2. Facilitation – Conflict Management – Cian Nolan TFDT
Contents
Introduction to the Facilitation Session..................................................................................................2
Assessment of facilitation needs and expectations of the group...........................................................2
Difficulties: ..........................................................................................................................................2
Expectations:.......................................................................................................................................2
Design of Facilitation Session..................................................................................................................3
Needs & Offers:...................................................................................................................................3
Individual Feedback: ...........................................................................................................................3
Roles:...................................................................................................................................................3
Preparation for the facilitation session...................................................................................................3
Delivery of Facilitation Session ...............................................................................................................3
After each slide I: ............................................................................................................................4
What conflict is and how to catch it early ..........................................................................................4
Methods of managing conflict............................................................................................................4
Approaching and resolving conflict ....................................................................................................4
Team decision on most suitable methods to practice........................................................................5
Evaluation of Facilitation Session ...........................................................................................................5
What was done well?..........................................................................................................................5
What could be improved? ..................................................................................................................5
Individual Learning Reflection ................................................................................................................6
References ..............................................................................................................................................6
Appendix .................................................................................................................................................6

3. Facilitation – Conflict Management – Cian Nolan TFDT
Introduction to the Facilitation Session
Three of our members have facilitation assignments to complete. Our team hosted a
meeting to discuss how we could get the most from these assignments and it was agreed
that each of the three members would facilitate a different group process. This document
will outline how I will plan, execute and evaluate a facilitation session on ‘Conflict
Management’.
Assessment of facilitation needs and expectations of the group
During the Team Dice meeting in which we assessed the need for facilitation the most
commonly referred to issue was the effectiveness of team meetings. One of the key factors
at play here was the lack of a timed structure. The team all get along well and this is not
usually an issue. Although the team have recognised that if this were to continue, during
times of increased activity and stress, conflict has a high probability of occurring. I also
asked the team to fill out an evaluation form to gather quantitative data (see Appendix
below). It was clear from the data that there were plenty of possible causes of conflict which
solidified the need for facilitation.
After establishing the need for a facilitation session on ‘Conflict Management’ we discussed
and listed out any difficulties we had relating to managing conflict and our expectations
following the facilitation session. The results are as follows:
Difficulties:
- There are no rules or guidelines for speaking over one another
- The team need to know how to recognise conflict arising
- The team have no plan for approaching conflict should it arise
- The team have not established a best practice for resolving conflict
Expectations:
- There will be a facilitation session on ‘Conflict Management’ using Google Hangouts
with all Team Dice members attending for an hour.
- Guidelines will be established to avoid members talking over one another
- Everyone will have a chance to speak
- There will be information on what conflict is and how to catch it early
- Team will be shown methods of managing and resolving conflict
- Team will decide upon best practices for approaching and resolving conflict based on
team values
These expectations or objectives, gave me a solid basis for designing, delivering and
evaluating a facilitation session on ‘Conflict Management’.

4. Facilitation – Conflict Management – Cian Nolan TFDT
Design of Facilitation Session
Needs & Offers:
Applying this technique can address the team’s difficulties by facilitating members to vent
frustrations and/or concerns in a low risk manner. The aim of this is to ensure that everyone
on the team can have their voice heard and their concerns taken on board with the
objective of negotiating a new more positive relationship moving forward.
Individual Feedback:
The evaluation sheet highlights the need for more regular feedback. It is worth sharing this
technique with the team. By putting a random member in the ‘hot seat’ for receiving
feedback at a 2:1 positive:improvement ratio we can all improve at a steady learning pace
within a positive working space.
Roles:
As facilitator, my role is to remain neutral while facilitating the discussion by questioning
and prompting members for input. At the beginning of the meeting I will ask for a volunteer
to fulfil the ‘Timekeeper’ & ‘Note Taker’ roles.
Preparation for the facilitation session
1. Held a meeting to discuss the need for facilitation
2. Shared an evaluation sheet with questions about team effectiveness & suggestions for
improvement via Google Docs to guide the session.
3. Researched ‘Conflict Management’ techniques (references below).
4. Created a schedule that utilises the round robin technique which facilitates time for
parking lot topics.
5. Prepared Google Slides presentation to be shared with the team for discussion during
the session.
6. Checked availability of team members for a Google Hangout session.
7. Arranged a facilitation session for 3pm 18/11/2016
8. I outlined the objectives for the session in the Google calendar invite.
Delivery of Facilitation Session
I began by welcoming everyone and explained the roles of facilitator, note taker,
timekeeper. I asked for volunteers for roles. Then we established the ground rules for the
session and outlined the goals for the session. Following that I shared the slides (see
Appendix below) and we began our discussion:

