Clarify the Role of the Facilitator and the Team Member

DOE-HDBK-1076-94

Any job can be effectively and sufficiently described in terms of the tasks

successful workers in the occupation perform.

All tasks have direct implications for the knowledge, skills, and attitudes that

workers must have in order to perform the tasks correctly.

These three statements summarize, simply but clearly, the philosophy behind the

TTJA process. The members need to understand and accept the premise that, in order to

perform a task correctly, a worker must know what to do when and how (knowledge), as

well as understand why (attitudes) the task should be performed in the first place and that

a worker must be able to perform a given task (skill).

The facilitator should explain the step following job analysis, which is determining

training program content. This is where each task statement is broken down into the

specific steps or operations involved, knowledge needed, attitudes required, tools and

equipment needed, etc.

The results of this process will be used in preparing instructional materials for the

trainer and trainees.

establish his/her role clearly and thereby establish his/her credibility as the process expert,

simultaneously acknowledging the team members as the job experts. Since the facilitator

is not a job expert, there is less chance of his/her being biased with any decisions that the

team makes.

The facilitator has a very difficult role. He or she cannot influence the technical

judgments or contributions of the team. If the members feel that a task is completed by

their occupation, the facilitator must include it on the chart. The facilitator must agree

with all decisions that are reached consensually.

Nevertheless, he or she should insist that members operate within specific guidelines.

The facilitator must provide them with criteria, directions, sets of guidelines, and analogies

that will help them accomplish their task.