Facilitation: The New Way Presenter: Patricia Dammann, MSHR, MBA, ODCC, CPF 1

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Facilitation: The New Way

Presenter: Patricia Dammann, MSHR, MBA, ODCC, CPF

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Objectives: By the end of this session, you will be able to:• Understand the spirit of inquiry• Recognize the link between being an effective

OD practitioner and being a competent facilitator

• Identify the critical facilitator competencies• Learn and demonstrate facilitation tools and

techniques

Overview

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• The learning organization is emerging out of an awareness that change requires constant learning and relearning

• An organization’s development depends on the quality of interchange and group reflection going on among the staff (group, team, etc.)

• The key to learning is that individuals and small groups in the organization are constantly transforming raw experience into insight and transformed personal style

• The task of the facilitator is to release “dammed-up” genius, wisdom and experience of the group on a topic and guide it towards a considered conclusion

The Spirit of Inquiry

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• Leaders move from being charismatic decision-makers and infallible bosses to becoming people who facilitate questioning, visioning, and problem solving

• The participatory principle requires the art of asking questions

• Prime skill for managers today is the capacity of ask questions and elicit answers from others

Leaders as Askers of Questions

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Situation Old Directive Approach Facilitative Process Approach

Members misbehave Give them a pep talk about getting along

Have members create rules they agree to abide by

A bad decision is made Overturn it, then explain why

Have members critique their decision using reality-based criteria

Members overstep authority

Rein them in, supervise more carefully

Help clarify specific empowerment levels so that authority is clear

The Power of Facilitation

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Scenario: Think about a time when you left a meeting and thought:

• Unclear as to the purpose of the meeting (No agenda)• The issues presented were never resolved or addressed• Lack of focus---conversation kept spinning around• No actions resulting from the meeting• Lots of side conversations going on in the group• Why did the meeting leader allow this to happen????

Then after the meeting, heard lots of negative comments from people…”big waste of time”, and just overall frustration

Why Facilitation?

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What could the facilitator have done to make this meeting effective?

• Take 3 minutes to write down your responses

Debrief as big group

Question

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• Facilitator: An individual who is responsible for structuring teams, groups or task forces, and their activities to allow for success in attaining agreed upon outcomes/organizational goals

• Process Facilitation: Defined by Edgar Schein (1988) as a “set of activities n the part of the consultant that helps the client to perceive, understand, and act upon the process events that occur in the client’s environment in order to improve the situation as defined by the client”.

What is a Facilitator

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What are Some OD Facilitator Applications?

Work or Team MeetingsStrategic PlanningVisioningAppreciative InquiryPlanning SessionsClient SessionProgram DevelopmentProject Development

Change ManagementProcess ManagementProblem SolvingPlanning InterventionsLeadership DevelopmentOthers…..

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Promote group dynamics and transform groups of individuals into effective teams, including:• Organize group processes• Encourage effective communication• Promote sensitivity to people• Provide expertise in group dynamics• Ensure two-way communication• Encourage group behaviors in organizing,

discipline, achieving goals

What Do Facilitators Do?

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• Have patience and tolerance for ambiguity• Encourage others to seek ideas, provide

information , and participate• Ability to organize, handle details, and bring

events to closure• Ability to buffer criticism, anger, and

frustration to enable effective group process (manage conflict)

What Do Facilitators Do?

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Differentiating Between Process and Content

Content(The “What”)

Process(The “How”)

The subjects for discussion The methods & proceduresThe task How relations are

maintainedThe problems being solved The tools being usedThe decisions made The rules or norms setThe agenda items The group dynamicsThe goals The climate

The facilitator’s job is to manage the process and leave content to the participants.

