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In chapter 1.2, I introduced an observation tool that I use for assessing a group's available resources (the four resources: energy, control, expertise and influence). This is a macro tool that helps me to understand and identify problems a group is having as a result of the mix of people that belong to it. The four levels of process is another observation tool that I use to observe groups when they are working together, usually in a meeting. This is a micro tool that helps me to understand and identify problems a group of people is having in working together. Even if meetings are not a big element of the team's activity, watching them work together will give me most of the information I need about how they manage their process generally, thus enabling me to identify the issues that I need to address with them.
I regard meetings as a microcosm of a team's life, and so will be using them as a context for the following section on the four levels of process. These are:
- procedural
- structural
- behavioural
- social
I will explore each of these in detail. I will then continue the two case studies I used in Part 1 (Gavin's team and Ivana's team) to illustrate the four levels of process in action and to show how I use them to structure my observation and plan my interventions as a facilitator.
- procedural
- the procedural level of process relates to the procedure the group establishes to organise its discussion of topics or agenda items during the meeting. Does it dive straight in to discussing the content of the topic, or does it spend some time first thinking through how best to discuss it? For example: does it identify the purpose of the discussion and its desired output? is it clear about how it makes decisions?
- structural
- the structural level of process relates to the roles allocated to the members of the group, both within the official and unofficial structures (see chapter 1.2). How actively does the group consider people's roles during the meeting? Do different topics require changes in role, and if so does the group make these changes? Is the group making the most effective use of its people and maximising their contribution?
- behavioural
- the behavioural level of process relates to the ways in which people interact with each other during the meeting. In particular, it relates to how 'airtime' is allocated to the different members of the group and how effectively they make use of this airtime. For example: do people listen to each other, are they interested in each other's views and ideas, do they explore issues in depth or rush to solutions, are they clear about what is being discussed, do they cooperate or compete with each other?
- social
- the social level of process relates to the dynamics that exist in the relationships between team members. How comfortable are people with the distribution of power and the allocation of roles? Are there tensions in particular relationships - attractions or animosities? To what extent are individuals included or excluded from the group? Is there a climate of mutual respect or disrespect?
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