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Facilitation

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Bill Taylor
Bill Taylor

This document discusses the role and skills of a facilitator in enabling groups to succeed. It outlines that facilitation focuses on designing and managing group processes, ensuring participation and that the process affects outcomes. The key roles of a facilitator include preparing for and managing meetings, following up, and using their skills and knowledge of group dynamics, decision making and adult learning to guide the group effectively.

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FACILITATION: Getting Your Group from A to B Bill Taylor University of Wyoming Community Development Area Educator
Reference The Facilitator’s Fieldbook by Thomas Justice & David W. Jamieson, Ph.D. Published 1999 by American Management Association ISBN 0-8144-7038-6
Three Principles of Facilitation Participation is important Teams generally perform better than individuals Process (how something is done) affects outcome (what is accomplished)
What is Facilitation? Process to enable groups to succeed Facilitation is the design and management of structures and processes that help a group do its work and minimize the common problems people have working together
Neutral Process Facilitation is a neutral process (concerning content and participants) that focuses on: What needs to be accomplished Who needs to be involved Design, flow and sequence of tasks Communication patterns, effectiveness and completeness Appropriate levels of participation and the use of resources Group energy, momentum and capability The physical and psychological environment
Focus Facilitation focuses on the design and management of processes to enable groups to succeed. Ensures: Right resources at hand and being used Useful information generated, shared, used Quality decisions made
What Facilitators Do Neutral guides who take active roles in process management They work in 3 main areas: Preparation for meetings Includes meeting agenda, processes planned, meeting room preparation Working with the group Follow-up
Core Processes Analyzing information Purposes, outcomes, work context, participants – determining best approach Designing meetings Enable group to succeed using structures, processes, sequences Establishing group climate, norms, processes
Core Processes (cont.) Creating and implementing structures and processes Intervening to manage group dynamics Enforce norms, influence what members do, how they do it Coaching/training group leaders and members
Core Processes (cont.) Evaluating meeting and facilitation effectiveness Navigating decision processes through established organizational structure Ensuring follow-up action Production & distribution of meeting record, results, communication with stakeholders, and implementation of decisions.
Knowledge Base 3 basic areas of knowledge that are helpful for facilitation: Basic principles of adult learning Group dynamics and decision making Process consultation Parliamentary procedure is a specialized subject Necessary when group function based around parliamentary law
Fundamental Skills Contracting Designing structured activities and processes Listening, paraphrasing, observing, clarifying, elaborating Interpreting verbal and non-verbal behavior Confronting others
Fundamental Skills (cont.) Managing differences Collaborating with others Project management Meeting management Logistic management
Personal Characteristics Steadiness (serenity – calm and centered) Confidence Assertiveness Openness Flexibility Authenticity
Personal Characteristics (cont.) Humility Optimism Result-oriented attitude
Understanding Group Dynamics & Decision Making Facilitator must identify group dynamics Stages of group maturity are: Forming, storming, norming, performing Development of roles during group stages Psycho-social issues – trust, control or power, inclusion, identity or status, autonomy, tolerance, structure, competition, intimacy
Understanding Group Dynamics & Decision Making (cont.) Facilitator must identify group dynamics (cont.) Task progress – what, how, who, when, where Leadership – who leads the group and creates the controls Communication patterns Participation Conflict management Decision-making processes
Facilitation Fundamentals Listen intently Maintain good eye contact Trust in the resource of the group – focus on the process Always use people’s first names Stay awake and present Organize, connect and summarize data
Facilitation Fundamentals (cont.) Protect each and every idea offered Be a facilitator, not a performer Encourage everyone to express themselves Be a guide, not the group leader Be constantly mindful of outcomes for the group and flexible in achieving those goals
Planning Meeting Tools Vision Statement – a word picture of how the group will perform, what conditions will exist, what the ideal situation will be, etc. Look 5-10 years in the future Mission Statement – What the group will do to accomplish the vision. Provides direction/boundaries for the group/organization Values – guiding principles that are important to the operation of the group.
Planning Meeting Tools (cont.) Strategic Planning – outlines what a group intends to do to successfully accomplish its mission in the environment it operates. Strategies are created based on analysis and interpretation of the environment
Building a Data Base To better understand the nature of a given problem so the right solution is made Several options: Brainstorming – generate many ideas in response to problem Dialogue Conversations with no intent other than to gain meaning or understanding
Building a Data Base (cont.) Several options (cont.): Reflective Listening – dialoging technique to encourage deeper conversations prior to problem solving – reflect on a question posed by another person Focus Groups – gain input from groups about their preferences for decisions or actions
Decision Mode Individual – limited to high risk decisions Consultative – use group members as consultants to a designated leader to reach quality decisions Consultative Consensus – involves consultative while building consensus in the group’s decisions Combines Consultative and Consensus decision techniques
Decision Mode (cont.) Modified Consensus – enables the group to achieve a type of consensus that ensures that each member of the group is willing to support the decision Absolute Consensus – all group members in absolute agreement that decision is best for the group
Decision Mode (cont.) Voting – to reach a group decision when you do not need to build consensus, or when you can’t reach consensus or when operating with a formal voting process
Group Conflict This is a normal part of facilitating any group Since it was covered last time we will go on with the assumption you understand that conflict is a normal stage in any group’s development (especially the “storming” stage) and a facilitator should not be taken by surprise when it happens.
Reviewing Group Progress Several Methods: Meeting pluses and minuses Evaluation form Review accomplishments
Follow-up Five primary tasks: Preparing the meeting record and output Communicating with and informing others Obtaining approval of the group’s work Monitoring interim and implementation work Identifying the need for additional group work
Meeting Minutes Record agenda items and actions and assignments Other types of data can be incorporated into meeting minutes such as: Members present, absent, others attending Leader of the meeting Next meeting date Summaries of discussions Motions and votes if parliamentary law is used
Questions?