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Key Issues in Process Facilitation

Intervene to Help the Group Improve the Process

Help the Group Reflect on Process

Provide Feedback to the Group About the Process

Watch How the Group Performs

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• Actively listen• Use body language and nonverbal behavior

effectively• Seek to understand• Paraphrase thoughts and feelings• Summarize thoughts and feelings• Suspend judgment

Process Facilitator Behaviors

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• Observe body language and small group dynamics

• Apply skillful questions• Express the facilitator’s thoughts and feelings

(about the process)• Focus the group’s attention• Direct group thought• Stimulate small group insights

Process Facilitator Behaviors

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The Facilitation/Training Spectrum

Content + Process = Result

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1. Creating Collaborative Relationships2. Planning Appropriate Group Processes3. Creating and Sustaining a Participatory Environment4. Guiding Group to Appropriate and Useful Outcomes5. Building and Maintaining Professional Knowledge6. Model Positive Professional Attitude

Facilitator Competencies*

*International Association of Facilitators

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Develop working partnerships• Clarify mutual commitment• Develop consensus on tasks, deliverables,

roles and responsibilities

Creating a Collaborative Relationship

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• What is the purpose of this event?• What is the background and current context for this?• What is the expected outcome from this event?• Who will be participating and what are their roles?• Who will be the one supporting this event?• What role do you want to play at this event?• How will you know the event was successful?• What type of resistance might occur?

Sample Questions to Develop Working Partnerships

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• How familiar are members with each other?• Does everyone participate or do a few dominate?• How does the group handle any conflicts?• How are important decisions made?• How would you describe the group atmosphere?• Why do you think you need (external) facilitation

support? Is there any opposition to this?• What is the worse thing that could happen at this

meeting? What could be done to ensure that doesn’t happen?


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• How will decisions be made during this event?• How will you support the group and actions to be

decided?• What would stand in the way of success?• How much time do you have for this event?• Has this group worked together in the past?• What are the possible barriers?• Other questions…


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Scenario: You are meeting with a client for the first time. The clients wants you to facilitate the following topic:“Create the framework of an ethics policy?”In your small groups, identify the questions you would ask to create a collaborate relationship (clarify mutual commitment and develop consensus on task, deliverables, roles and responsibilities

Activity: Creating a Collaborative Relationship

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• Establishing Ground Rules (norms)• Parking Lot• Decision Making:

– Seeking Consensus– Voting Techniques

• Questioning Techniques• Active Listening• Reflection

Facilitation Tools

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Focus Question:“What ground rules should we follow today to ensure this event is successful?Process:• Think of two or three ground rules/norms that would make the

meeting more efficient and effective. • Take a few minutes and write down your norms. • Read your norms and discuss them. • Ask: Is there any norm that you cannot live with? • Seek agreement and then write down your list. • Adopt these as their meeting norms, and be responsible for living

up to them.

Establishing Ground Rules

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Select clear methods and processes that• Foster open participation with respect for

client culture, norms and participant diversity • Engage the participation of those with varied

learning / thinking styles • Achieve a high quality product/outcome that

meets the client needs

Planning Appropriate Group Processes

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Define the outcomes1. Personal Level2. Professional Level3. Team Level4. Business Level5. Organizational Level

Determine the design• Time constraints• Resources• Space and logistics• Experience

Design the event1. Co-design2. Use Action Research3. Design The Planning

Event4. Implement the

Action Plans5. Follow and Evaluate

Plan

Designing the Facilitated Process

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# Activity Tool Time Instruction

1 Introduction: Why we are here, Define the Purpose and Outcome

2 Get Acquainted Activity3 Gain Commitment,

Identify expectations, Set ground rules, parking lot

4 Facilitate team roles, goals, responsibilities, seek consensus

5 Identify issues, challenges, or project

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Sample Design

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A facilitation method that allows small groups of people to have conversations, sketch, and brainstorm around in an informal setting, around cafe tables. Groups typically have several rounds, switching tables and starting new topics.

Process: World Cafe Technique

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Questions:What are the important elements in a learning organization?How can you support a learning environment?Why do people resist change?What are some things you can do to address resistance to change?How can the government of Ghana implement organization development?How can you promote inclusiveness in your organization?What are some things you will do differently as a result of attending this conference?