5. Facilitation – Conflict Management – Cian Nolan TFDT
After each slide I:
- I stopped sharing the slide so that we could see each other. Using ‘round robin’ team
members were then asked to share experiences where they’ve had and their
thoughts on the subject.
- I asked questions to ensure participation and to gain clarity on the direction the
team would like to move in as a collective.
- I checked if the meeting’s pace was okay with the team and if they had concerns to
raise them.
What conflict is and how to catch it early
o Following the slide I asked members to share experiences where they’ve had
a bad experience with conflict. Some members had conflict where: Different
personal goals caused conflict which ended with verbal abuse used. Not
keeping to agreements, causing anger.
o After that I asked if the team could see conflict arising during the life of the
project. The team pointed out that: A lack of definition and clarity can cause
frustration and this could lead to conflict.
o The team all agreed that an effort should be made to lower the impact of
conflict on the team.
o When asked, everyone expressed satisfaction on the session and we moved
on.
Methods of managing conflict
o Following the slide I asked if the team which conflict management methods
could be useful. The team highlighted ‘Compromising’, ‘Collaborating’, and a
bit of ‘Confronting/Problem Solving’ as the areas we would aim to maintain.
o When asked, everyone expressed satisfaction on the session and we moved
on.
Approaching and resolving conflict
o I asked the team, what their expectations would be from other member’s
behaviour when conflict arises. The team agreed to behave in rational
manner, explain issue and ask for resolution, not to bully, and to utilise active
listening.
o Then we discussed the importance of resolving conflict and what happens
when conflict does not get resolved. Members identified the following:
Frustration, ignore work, motivation decrease.
o I then asked for views on the teams preferred way of resolving conflict: Open
and frank discussion, identify and plan solution, facilitation, Plan before you
speak, let it go, intervention with facilitation.
o When asked, everyone expressed satisfaction on the session and we moved
on.

6. Facilitation – Conflict Management – Cian Nolan TFDT
Team decision on most suitable methods to practice
o When we finished sharing I summarised what their answers where for the
previous slides, demonstrating active listening.
o Following that the team took a vote and decided upon the most fitting
method of managing conflict. Our aim is to identify conflict openly and reach
a ‘Compromising’, ‘Collaborating’, or a ‘Confronting/Problem Solving’ stage
where member’s views are heard and an agreement reached for moving
forward.
o I asked if the team felt that the goals of the session were reached and if there
is a need for further discussion on any topics.
o One of the two project managers took responsibility for acting as Conflict
Manager.
Evaluation of Facilitation Session
I asked the team what their initial reaction was to the facilitated session. The team felt that
this discussion raised points that are worth taking on board. The specific feedback was as
follows:
What was done well?
- Team established rules or guidelines for speaking with one another
- The team now know how to recognise conflict arising
- The team have a mitigation plan for approaching conflict should it arise
- The team have established a best practice for resolving conflict
- Slide presentation good
- Time keeping and flow
What could be improved?
- There was an issue with my microphone which needs to be addressed
- The team felt that the round robin technique was good but its application could be
improved by switching around the order in which the members are asked to
contribute. This would give other members a chance to have a larger contribution
rather than repeating what was said already
- Facilitation session had no funny ice breaker at the beginning and I compensated by
asking the team to share a fond childhood memory.

