔任輔引師的人選，現時較少純粹輔引師的職位，一般於公司內部挑選，如中層員工會議時，便邀請高層管理人兼任輔引師。至於高層開會時，則有可能向外邀請輔引師。在執行職務時，輔引師必須弄清身份，堅守公正嚴明、不偏不倚的態度。
課程資料：
課程名稱：協和輔引師資格課程
舉辦院校：聖雅各福群會延續教育中心
2008/12/21
Facilitation: 脫困之道 Part 2
Hi,
有朋友來電郵，詢問有關小弟之前的一篇文章－脫困之道，問題如下：
要自己知自己正在膠著，並不容易，而自己主動向外求解難方法，也不容易，因為自己都膠著了，最簡單問朋友，朋友很多時，只能做到情緒舒發的幫助，而朋友提供的解難方法，可能係盲人帶路，就是神父牧師社工，也未必幫到忙。
而自己不斷接觸多些外界新事物，上多D堂等，也未必對正解難方法，何況自己正在膠著；如果自己能做到抽離、超然或自我教練，或許幫到手，但此終不算脫困在於外。
Keith可否講多幾句脫困在於外的指引、提示，相信同學們也會獲益良多。
小弟簡覆如下：
抽離、超然當然不能算是脫困在於外，但其原理卻是一樣，當自己膠著時，再想也只是以自己的角度來看事物，用自己原有的信念來評估情況，多想只有更進一步相信，自己已是無望、無助、絕望，這也是為什麼之前小弟說的『致困在於內』，越想只會膠上加膠，向下沉淪，無法自拔。
脫困在於外重點其實在小弟的另一篇文章－『越早發現，越易脫困』中也曾輕輕帶過－找一個朋友，問問他你可能忽略了什麼，致令你得不到你想得到的結果、不開心、不滿意、或是失去自信？
找朋友來問，目的在於取得自己以外的角度，但一般人未有受過助人訓練，難於給你什麼解難方法，所以我們需要引導他來幫助自己，不是問他解困之道，而是問你自己可能忽略之處，問得答案越多越好，問得朋友越多越好，你就將擁有更多不同角度，然後才再自己思維吧！
膠著的時候，我們並非喪失了思維能力，只是老是想著相同的東西而矣！
放得下自己，懂得去問人，才是脫困之道！
願諸位及小弟也能永不墮膠著深淵。
Keith
Explore, Exceed & Excel
有朋友來電郵，詢問有關小弟之前的一篇文章－脫困之道，問題如下：
要自己知自己正在膠著，並不容易，而自己主動向外求解難方法，也不容易，因為自己都膠著了，最簡單問朋友，朋友很多時，只能做到情緒舒發的幫助，而朋友提供的解難方法，可能係盲人帶路，就是神父牧師社工，也未必幫到忙。
而自己不斷接觸多些外界新事物，上多D堂等，也未必對正解難方法，何況自己正在膠著；如果自己能做到抽離、超然或自我教練，或許幫到手，但此終不算脫困在於外。
Keith可否講多幾句脫困在於外的指引、提示，相信同學們也會獲益良多。
小弟簡覆如下：
抽離、超然當然不能算是脫困在於外，但其原理卻是一樣，當自己膠著時，再想也只是以自己的角度來看事物，用自己原有的信念來評估情況，多想只有更進一步相信，自己已是無望、無助、絕望，這也是為什麼之前小弟說的『致困在於內』，越想只會膠上加膠，向下沉淪，無法自拔。
脫困在於外重點其實在小弟的另一篇文章－『越早發現，越易脫困』中也曾輕輕帶過－找一個朋友，問問他你可能忽略了什麼，致令你得不到你想得到的結果、不開心、不滿意、或是失去自信？
找朋友來問，目的在於取得自己以外的角度，但一般人未有受過助人訓練，難於給你什麼解難方法，所以我們需要引導他來幫助自己，不是問他解困之道，而是問你自己可能忽略之處，問得答案越多越好，問得朋友越多越好，你就將擁有更多不同角度，然後才再自己思維吧！
