The Four Quadrants of Facilitation for Engagement, Collaboration, and Outcomes
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No matter what role you play, facilitation can help groups better achieve their purpose – from problem-solving to planning to meetings and more. The Four Quadrant framework organizes facilitation tasks into four areas to guide a facilitator’s thinking and actions.
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This integrated method increases collaboration and creativity and builds organizational resiliency. Participants will learn:
- The four frames (dimensions) of ANY complex issue.
- How to apply these frames to meetings, projects, and events.
- Up to five simple, scalable engagement techniques to increase participation.
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Presenter: Darin Harris - Cofounder, Teacher, Consultant - Living Giving Enterprises, Journey of Facilitation and Collaboration
When: February 22, 2024, 11:00 a.m. to 12:30 p.m.
Details: Zoom/Online - Access information will be provided to registrants
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Highlights of Learning from Failure Session
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Over 50 colleagues participated in January's session led by Professor Jeff Lovelace, an Associate Professor at the McIntire School of Commerce.
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The content delved into personal and professional development stemming from failure, fostered discussion on various types of failure from blameworthy to praiseworthy, explored the resistance to failure, and provided insights on how to effectively process setbacks individually and as a leader. Failure is a path to better and greater self-awareness.
Failures are invaluable opportunities for growth and leaders should promote a culture that embraces and learns from adversity.
Failure Tolerant Leadership (Farson & Keyes, 2002)
- Move beyond success or failure
- Distinguish excusable & inexcusable failures
- Get engaged - Asking questions leads to intelligent risktaking
- Focus on analysis not just praise and punishment
- Earn empathy through vulnerability
- Promote collaboration not competition
- Recognize good ideas, no matter the source
Learn more:
Strategies for Learning from Failure
The Failure-Tolerant Leader
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Serving Together: School of Education and Human Development (EHD) Student Affairs and Academic Programs
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Leaders of EHD’s Student Affairs and Academic Programs areas participated in a fall workshop to identify ways to strengthen their collaborative foundation.
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The group considered how to strengthen connections, optimize collaborative efforts in serving students, celebrate and learn from past collaborations, and identify actionable ideas to further integrate and improve services for students and other stakeholders.
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A key part of the workshop included an activity where leaders identified assets and ideas to enhance cross-team collaborations, and discussed ways to link and leverage those assets at scale.
Catherine Brighton, EHD Senior Associate Dean, noted “I really appreciated the emphasis on design thinking as a strategic process which reinforces/dovetails with the experiences many of this group has had through the strategic planning process.”
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Strategic Doing UVA Cohort Pilot
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In January, OE hosted a three-day, in-person immersive workshop on how to create and sustain action-oriented collaborations to address priorities, opportunities, and challenges across the university.
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Participants represented 13 different areas, including schools, academic centers and institutes, and central offices. Several participants are collaborating on the HHMI ‘Driving Change’ grant to enhance the success of STEM students, where they plan to apply Strategic Doing tools and concepts.
The workshop included the ‘10 Rules of Strategic Doing,' and participants held a simulation of a Strategic Doing session, starting with creating and maintaining a safe space for deep, focused conversations, and arriving at ways to connect and promote to build new habits of collaboration.
The feedback from participants will help OE evaluate the program and shape future offerings. If you are interested in a future Strategic Doing training, contact us.
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Strategic Doing Methodology
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Strategic Doing provides the framework for teams to leverage their combined strengths and assets to tackle complex, challenging problems. The methodology and tools enable groups to engage in meaningful collaboration, identify smaller task components to maintain engagement and momentum, and develop a project timeline to accomplish both short and long-term goals.
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Overview: The approach is centered around four key questions to guide strategic conversations:
- What Could We Do?
- What Should We Do?
- What Will We Do?
- What’s Our 30/30?
Learning Opportunities: Training Courses and Free Friday Conversations: Strategic Doing Networks
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RESOURCES
“‘Better’ suggests a journey of constant improvement and makes us feel like we are being invited to contribute our talents and energies to make progress in that journey. ‘Better,’ in the Infinite Game, is better than ‘best.’”
“If we believe trust, cooperation, and innovation matter to the long-term prospects of our organizations, then we have only one choice—to learn how to play with an infinite mindset.”
― Simon Sinek, The Infinite Game
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