7. Facilitation – Conflict Management – Cian Nolan TFDT
Individual Learning Reflection
To begin with, I stumbled over my words often and find this is an issue when I am
presenting scripted information. In future I will need to practice my scripts appropriately.
I am happy with the feedback on the presentation slides and schedule. This was the first
time we had a meeting that was organised to a high degree and it is something the team
expressed an interest in moving forward.
Overall I saw a huge benefit in using facilitation for team morale, performance, problem
solving & decision making. The team are respectful & understand each other more. I’m also
proud that the team have agreed on a process for managing conflict.
References
Cover Page Image:
http://satheespractice.blogspot.ie/2011/12/conflict-management.html
Google slides research references:
https://www.nibusinessinfo.co.uk/content/spotting-signs-conflict
http://www.personalityexplorer.com/freeresources/conflictmanagementtechniques.aspx
http://www.helpguide.org/articles/relationships/conflict-resolution-skills.htm
http://satheespractice.blogspot.ie/2011/12/conflict-management.html
http://www.activepresence.com/blog/facilitation-tools-needs-and-offers#.WC74cbKLTIU=
Google slides Image:
http://www.quickmeme.com/meme/36d2ks
Appendix
Session Presentation Slides with Session Schedule
https://docs.google.com/a/webelevate.ie/presentation/d/1f8fmQCBuqEi9w9eskmAjS-
fj7Ic7nYOp7AjM7_aCsGs/edit?usp=sharing
Team Effectiveness Self-Assessment 1
Success Factor Statement Description Rating
Fully Agree
3
Somewhat
Agree 2
Not at all 1
Suggested Action
to improve Team
Performance
Leadership Team Leader highly motivated and adopts
an inclusive style in which all team
2 Stop speaking over
one another

8. Facilitation – Conflict Management – Cian Nolan TFDT
members feel that their contribution is
valued leads and recognised.
Common
Purpose &Trust
Team members have a strong common
sense of purpose about the project and
trust their ability to deliver. There is
alignment between personal and team
goals.
3
Performance
Goals & Roles
Team working towards achieving clearly
defined and agreed goals which take into
account personal goals and likely ‘crunch’
periods. Team members have clearly
defined roles which allows them to
contribute positively to team
performance.
2 Deciding on goals is
a timely process
and could be
shortened
Communication
& Feedback
Team members communicate regularly
and kept informed on relevant
tasks/issues. Feedback provided to team
members in a satisfactory and timely
manner and ‘blowing the whistle’ if
necessary.
2 More constructive
feedback required
Problem Solving Team adopts an inclusive and structured
approach to problem solving by clearly
defining problems/issues and considering
alternatives before agreeing to a plan that
everyone commits to.
2 Sometimes we do
not consider
alternatives
Decision Making Team considers alternative ideas/options
in an objective manner making use of
appropriate decision making tool to
ensure a sound basis for decisions.
2 We could consider
alternatives more
often
Encouragement
& Support
There is a sense of mutual accountability
for team performance. Team members
support and encourage each other
particularly during difficult times.
3
Flexibility Team aware of internal and external
obstacles to performance and have
developed a common response to
resolving these including change controls
in dealing with client expectations.
3
Learning
& Development
Team understand that the project
provides a learning environment where
individuals develop their competences.
Team utilises the skills and strengths to
maximum effect.
3
Team Effectiveness Self-Assessment 2
Success Factor Statement Description Rating
Fully Agree
3
Suggested Action to
improve Team
Performance