膠著的時候，我們並非喪失了思維能力，只是老是想著相同的東西而矣！
放得下自己，懂得去問人，才是脫困之道！
願諸位及小弟也能永不墮膠著深淵。
Keith
Explore, Exceed & Excel
2008/11/21
Facilitation: 脫困之道
Hi,
承接上文，察覺了自己正在膠著 (Stuck)，什麼是更有效的脫困方法呢？
請記著，膠著的原因一定在於自己，因為膠著是我們自己忽略了一些事情所導致的；但即時的脫困方法，一定要針對外界，因為膠著的人，最難改變的正是自己；向外取得額外資源，方為上策！
否則以難解難，豈非難上加難！
但不幸的是，膠著的朋友，一般會把原因訴諸於外，認為是他人的錯，反而解決方法卻針對自己，又或想單以己之力來解決困境，結果更是膠上加膠，向下沉淪，無法自拔。
任何針對自己之法，皆非上策。
致困在於內，脫困在於外，切記、切記！
Keith
Explore, Exceed & Excel
P.S. 長遠解難之策，當然之於自己！
承接上文，察覺了自己正在膠著 (Stuck)，什麼是更有效的脫困方法呢？
請記著，膠著的原因一定在於自己，因為膠著是我們自己忽略了一些事情所導致的；但即時的脫困方法，一定要針對外界，因為膠著的人，最難改變的正是自己；向外取得額外資源，方為上策！
否則以難解難，豈非難上加難！
但不幸的是，膠著的朋友，一般會把原因訴諸於外，認為是他人的錯，反而解決方法卻針對自己，又或想單以己之力來解決困境，結果更是膠上加膠，向下沉淪，無法自拔。
任何針對自己之法，皆非上策。
致困在於內，脫困在於外，切記、切記！
Keith
Explore, Exceed & Excel
P.S. 長遠解難之策，當然之於自己！
Facilitation: 越早發現，越易脫困
Hi,
昨天晚上的基礎個人輔引學課程剛開課，其中談及NLP中一個非常重要的課題－膠著 (Stuck)。
所謂膠著，就是動彈不得，想不通也行不得；什麼導致膠著呢？不知道自己不知道什麼也 (Unconscious Incompetence)。
若知道自己不知道什麼，自然能去發掘，解除膠著，得以脫困 (Unstuck)。
要脫困，首先就要知道自己正在膠著，不然那會主動尋求脫困之法，但是膠著的人，亦是最不能察覺的人，因此能認出膠著的特徵，乃脫困首要之門。
當你得不到你想得到的結果，當你覺得不開心，不滿意，或是失去自信時，那正是膠著的時候，請你問問自己：我不知道的是什麼東西呢？
得不到答案時，也就是向外尋找協助的時候，找一個朋友，問問他你可能忽略了什麼，致令你得不到你想得到的結果、不開心、不滿意、或是失去自信？
旁觀者清是不變道理，因為膠著的並不是他們！
越是膠著，越是胡亂處理，越令事情每況愈下，結果越是膠著！我們常說的『越窮越見鬼』、『屋漏偏逢連夜雨』就是這個道理；當你發現自己正在『頭頭碰著黑』的時候，你認為是最好的方法，通常也就是最差勁的方法，皆因膠著時，你根本不知自己在想什麼、做什麼！
越早發現自己正在膠著，越易脫困！
Keith
Explore, Exceed & Excel
P.S. 基礎個人輔引學課程是NLP執行師同學的免費附加課程，如果你是我們的NLP執行師同學或畢業生，緊記下星期五是第二節，你也可免費報讀!
