Facilitation

Facilitation is about…

·         process rather than task.  The process does not necessary bring about resolution or have an end product. The output is what the group agrees it must achieve

·         helping the group move forward by encouraging cooperation

·         exploring what lies behind the stance and the territory between people

·         encouraging disclosure and participation

·         exploring emotion as it arises

·         encouraging commitment, not just compliance

·         developing the group’s trust. A facilitator is trusted because of the environment they create not because they have authority

·         creating an inclusive atmosphere

·         focusing on the practical rather than the theoretical

·         having no emotional commitment to the group or outcome. This has potential implications for internal facilitators.

·         being dispensable – a facilitator should encourage individuals to take responsibility for their own learning

·         doing a good job so well that the skills of facilitation look invisible..

Some Core Practices

Regardless of which type of process you’re facilitating, all facilitators need to be constantly using some core practices to be effective:

Stay neutral on content, focus on the process, and avoid the temptation to offer opinions about the topic under discussion. Use questions and suggestions to offer ideas that spring to mind, but don’t impose opinions on the group.

Listen actively and use attentive body language. Use eye contact to let people know they can speak next, and to prompt the quiet ones in the crowd to participate.

Ask questions. This is the most important skill you possess. Questions test assumptions, invite participation, gather information, and probe for hidden points. Effective questioning allows you to delve past the symptoms to get at root causes.

Paraphrase to clarify. This involves repeating what people say to make sure they know they are being heard, to let others hear their points a second time, and to clarify key ideas. For example, “Are you saying . . .?” “…. Is that an accurate summary?”

Synthesize ideas, don’t just record individuals’ contributions. Instead, get people to comment and build on each others’ thoughts to ensure that the ideas recorded on the flip chart represent collective thinking. This builds consensus and commitment. For example, “Alice, what would you add to Jeff’s comments?”

Stay on track by setting time guidelines for each discussion. Appoint a time keeper inside the group to use a timer and call out milestones. Point out the digression if discussion has veered off topic. The group can then decide whether to pursue the sidetrack, or stop their current discussion and get back to the agenda. For example, “We are now discussing something that isn’t on our agenda. What do you want to do?”

“Park” all off-topic comments and suggestions on a separate “Parking lot” sheet posted on a nearby wall and remember to address them later.

Give and receive feedback. Periodically “hold up a mirror” to help the group “see” itself so it can make changes. For example, “Only two people are engaged in this discussion, while three others are looking at the workbook. What does this tell us we need to do?” Also ask for and accept feedback about the facilitation, “Are we making progress? How’s the pace? What can I do to be more effective?”

Test assumptions. Bring the assumptions people are operating under out into the open and clarify them, so that they are clearly understood by everyone. This may be necessary before a group can explore new ground. For example, “John, on what basis are you making the comment that ‘Bob’s idea is too narrow in focus’?”

Record accurately emerging ideas and final decisions. Summarise on a flipchart so everyone can see the notes. Notes should be clear and concise. They must always reflect what the group actually said, rather than your interpretation of what they said.

Summarize clearly. Listens attentively to everything that is said, and then offer concise and timely summaries. Summarise when you want to revive a discussion that has ground to a halt, or to end a discussion when things seem to be wrapping up.