9. Facilitation – Conflict Management – Cian Nolan TFDT
Somewhat
Agree 2
Not at all 1
Leadership Team Leader highly motivated and
adopts an inclusive style in which all
team members feel that their
contribution is valued leads and
recognised.
3 Team leader could be
done with being a little
more direct in getting
work done on schedule.
Common
Purpose &Trust
Team members have a strong
common sense of purpose about the
project and trust their ability to
deliver. There is alignment between
personal and team goals.
2 More team building and
bonding
Performance
Goals & Roles
Team working towards achieving
clearly defined and agreed goals,
which take into account personal
goals and likely ‘crunch’ periods.
Team members have clearly defined
roles, which allow them to
contribute positively to team
performance.
2 The team goals should be
made clearer and team
needs to communicate
more in working towards
achieving the team goals.
Communication
& Feedback
Team members communicate
regularly and kept informed on
relevant tasks/issues. Feedback
provided to team members in a
satisfactory and timely manner and
‘blowing the whistle’ if necessary.
1 Should be meeting more
regularly at a set
organized times to get
feedback and inform of
progress
Problem Solving Team adopts an inclusive and
structured approach to problem
solving by clearly defining
problems/issues and considering
alternatives before agreeing to a
plan that everyone commits to.
2 Problems need to be
highlighted faster
through better team
communication
Decision Making Team considers alternative
ideas/options in an objective manner
making use of appropriate decision-
making tool to ensure a sound basis
for decisions.
3 Decisions need to be
made faster
Encouragement
& Support
There is a sense of mutual
accountability for team
performance. Team members
support and encourage each other
particularly during difficult times.
2 More regular feedback is
needed
Flexibility Team aware of internal and external
obstacles to performance and have
2 The team needs to be
faster in recognizing and

10. Facilitation – Conflict Management – Cian Nolan TFDT
developed a common response to
resolving these including change
controls in dealing with client
expectations.
resolving obstacles
Learning &
Development
Team understands that the project
provides a learning environment
where individuals develop their
competences. Team utilises the skills
and strengths to maximum effect.
2 Team members should
be encouraged to ask
more questions if they
don’t understand
something
Fun &
Enthusiasm
The team makes every effort to
make their learning experience an
enjoyable one and retain focus on
their common purpose throughout
the project.
2 Add more fun ways to
getting things done
Team Effectiveness Self-Assessment 3
Success Factor Statement Description Rating
Fully Agree
3
Somewhat
Agree 2
Not at all 1
Suggested Action to
improve Team
Performance
Leadership Team Leader highly motivated and
adopts an inclusive style in which all
team members feel that their
contribution is valued leads and
recognised.
3
Common
Purpose &Trust
Team members have a strong
common sense of purpose about the
project and trust their ability to
deliver. There is alignment between
personal and team goals.
2 Team building exercises
might help, there
appears to be a lack of
trust at times.
Performance
Goals & Roles
Team working towards achieving
clearly defined and agreed goals
which take into account personal
goals and likely ‘crunch’ periods.
Team members have clearly defined
roles which allows them to contribute
positively to team performance.
2 Roles and
responsibilities need to
be clearly defined
Communication
& Feedback
Team members communicate
regularly and kept informed on
relevant tasks/issues. Feedback
provided to team members in a
satisfactory and timely manner and
‘blowing the whistle’ if necessary.
2 Great communication at
times, although during
quiet periods it seems
to lull.
Problem Solving Team adopts an inclusive and
structured approach to problem
2 Approach is inclusive
although people tend to

11. Facilitation – Conflict Management – Cian Nolan TFDT
solving by clearly defining
problems/issues and considering
alternatives before agreeing to a plan
that everyone commits to.
run with their own
ideas and not work as a
team to solve
Decision Making Team considers alternative
ideas/options in an objective manner
making use of appropriate decision
making tool to ensure a sound basis
for decisions.
1 Communication
breakdown happens
here, this is where
conflict arises, tools are
not being used
Encouragement
& Support
There is a sense of mutual
accountability for team performance.
Team members support and
encourage each other particularly
during difficult times.
3
Flexibility Team aware of internal and external
obstacles to performance and have
developed a common response to
resolving these including change
controls in dealing with client
expectations.
2 This was a concern but
appears to be getting
better
Learning
& Development
Team understand that the project
provides a learning environment
where individuals develop their
competences. Team utilises the skills
and strengths to maximum effect.
1 I feel my skills are
underused at present
Fun &
Enthusiasm
The team make every effort to make
their learning experience an
enjoyable one and retain focus on
their common purpose throughout
the project.
2 Some team building
exercises, and getting to
know each other could
help
Team Effectiveness Self-Assessment 4
Success Factor Statement Description Rating
Fully Agree 3
Somewhat
Agree 2
Not at all 1
Suggested Action to
improve Team
Performance
Leadership Team Leader highly motivated and
adopts an inclusive style in which
all team members feel that their
contribution is valued leads and
recognised.
1.5 More direction given
but not dictation
Common
Purpose &Trust
Team members have a strong
common sense of purpose about
the project and trust their ability
to deliver. There is alignment
between personal and team goals.
2 Get a better sense of
common purpose.
Make sure we all have
the same
understanding
Performance
Goals & Roles
Team working towards achieving
clearly defined and agreed goals
2 Better definition of
roles and demarcation