昨天晚上的基礎個人輔引學課程剛開課，其中談及NLP中一個非常重要的課題－膠著 (Stuck)。
所謂膠著，就是動彈不得，想不通也行不得；什麼導致膠著呢？不知道自己不知道什麼也 (Unconscious Incompetence)。
若知道自己不知道什麼，自然能去發掘，解除膠著，得以脫困 (Unstuck)。
要脫困，首先就要知道自己正在膠著，不然那會主動尋求脫困之法，但是膠著的人，亦是最不能察覺的人，因此能認出膠著的特徵，乃脫困首要之門。
當你得不到你想得到的結果，當你覺得不開心，不滿意，或是失去自信時，那正是膠著的時候，請你問問自己：我不知道的是什麼東西呢？
得不到答案時，也就是向外尋找協助的時候，找一個朋友，問問他你可能忽略了什麼，致令你得不到你想得到的結果、不開心、不滿意、或是失去自信？
旁觀者清是不變道理，因為膠著的並不是他們！
越是膠著，越是胡亂處理，越令事情每況愈下，結果越是膠著！我們常說的『越窮越見鬼』、『屋漏偏逢連夜雨』就是這個道理；當你發現自己正在『頭頭碰著黑』的時候，你認為是最好的方法，通常也就是最差勁的方法，皆因膠著時，你根本不知自己在想什麼、做什麼！
越早發現自己正在膠著，越易脫困！
Keith
Explore, Exceed & Excel
P.S. 基礎個人輔引學課程是NLP執行師同學的免費附加課程，如果你是我們的NLP執行師同學或畢業生，緊記下星期五是第二節，你也可免費報讀!
2008/10/01
Facilitation: 12 Principles of Process Facilitation - Principle 6: Full Participation
Hi,
This is Part 6 of the 12 Principles of Process Facilitation.
One of the core duties of a Facilitator is to encourage participation. Why participation is so important?
It is simply because More Participation, More Ideas can be Generated.
Only when people thinks there is Fairness and Everybody is of Similar Degree of Participation, they will then actively participate.
Being fair, they must have the right to say anything that is relevant and somebody will respond to what they have said.
It is also fair when everybody participate at a similar degree. Nobody dominates and nobody does nothing.
It is full participation that turns a "Group" into a "Team".
Keith
Explore, Exceed & Excel
This is Part 6 of the 12 Principles of Process Facilitation.
One of the core duties of a Facilitator is to encourage participation. Why participation is so important?
It is simply because More Participation, More Ideas can be Generated.
Only when people thinks there is Fairness and Everybody is of Similar Degree of Participation, they will then actively participate.
Being fair, they must have the right to say anything that is relevant and somebody will respond to what they have said.
It is also fair when everybody participate at a similar degree. Nobody dominates and nobody does nothing.
It is full participation that turns a "Group" into a "Team".
Keith
Explore, Exceed & Excel
2008/09/01
Facilitation: 12 Principles of Process Facilitation - Principle 5: Recording
Hi,
Here comes Part 5 of the 12 Principles of Process Facilitation.
Facilitators record almost every ideas generated by the participants. It is a very tiring job. Why do they do so?
The purpose of recording is never recording!
Recording is never the core task of a facilitator. Facilitators' task is to make thing easier and faster for the participants during the process. If recording is just for recording, it is something after the process!
Recording is for Ideas Generation!
The ideas written down out there continuously stimulate the minds of the participants to generate even more ideas. The ideas recorded also present to every participants the flow of their thoughts and keep everybody on track.
So, don't record for recording!
Keith
Explore, Exceed & Excel
Here comes Part 5 of the 12 Principles of Process Facilitation.
Facilitators record almost every ideas generated by the participants. It is a very tiring job. Why do they do so?
The purpose of recording is never recording!
Recording is never the core task of a facilitator. Facilitators' task is to make thing easier and faster for the participants during the process. If recording is just for recording, it is something after the process!
Recording is for Ideas Generation!
The ideas written down out there continuously stimulate the minds of the participants to generate even more ideas. The ideas recorded also present to every participants the flow of their thoughts and keep everybody on track.
So, don't record for recording!
Keith
Explore, Exceed & Excel
2008/08/22
Facilitation: 12 Principles of Process Facilitation - Principle 4: Ideas Generation
Hi,
This is Part 4 of the 12 Principles of Process Facilitation.
