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Introduction to Facilitation
ADLT 675
TiME Program
Increasing effectiveness as a facilitator is NOT
New strategies and techniques
Instead, it involves internal work to explore the core values and
assumptions that guide our actions
Developing Skills as a Group Facilitator
What is group facilitation?
Choosing Among Facilitator Roles
Key Features of the Skilled Facilitator Approach
A Group Effectiveness Model
Mental Models
Rules Governing Theories-in-UseFrom the work of Chris Argyris &DonaldSchön, 1974
Model I Behaviors (unilateral control)
Model II Behaviors (mutual learning)
Nine Ground Rules for Effective Groups
Telling
Testing: “Here’s what I say, “What do you think of it?”
Asserting: “Here’s what I say and here’s why I say it.”
Explaining: “here’s how the world works and why I can see it that way.”
AD
VO
CA
CY
An artist’s pallet of
Advocacy and Inquiry
High
Low INQUIRY High
Askin
g
Clarifying: “What is the question we are trying to answer?”
Interviewing:Exploring others’ points of view, and the reasons behind them
INQUIRYLow High
AD
VO
CA
CY
High
Observing
Bystanding: Making comments which pertain to the group process, but not to content.
Sensing: Watching the conversation flow without saying much, but keenly aware of all that transpires
AD
VO
CA
CY
INQUIRYLow High
High
Generatin
g
Skillful Dialogue (Balancing Advocacy and Inquiry): Genuinely curious, makes reasoning explicit, asks others about assumptions
Dialogue:Suspend allAssumptions, creating a “container” in which collectivethinking can emerge.
AD
VO
CA
CY
INQUIRYLow
High
High
Dictating: “Here’s what I say, and never mind why.”(Dysfunctional)
Interrogating: “Why can’t you see that your point of view is wrong?”(Dysfunctional)
AD
VO
CA
CY
INQUIRY
Politicking: Giving the impression of balancing advocacy and inquiry, while being close-minded (Dysfunctional)
Withdrawing: MentallyChecking out of the room, and not paying attention (Dysfunctional)
Dysfunctional Forms of Advocacy and Inquiry
Askin
g
Observing
Generatin
g
Telling
Testing
Asserting
Explaining
Skillful Dialogue (Balancing Advocacy and Inquiry)
Dialogue
Bystanding
Sensing
Clarifying
Interviewing
AD
VO
CA
CY
INQUIRYLow
High
High
Take action base on belief
Adopt beliefs
Draw conclusions
Make assumptions
Add meanings
Select data
Observable data and experience
Ladder of Inference
How Do You Apply the Ladder of Inference by Using Advocacy and inquiry? Walk “Down” the Ladder
Writing a Left-Hand Column Case Describe the situation in one short
paragraph Create two columns on a page Reflect on the
case study Share it with a
reviewer
What I thought but did not say
What was said in the conversation