12. Facilitation – Conflict Management – Cian Nolan TFDT
which take into account personal
goals and likely ‘crunch’ periods.
Team members have clearly
defined roles which allows them to
contribute positively to team
performance.
to avoid work being
duplicated or ignored.
Implement proper
sprint methodology
Communication
& Feedback
Team members communicate
regularly and kept informed on
relevant tasks/issues. Feedback
provided to team members in a
satisfactory and timely manner
and ‘blowing the whistle’ if
necessary.
2 Team members need
to know that other
members have at least
seen their
communications.
Problem Solving Team adopts an inclusive and
structured approach to problem
solving by clearly defining
problems/issues and considering
alternatives before agreeing to a
plan that everyone commits to.
2 Not sure we
encountered these
really yet as we
haven’t progressed the
project far enough
Decision Making Team considers alternative
ideas/options in an objective
manner making use of appropriate
decision making tool to ensure a
sound basis for decisions.
3 We just need to stick
to decisions when we
do make them
Encouragement
& Support
There is a sense of mutual
accountability for team
performance. Team members
support and encourage each other
particularly during difficult times.
2 Get the feeling some
members feel that this
is not the case so it has
to be more transparent
Flexibility Team aware of internal and
external obstacles to performance
and have developed a common
response to resolving these
including change controls in
dealing with client expectations.
2 It’s a work in progress
Learning
& Development
Team understand that the project
provides a learning environment
where individuals develop their
competences. Team utilises the
skills and strengths to maximum
effect.
2 We need to share our
knowledge better. ie
explain agile method
better
Fun &
Enthusiasm
The team make every effort to
make their learning experience an
enjoyable one and retain focus on
their common purpose throughout
the project.
2 Ice breakers worked
well but there does not
seem to be as much
interaction with the
team as i had in other
Teams to date

13. Facilitation – Conflict Management – Cian Nolan TFDT
Team Effectiveness Self-Assessment 5
Success Factor Statement Description Rating
Fully Agree
3
Somewhat
Agree 2
Not at all 1
Suggested Action
to improve Team
Performance
Leadership Team Leader highly motivated and adopts
an inclusive style in which all team
members feel that their contribution is
valued leads and recognised.
3
Common
Purpose &Trust
Team members have a strong common
sense of purpose about the project and
trust their ability to deliver. There is
alignment between personal and team
goals.
3
Performance
Goals & Roles
Team working towards achieving clearly
defined and agreed goals which take into
account personal goals and likely ‘crunch’
periods. Team members have clearly
defined roles which allows them to
contribute positively to team performance.
3
Communication
& Feedback
Team members communicate regularly and
kept informed on relevant tasks/issues.
Feedback provided to team members in a
satisfactory and timely manner and
‘blowing the whistle’ if necessary.
3
Problem Solving Team adopts an inclusive and structured
approach to problem solving by clearly
defining problems/issues and considering
alternatives before agreeing to a plan that
everyone commits to.
3
Decision Making Team considers alternative ideas/options in
an objective manner making use of
appropriate decision making tool to ensure
a sound basis for decisions.
3
Encouragement
& Support
There is a sense of mutual accountability
for team performance. Team members
support and encourage each other
particularly during difficult times.
3
Flexibility Team aware of internal and external
obstacles to performance and have
developed a common response to resolving
these including change controls in dealing
3

14. Facilitation – Conflict Management – Cian Nolan TFDT
with client expectations.
Learning
& Development
Team understand that the project provides
a learning environment where individuals
develop their competences. Team utilises
the skills and strengths to maximum effect.
3
Fun &
Enthusiasm
The team make every effort to make their
learning experience an enjoyable one and
retain focus on their common purpose
throughout the project.
3