Today, every company wants more ideas from their people, but people are reluctant to give away their ideas.
The secret to ideas generation is "people needs ideas to trigger off more ideas!"
The more ideas are being thrown out, the more ideas are going to be thrown out.
Then, what triggers off the first few ideas will be crucial to any ideas generating session. When people are involved, they will talk about their points of view, which then stimulate others' thinking.
So, you first step to generate ideas is not generating ideas, but to get your people's participation. Do anything to make them involved and then request for their points of view about the subject. Then ideas will be coming.
Accept simple or even stupid ideas, particularly at the very beginning. These ideas stimulate generation of more ideas!
How to get your people participating? Let's discuss in Principle 6: Full Participation later.
Keith
Explore, Exceed & Excel
This is Part 4 of the 12 Principles of Process Facilitation.
Today, every company wants more ideas from their people, but people are reluctant to give away their ideas.
The secret to ideas generation is "people needs ideas to trigger off more ideas!"
The more ideas are being thrown out, the more ideas are going to be thrown out.
Then, what triggers off the first few ideas will be crucial to any ideas generating session. When people are involved, they will talk about their points of view, which then stimulate others' thinking.
So, you first step to generate ideas is not generating ideas, but to get your people's participation. Do anything to make them involved and then request for their points of view about the subject. Then ideas will be coming.
Accept simple or even stupid ideas, particularly at the very beginning. These ideas stimulate generation of more ideas!
How to get your people participating? Let's discuss in Principle 6: Full Participation later.
Keith
Explore, Exceed & Excel
2008/08/21
Facilitation: 12 Principles of Process Facilitation - Principle 3: Questioning
Hi,
This is Part 3 of the 12 Principles of Process Facilitation.
I stopped writing this series for a while and decided to complete the whole series within these 2 months. This series is an introduction to the 12 principles of facilitation taught in our Associate Facilitator Designation Program.
Our topic today is about Questioning. In facilitating any meeting or activity, questioning is the explicit part of facilitation. Facilitators use questions to generate ideas, getting opinion or gathering information.
The right questions are more than just the question itself. It is about asking the Right Question, at the Right Moment to the Right Person(s). The best question but asked at the wrong moment and to the wrong person can produce nothing.
What is the Right Question? It depends on what is really needed at that particular moment!
If information is needed, you ask questions for gathering facts, feelings or desires. If clarification is needed, you ask probing questions. If participants are too shy, you can consider some naive questions. When you are encountering some sensitive issues, indirect questions can be most appropriate. When something is wrong about the process of meeting, some meta-process questions might be helpful. If you need to draw participants' attention, rhetorical questions could be your choice.
Keith
Explore, Exceed & Excel
This is Part 3 of the 12 Principles of Process Facilitation.
I stopped writing this series for a while and decided to complete the whole series within these 2 months. This series is an introduction to the 12 principles of facilitation taught in our Associate Facilitator Designation Program.
Our topic today is about Questioning. In facilitating any meeting or activity, questioning is the explicit part of facilitation. Facilitators use questions to generate ideas, getting opinion or gathering information.
The right questions are more than just the question itself. It is about asking the Right Question, at the Right Moment to the Right Person(s). The best question but asked at the wrong moment and to the wrong person can produce nothing.
What is the Right Question? It depends on what is really needed at that particular moment!
If information is needed, you ask questions for gathering facts, feelings or desires. If clarification is needed, you ask probing questions. If participants are too shy, you can consider some naive questions. When you are encountering some sensitive issues, indirect questions can be most appropriate. When something is wrong about the process of meeting, some meta-process questions might be helpful. If you need to draw participants' attention, rhetorical questions could be your choice.
