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What
is Facilitation? |
Facilitation
these days is one of those trendy words that is vague enough to be
able to cover almost anything. Quite simply, a facilitator’s job
is to make it easier for the group to do its work. By providing
non-directive leadership, the facilitator helps the group arrive at
the decisions that are its task. The role is one of assistance and
guidance, not control. |
When
is Facilitation Appropriate? |
A
facilitation approach is appropriate when the organization is
concerned not only with the decision that is made, but also with the
way the decision is made. |
Basic
Definition |
A
facilitator is an individual who's job is to help to manage a
process of information exchange. While an "expert's" role
is to offer advice, particularly about the content of a discussion,
the facilitator's role is to help with HOW the discussion is
proceeding. In short, the facilitator's responsibility is to address
the journey, rather than the destination. |
Facilitation
Skills |
Good
facilitation is hard work and it is difficult. There are many styles
of facilitation and no single "right" way to carry out the
role. We each develop our own unique style and make different kinds
of contribution to the facilitation function. |
Initial
Start-up Tasks |
- contracting with the client
- preparing the facilities and materials
- conducting introductions
- clarifying roles (e.g. facilitator, recorder,
timekeeper, reporter)
- discussing expectations
- developing or reviewing the agenda
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Top
ROLES
There are two functions that a facilitator carries out
content facilitation and process facilitation.
Content facilitation includes:
- clarifying confusing statements
- identifying themes or common threads in a discussion
- summarizing and organizing the ideas
- "testing for consensus"
Process functions, on the other hand,
include:
- making sure everyone gets a chance to participate
- pointing out feelings that are interfering with the
group’s work
- helping members to express and deal with conflict
Competencies
Some of the observable behaviour competencies that
should be in evidence are:
- managing the client relationship and preparing
thoroughly
- distinguishing process from content
- evoking participation and creativity
- helping members to express and deal with conflict
- asking rather than telling
- maintaining objectivity
- willing to spend time in building relationships
rather than always being task-oriented
- honouring the group, affirming its wisdom and
displaying respect for each individual
- asking for other's opinions rather than always having
to offer their own
- negotiating rather than dictating decision-making
- listening without interrupting
- adapting to the changing situation
- reading the underlying dynamics of the group
- demonstrating professionalism, self-confidence,
authenticity and high personal integrity (modeling the appropriate
behaviours)
Providing Management Consulting Services in facilitation, training, restructuring conflict resolution, team building, coaching, leadership and communications
(specifically body language)
Providing Coaching Services in leadership,
technology, assessments,
learning styles, teleclasses, training
and the coaches
toolkit.
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