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	<title>Forming &#187; facilitation</title>
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	<link>http://www.forming.co.nz</link>
	<description>Business &#38; Technology Consultancy</description>
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		<title>Beyond sole trader</title>
		<link>http://www.forming.co.nz/2009/beyond-sole-trader/</link>
		<comments>http://www.forming.co.nz/2009/beyond-sole-trader/#comments</comments>
		<pubDate>Mon, 07 Dec 2009 04:21:14 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[what I do]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[coaching]]></category>
		<category><![CDATA[consulting]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[facilitation]]></category>

		<guid isPermaLink="false">http://www.forming.co.nz/?p=430</guid>
		<description><![CDATA[There sometimes seems to be a huge chasm between the world of the sole trader and that of the small business owner.  It&#8217;s certainly a gap that many trip over, while a few disappear into the depths forever.
Where does the time go?
The biggest challenge for people going through this transition is time.  It&#8217;s likely that [...]]]></description>
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		<title>Scrum for Small Businesses</title>
		<link>http://www.forming.co.nz/2009/scrum-for-small-businesses/</link>
		<comments>http://www.forming.co.nz/2009/scrum-for-small-businesses/#comments</comments>
		<pubDate>Sun, 02 Aug 2009 20:50:21 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[what I do]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[facilitation]]></category>
		<category><![CDATA[LEAN]]></category>
		<category><![CDATA[performing]]></category>
		<category><![CDATA[scrum]]></category>
		<category><![CDATA[Six Sigma]]></category>

		<guid isPermaLink="false">http://www.forming.co.nz/?p=329</guid>
		<description><![CDATA[No, I&#8217;m not suggesting that a game of rugby is the way to mange your small business.  Scrum is a technique more commonly used as part of Agile software development by businesses like Google and Nokia.  High Tech companies are hotbeds of innovative ways of doing things.  Developing a new phone is high risk and [...]]]></description>
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		<title>New Technology</title>
		<link>http://www.forming.co.nz/2009/new-technology/</link>
		<comments>http://www.forming.co.nz/2009/new-technology/#comments</comments>
		<pubDate>Mon, 20 Jul 2009 05:20:54 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[what I do]]></category>
		<category><![CDATA[facilitation]]></category>
		<category><![CDATA[governance]]></category>
		<category><![CDATA[ICT]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[testing]]></category>
		<category><![CDATA[websites]]></category>

		<guid isPermaLink="false">http://www.forming.co.nz/?p=298</guid>
		<description><![CDATA[From the business (ie non-technical) perspective the introduction of new technology should be a symmetrical process.

The process should include all of the following stages:

Vision &#8211; what the business will achieve through the technology.
Business Requirements &#8211; what the business actually wants to do with the technology.
Functional Specification &#8211; a translation of step 2 into terms describing [...]]]></description>
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		<title>Managing Change</title>
		<link>http://www.forming.co.nz/2009/managing-change/</link>
		<comments>http://www.forming.co.nz/2009/managing-change/#comments</comments>
		<pubDate>Mon, 20 Jul 2009 04:53:02 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[what I do]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[facilitation]]></category>
		<category><![CDATA[group-coaching]]></category>
		<category><![CDATA[programme]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[risk]]></category>

		<guid isPermaLink="false">http://www.forming.co.nz/?p=294</guid>
		<description><![CDATA[It&#8217;s impossible for business change to be wholly confined to systems and processes &#8211; people are always involved too and therein lies the key difference between project or programme management and change management.  The first two are primarily concerned with delivering tangible changes while the later is focussed on enabling the people impacted to accept, [...]]]></description>
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		<title>Case Study: Facilitating innovation</title>
		<link>http://www.forming.co.nz/2009/facilitating-innovation/</link>
		<comments>http://www.forming.co.nz/2009/facilitating-innovation/#comments</comments>
		<pubDate>Thu, 16 Jul 2009 03:09:15 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[case study]]></category>
		<category><![CDATA[facilitation]]></category>
		<category><![CDATA[innovation]]></category>
		<category><![CDATA[performing]]></category>

		<guid isPermaLink="false">http://coastalabseilers/?p=242</guid>
		<description><![CDATA[A product team had been challenged to come up with some truly innovative ideas for a Personal Loan product.  The Product Manager asked me to plan and facilitate an innovation day which would enable the team to think outside the box.
The first step was to ensure that the venue was &#8216;off-site&#8217; in an environment that [...]]]></description>
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		<title>Case Study: Facilitating board meetings</title>
		<link>http://www.forming.co.nz/2009/facilitating-board-meetings/</link>
		<comments>http://www.forming.co.nz/2009/facilitating-board-meetings/#comments</comments>
		<pubDate>Thu, 16 Jul 2009 03:06:17 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[case study]]></category>
		<category><![CDATA[board]]></category>
		<category><![CDATA[facilitation]]></category>

		<guid isPermaLink="false">http://coastalabseilers/?p=236</guid>
		<description><![CDATA[The MD of a small business had recently invested in a training course on how to chair meetings more effectively.  He had recognised the value in the techniques given by the course and tried hard to implement them  when he return to work.  However, he found that the techniques prevented him from having the level [...]]]></description>
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		<title>Facilitation</title>
		<link>http://www.forming.co.nz/2009/facilitation/</link>
		<comments>http://www.forming.co.nz/2009/facilitation/#comments</comments>
		<pubDate>Thu, 16 Jul 2009 03:04:45 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[what I do]]></category>
		<category><![CDATA[consulting]]></category>
		<category><![CDATA[facilitation]]></category>
		<category><![CDATA[group-coaching]]></category>
		<category><![CDATA[innovation]]></category>

		<guid isPermaLink="false">http://coastalabseilers/?p=234</guid>
		<description><![CDATA[Facilitation is literally the act of making something easier for those involved. In practise this usually means  that I guide a group of people through a process of discovery, investigation and/or decision making.  As a facilitator I am not there to provide advice or technical input but to ask the right questions, build a shared [...]]]></description>
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		<item>
		<title>Why &#8216;Forming&#8217;?</title>
		<link>http://www.forming.co.nz/2009/why-forming/</link>
		<comments>http://www.forming.co.nz/2009/why-forming/#comments</comments>
		<pubDate>Wed, 15 Jul 2009 02:22:08 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[forming]]></category>
		<category><![CDATA[what I do]]></category>
		<category><![CDATA[facilitation]]></category>
		<category><![CDATA[group-coaching]]></category>
		<category><![CDATA[norming]]></category>
		<category><![CDATA[performing]]></category>
		<category><![CDATA[storming]]></category>

		<guid isPermaLink="false">http://coastalabseilers/?p=191</guid>
		<description><![CDATA[Forming is the term that Bruce Tuckman chose to use in his 1965 paper &#8216;Developmental Sequence in Small Groups&#8217; to describe what happens when a group of people first come together with a common purpose.  Together, Forming and the following three stages that he defined &#8211; Storming, Norming and Performing &#8211; have become an enduring [...]]]></description>
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