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Facilitation

  • 1. FACILITATION: Getting Your Group from A to B Bill Taylor University of Wyoming Community Development Area Educator
  • 2. Reference The Facilitator’s Fieldbook by Thomas Justice & David W. Jamieson, Ph.D. Published 1999 by American Management Association ISBN 0-8144-7038-6
  • 3. Three Principles of Facilitation Participation is important Teams generally perform better than individuals Process (how something is done) affects outcome (what is accomplished)
  • 4. What is Facilitation? Process to enable groups to succeed Facilitation is the design and management of structures and processes that help a group do its work and minimize the common problems people have working together
  • 5. Neutral Process Facilitation is a neutral process (concerning content and participants) that focuses on: What needs to be accomplished Who needs to be involved Design, flow and sequence of tasks Communication patterns, effectiveness and completeness Appropriate levels of participation and the use of resources Group energy, momentum and capability The physical and psychological environment
  • 6. Focus Facilitation focuses on the design and management of processes to enable groups to succeed. Ensures: Right resources at hand and being used Useful information generated, shared, used Quality decisions made
  • 7. What Facilitators Do Neutral guides who take active roles in process management They work in 3 main areas: Preparation for meetings Includes meeting agenda, processes planned, meeting room preparation Working with the group Follow-up
  • 8. Core Processes Analyzing information Purposes, outcomes, work context, participants – determining best approach Designing meetings Enable group to succeed using structures, processes, sequences Establishing group climate, norms, processes
  • 9. Core Processes (cont.) Creating and implementing structures and processes Intervening to manage group dynamics Enforce norms, influence what members do, how they do it Coaching/training group leaders and members
  • 10. Core Processes (cont.) Evaluating meeting and facilitation effectiveness Navigating decision processes through established organizational structure Ensuring follow-up action Production & distribution of meeting record, results, communication with stakeholders, and implementation of decisions.
  • 11. Knowledge Base 3 basic areas of knowledge that are helpful for facilitation: Basic principles of adult learning Group dynamics and decision making Process consultation Parliamentary procedure is a specialized subject Necessary when group function based around parliamentary law
  • 12. Fundamental Skills Contracting Designing structured activities and processes Listening, paraphrasing, observing, clarifying, elaborating Interpreting verbal and non-verbal behavior Confronting others
  • 13. Fundamental Skills (cont.) Managing differences Collaborating with others Project management Meeting management Logistic management
  • 14. Personal Characteristics Steadiness (serenity – calm and centered) Confidence Assertiveness Openness Flexibility Authenticity
  • 15. Personal Characteristics (cont.) Humility Optimism Result-oriented attitude
  • 16. Understanding Group Dynamics & Decision Making Facilitator must identify group dynamics Stages of group maturity are: Forming, storming, norming, performing Development of roles during group stages Psycho-social issues – trust, control or power, inclusion, identity or status, autonomy, tolerance, structure, competition, intimacy