Activity: World Cafe Technique

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Seven Principles:1. Set the context2. Create hospitable space3. Explore question that matter4. Encourage all contributions5. Connect diverse perspectives (areas of

agreement)6. Listen together for insights7. Share collective perspectives


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Step 1 Process:Idea Generation Process:• Break out into small groups of 6-10• Identify a moderator/facilitator for each small group• Review focus question• Each participant silently take one minute to write down responses to the

focus question on cards (one idea per card)• Moderator/facilitator asks for responses to the questions and collect cards

and spread them out on table• When instructed, groups move to the next station (the Moderator/Facilitator

remains with the original group)• When new group comes, Moderator briefs on ideas from previous groups and

encourages new ideas as well as building on previous ideas• Groups will continue to move until they are back in their original station


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Step 2 Process:Affinity Process (grouping ideas):• Eliminate duplications• Group ideas into main themes • Name each theme


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Step 3 Process:Big Group Presentation Process:Moderators of each group present findings to the big group


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• What was the benefit of the World Café Process?

• How could you use this with your organization?

• What else do you want to know about World Café Process?

Debrief: The World Cafe

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• Cardstorming is a powerful tool for helping groups to think and make decisions together.

• Works well with almost any group because it is very visual, involves individual brainstorming, conversation among people, writing, organizing ideas, and also can get people moving.

• Cardstorming works well for visioning, identifying issues, and strategizing.

Cardstorming Technique

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Allow about two hours for entire process

• 1. Begin with a broad “Focus Question” that will draw out the ideas and creativity of the group.

• 2. Individual Brainstorm: Participants write down each idea on a separate card, then have them order their cards by importance .

• 3. Participants share in pairs or small groups what they have written.• 4. Participants decide on most significant ideas between them.• 5. Facilitator calls for ideas in about 3-4 rounds. Ideas go up randomly.• 6. Participants’ pair, then cluster, similar ideas. Ideas can be clustered

under value-less symbols like boxes or circles.• 7. Facilitator asks for additional ideas not included.• 8. Participants name/title the clusters.

Process: Cardstorming

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Focus Question: What are the most important elements of community building?• Individual Brainstorm: Participants write down

each idea on a separate card, then have them order their cards by importance .

• Break big group into small groups of 5-10.• Share your ideas with your small group. • Identify within your group the most significant

ideas among them.

Activity: Cardstorming

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Big Group:• Facilitator calls for ideas in about 3-4 rounds.

Ideas go up randomly.• Participants’ pair, then cluster, similar ideas.

Ideas can be clustered under value-less symbols like boxes or circles.

• Facilitator asks for additional ideas not included.

• Participants name/title the clusters.

Activity: Cardstorming

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• What was the benefit of Card Storming?• How will you use this with your organization?• What else do you want to know about Card

Storming?

Debrief

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Handling differences in the group. Guidelines:• Recognize that differences are inevitable and

normal• Recognize your own style of handling

differences• Recognize the symptoms of conflict• Diagnose the situation• Handle interaction problems

Conflict

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• Ideas are attacked before they are completed• Individuals are accusing each other of not

understanding• Individuals stick to their own points rather

than find common goals/issues• Provocation, control, advice-giving• Suggestions don’t build on previous

suggestions

Recognizing the Symptoms of Conflict

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What is the nature of the difference between the conflicting parties• GOALS: This refers to differences in what the parties would like

to achieve.• METHODS: Sometimes two people or groups can agree on the

problem and the goals but have differing views on the best method to achieve the goals both want.

• FACTS: Sometimes the disagreement is rooted in the facts of the present situation. Each party may have different facts or perceptions of the same facts.

• VALUES: Sometimes differences are mostly deeply rooted in the beliefs and personalities of the parties.

Diagnosing the Situation or “What is going on here?”