Keith
Explore, Exceed & Excel
2008/08/07
Concepts 101 Part 31: 解難
Hi,
前文談到『難』，如何能解？
解難之道，除了解開以外，還有解拆、解體、越過、繞過、搬移、鑽地、掘地、另覓他途、最後還可另尋目標，此乃解難十法也。
Keith
Explore, Exceed & Excel
前文談到『難』，如何能解？
解難之道，除了解開以外，還有解拆、解體、越過、繞過、搬移、鑽地、掘地、另覓他途、最後還可另尋目標，此乃解難十法也。
Keith
Explore, Exceed & Excel
Concepts 101 Part 30: 難與不能
Hi,
難 (Difficult)，代表有障礙；不能 (Impossible)，代表障礙是無法解決！
難的，不等於不能！
能不能，視乎你有沒有方法。(這是 NLP 其中一項最重要的前題假設)
太多人把它們混亂了以後，凡是難的，便認為是不能，放棄好了！
Keith
Explore, Exceed & Excel
難 (Difficult)，代表有障礙；不能 (Impossible)，代表障礙是無法解決！
難的，不等於不能！
能不能，視乎你有沒有方法。(這是 NLP 其中一項最重要的前題假設)
太多人把它們混亂了以後，凡是難的，便認為是不能，放棄好了！
Keith
Explore, Exceed & Excel
2008/02/20
Concepts 101 Part 22: 對事不對人
Hi,
對事不對人，人人也希望做到，但實在太難！
難在那裡？難在誤解什麼是『對事不對人』！『對事不對人』不是叫你只針對事情，不針對人，這樣太難，人與事根本不能獨立存在，事由人做，又怎能只針對事情，不針對人呢？
況且世上還有另一緊箍咒，名曰同理心，同理心就要對人啦，死未！
『對事不對人』究竟是什麼？
1. 只作爭論，不去爭執：爭論就是提出觀點，並加上論據原因，爭執就是只提出反對觀點，但沒有有效論據原因。談論時只針對論據原因，及論據原因與觀點的關係，而不針對觀點 (針對觀點等於說對方是錯！)
2. 只用事實，不用感覺：爭論時的論據原因必須是具體事實 (事實不是真相，事實只是實際存在的東西)，不能以感覺為論據原因，因為爭論需陳列論據原因及觀點，前後兩者必須有因果關係存在，具體事實才具有產生因果的能力 (Causal Power)，而感覺 (即說我覺得怎樣)是抽象的，因此缺乏產生因果的能力，自然不能是一個有效的推論！
3. 只談出錯，不談犯錯：說人犯錯，就是說人是錯；只談出錯，就是研究那裡輸入發生問題，導致不能產生預期的輸出，對事不對人吧！
沒有爭論，就沒有『對事不對人』。
Keith
Explore, Exceed & Excel
對事不對人，人人也希望做到，但實在太難！
難在那裡？難在誤解什麼是『對事不對人』！『對事不對人』不是叫你只針對事情，不針對人，這樣太難，人與事根本不能獨立存在，事由人做，又怎能只針對事情，不針對人呢？
況且世上還有另一緊箍咒，名曰同理心，同理心就要對人啦，死未！
『對事不對人』究竟是什麼？
1. 只作爭論，不去爭執：爭論就是提出觀點，並加上論據原因，爭執就是只提出反對觀點，但沒有有效論據原因。談論時只針對論據原因，及論據原因與觀點的關係，而不針對觀點 (針對觀點等於說對方是錯！)
2. 只用事實，不用感覺：爭論時的論據原因必須是具體事實 (事實不是真相，事實只是實際存在的東西)，不能以感覺為論據原因，因為爭論需陳列論據原因及觀點，前後兩者必須有因果關係存在，具體事實才具有產生因果的能力 (Causal Power)，而感覺 (即說我覺得怎樣)是抽象的，因此缺乏產生因果的能力，自然不能是一個有效的推論！
3. 只談出錯，不談犯錯：說人犯錯，就是說人是錯；只談出錯，就是研究那裡輸入發生問題，導致不能產生預期的輸出，對事不對人吧！
沒有爭論，就沒有『對事不對人』。
Keith
Explore, Exceed & Excel
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