  • 17. Understanding Group Dynamics & Decision Making (cont.) Facilitator must identify group dynamics (cont.) Task progress – what, how, who, when, where Leadership – who leads the group and creates the controls Communication patterns Participation Conflict management Decision-making processes
  • 18. Facilitation Fundamentals Listen intently Maintain good eye contact Trust in the resource of the group – focus on the process Always use people’s first names Stay awake and present Organize, connect and summarize data
  • 19. Facilitation Fundamentals (cont.) Protect each and every idea offered Be a facilitator, not a performer Encourage everyone to express themselves Be a guide, not the group leader Be constantly mindful of outcomes for the group and flexible in achieving those goals
  • 20. Planning Meeting Tools Vision Statement – a word picture of how the group will perform, what conditions will exist, what the ideal situation will be, etc. Look 5-10 years in the future Mission Statement – What the group will do to accomplish the vision. Provides direction/boundaries for the group/organization Values – guiding principles that are important to the operation of the group.
  • 21. Planning Meeting Tools (cont.) Strategic Planning – outlines what a group intends to do to successfully accomplish its mission in the environment it operates. Strategies are created based on analysis and interpretation of the environment
  • 22. Building a Data Base To better understand the nature of a given problem so the right solution is made Several options: Brainstorming – generate many ideas in response to problem Dialogue Conversations with no intent other than to gain meaning or understanding
  • 23. Building a Data Base (cont.) Several options (cont.): Reflective Listening – dialoging technique to encourage deeper conversations prior to problem solving – reflect on a question posed by another person Focus Groups – gain input from groups about their preferences for decisions or actions
  • 24. Decision Mode Individual – limited to high risk decisions Consultative – use group members as consultants to a designated leader to reach quality decisions Consultative Consensus – involves consultative while building consensus in the group’s decisions Combines Consultative and Consensus decision techniques
  • 25. Decision Mode (cont.) Modified Consensus – enables the group to achieve a type of consensus that ensures that each member of the group is willing to support the decision Absolute Consensus – all group members in absolute agreement that decision is best for the group
  • 26. Decision Mode (cont.) Voting – to reach a group decision when you do not need to build consensus, or when you can’t reach consensus or when operating with a formal voting process
  • 27. Group Conflict This is a normal part of facilitating any group Since it was covered last time we will go on with the assumption you understand that conflict is a normal stage in any group’s development (especially the “storming” stage) and a facilitator should not be taken by surprise when it happens.
  • 28. Reviewing Group Progress Several Methods: Meeting pluses and minuses Evaluation form Review accomplishments
  • 29. Follow-up Five primary tasks: Preparing the meeting record and output Communicating with and informing others Obtaining approval of the group’s work Monitoring interim and implementation work Identifying the need for additional group work
  • 30. Meeting Minutes Record agenda items and actions and assignments Other types of data can be incorporated into meeting minutes such as: Members present, absent, others attending Leader of the meeting Next meeting date Summaries of discussions Motions and votes if parliamentary law is used