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ENDS

FACTS

MEANS

RELATIONS

Vision, MissionValuesGoals

How to Accomplish GoalsPriorities

Operational Plan, RolesDecision-Making

Informational SharingCross-Functional

Relationships

Interpersonal Relationships

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• Rely on ground rules or established tools• Define the conflict as a mutual problem and determine the issues• Call a recess• Ensure that group commits to cooperation• Express all views/feelings fully• Value all contributions• Communicate openly and honestly• Criticize ideas, not people• Focus on needs/goals behind the issues• Identify alternative solutions• Develop objective criteria for evaluating alternatives• Call in a reference expert• Use a teambuilding activity to loosen up the group• Seek solutions that satisfy everyone

Resolving Conflict Through Collaboration

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Write your answers to the following questions:a) What is one barrier you use which blocks the effective

resolution of conflict?b) When does this usually occur?c) How does this barrier benefit or protect you?d) What does it cost you?e) What can you do differently to be more effective?f) What support would you like from others? Who?g) How will you know that you’re more effective?

Discuss your answers with a partner

Activity: Facilitating Conflict as Leaders

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• Discuss how decisions will be made, such as when to vote, or decide by consensus, simple “yes” or “no”, or ask if everyone is in agreement.

• Explore important issues by polling, each member is asked to vote or state an opinion verbally or in writing.

• Decide important issues by consensus. (”Does everyone agree?”)• Test for consensus “This seems to be our agreement. Is there

anyone who feels unsure about our choice?”• Use facts not opinions as the basis for decisions.• If there is disagreement, ask for reasons, discuss and ask for

agreement.

Gaining Consensus Agreement

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• Will you agree this is the next action?• Can you live with this decision?• Are you comfortable with the course of action

identified?• Can you support this action?

Gaining Consensus

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• Fist - No Go • One finger - Very Strongly Object• Two finger - Strongly Object• Three fingers - Have Some Concerns• Four fingers - Agree• Five fingers - Totally Agree

Consensus Tool: Fist of Five

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Situation Facilitation

The group gets on a tangent Review the goalSummarize where you areReview the next step on the agenda

The group is silent Ask how people are feelingAsk if people are lostAsk for group commentsAsk for clarification about the silence

A person or group of people are dominating

When the person takes a breath, jump in and ask for others’ comments or opinions (be gentle but firm)

A person attack another member of the group

Refer to ground rulesRemind them that all ideas are important and contributions from everyone is essential

Facilitating Difficult Situations

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If the problem seems to be: Then check:

1. General confusion/vagueness 1. Objectives:Does everyone understand and agree with the objectives

2. General frustration 2. Communication and/or listening:Is the group staying on the subject?Is everyone listening effectively?

3. Lack of progress 3. Roles:Is everyone playing a variety of roles?Is someone leading?Are others asking or answering questions?Is there a timekeeper


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4. Poor conclusions/resolutions 4a. Information:Do we have enough information?Did we evaluate it well?Do we have too much information?OR4b. Process:Did you skip a step that you should have performed?Are you at the right point in the process

5. Behind schedule 5. Constraints:Does everyone understand & accept the constraints?Is there a timekeeper?Are the meeting planningAre agreements being kept?Are there organizational disruptions


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6. Too much detail 6. Objectives:Review objectives and revise meeting purpose & processIs the group stuck on perfection?Do we have too much information?

7. People conflicts 7. Objectives/Roles/Communication:Stop the group action!Do you have real acceptance of the objectives and constraints?Are people playing their roles fairly and constructively?Are people communicating honestly, and listening carefully?Are people tired or distracted?(Maybe the group needs to take a break.)


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1. Call for the team’s attention2. Ask for the team to focus on:

a) Agendab) Goalc) Ground Rulesd) Roadmap

3. Explain what you observed happening4. Offer suggestions (process) on how to correct the situation

and check comprehensive5. Gain group’s commitment to proceed6. Follow-up with Group Leader

Steps for Intervening

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The process of writing down thoughts about insights and perspectives increase the scope of our reflection and learningExample of reflective questions:• What image captures the emotional tone of the day• What was the high point of the day?• What could improve next time?• What was the biggest surprise?• What did you struggle with?• What was memorable?

Debriefing and Reflection

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• What did you learn?• What was the most memorable activity?• What will you take back with you?

Summary and Close

Documents

Facilitation: The New Way Presenter: Patricia Dammann, MSHR, MBA, ODCC, CPF 1