Effective facilitation
"There are essentially three reasons why facilitation works: it keeps the group
on-task; it insures participation by using good processes; and it monitors time and progress"
By Curt Smith
Effective facilitation can transform any meeting from a "ho hum, waste of time" to "I can't believe how much we accomplished!" There are essentially three reasons why facilitation works: it keeps the group on-task; it insures participation by using good processes; and it monitors time and progress. Typically, in most meetings, participants tend to stray from the task or a few people dominate the discussion and time disappears before the work is done. A facilitator, functioning as a neutral servant of the group, can use a variety of techniques to guide the group past these common pitfalls.
1. Be clear regarding the facilitator's role. Use a self-introduction and say, "I'm here today to help you successfully achieve the desired outcome for your meeting. My role is to remain neutral, keep you on-task, encourage participation, and monitor time and progress. To do this well, I will need your help and cooperation." Additionally, it also important to remind the participants that their role is to work cooperatively toward a successful outcome. Participation must have a purpose.
2. Insist on workable agendas and get agreement on the processes to be used. To have a successful meeting, facilitators must insist on having an agenda that clearly states the purpose, the desired outcome, the various tasks, the processes, and the time that will be allowed. Agendas need to be in the hands of the participants prior to the meeting and double-checked before the meeting begins. Suggested changes to an agenda should be checked with the group for their approval. It is most important for the group to take ownership for the outcome. Resistance may occur, but it is better to clear up any disagreements about the task and the process before the meeting than to have them surface after the meeting begins.
3. Manage the process and build trust and cooperation along the way. Once the roles are clear and the agenda established, then the facilitator begins orchestrating the process while building trust and cooperation along the way. Although the group is responsible for doing the work, the facilitator is responsible for how it gets done. The facilitator must find ways to help people stay involved, feel encouraged, and maintain their focus. If a process fails, good facilitators quickly make adjustments and find other, more effective ways to get the work done.
4. Ask open-ended questions and summarize when necessary. Questions need to be open-ended inviting responses and participation. For example: "What would be a possible solution for that situation?" "Where should we start?" "When would that be possible?" "How could that be accomplished using our Current Work force?" "Why would that be important for us to consider?" Summarizing, on the other hand, has no such formula. As an observer of the group's work, a facilitator often hears themes or key ideas that need to be restated for the group. Providing a summary of what has been done so far may help the group see its accomplishments and cause them to become more focused on their current task.
Facilitating a meeting is somewhat like conducting an orchestra. The "players" need to "play" their parts as the "conductor" blends the various parts into a symphony. There may be times when silent members need to be engaged by asking them specific questions such as, "Mike, I know this is your area of expertise, so how would you handle this situation?" At other times, dominating people may need to be silenced. "Steve, your comments have been helpful, but now I want you to listen to what Alice has to say." Some "players" contribute less than others but every person's contribution is important to the outcome.
5. Keep people involved, stay out of the limelight, and intervene when necessary. Good facilitation is transparent. The spotlight needs to be on those doing the work. When a facilitator becomes involved, it is a violation of the neutral role. Remaining objective requires staying focused on the process. Allow the group to do its work. Speak only when it's necessary to intervene, to set up a new process, to provide a quick summary, or to call attention to time. At all costs, avoid the trap of being a subject matter expert. There may be times when a facilitator has the answer, but it is usually better for the group to discover it on their own rather than being told.
Group discussions may be a facilitator's greatest challenge, particularly when emotions are strong. Such discussions sometimes require strong interventions and a keen ability to direct verbal traffic. It may be helpful to stand up and use body movement to control the flow of words. Signaling someone to "hold up" while someone else speaks, or turning away from someone while inviting others to participate are helpful non-verbal techniques. There may possibly be someone in the group who wants to challenge every statement. A facilitator needs to allow appropriate responses and then use tact in deferring challenging comments, such as saying, "Thank you for sharing your opinion." Although this subtle hint may work in most situations, there could also be times when asking the person to "stop interrupting" is the only recourse. The situation determines the intervention.
Problem people seem to have inexhaustible ways for disrupting meetings. They arrive late and leave early. They express repetitive concerns and tend to reject any idea except their own. They skillfully seduce others into side conversations and are notorious for not paying attention. They talk too much and act as the authority freely dispensing their "wisdom". They tend to wear pagers and receive far too many calls, some of which require them to leave the meeting. The list of disruptive, self-serving behaviors is long, and the facilitator must meet each challenge with straight talk and timely interventions. Remember these five "techniques" for effective facilitation:
1. Be clear regarding the facilitator's role.
2. Insist on workable agendas and get agreement on the processes to be used.
3. Manage the process and build trust and cooperation along the way.
4. Ask open-ended questions and summarize when necessary.
5. Keep people involved, stay out of the limelight, and intervene when necessary. To facilitate literally means to make easy. It's the key for helping groups to succeed.
WHAT IS GOOD FACILITATION?
Maintaining neutrality — A facilitator must be a neutral servant of the group. Being involved causes a loss of objectivity.
Having role clarity — A facilitator's job is to keep the group on task, encourage participation, and monitor time and progress.
Preparing well-planned agendas — A facilitator must have the group's agreement on what will be done and how it will be accomplished.
Managing the process — A facilitator must be skilled and knowledgeable in using effective processes to get things done.
Using effective questions and summaries — A facilitator must skillfully use open-ended questions and know how to quickly summarize key themes and ideas.
Avoiding being "the expert" — A facilitator must keep out of the limelight allowing the group to find the answers they need.
Handling difficult people skillfully — A facilitator must tactfully know when to intervene and what to say in order to keep the group working effectively.
Making it easy — A facilitator's work should be transparent, literally "making it easy" for others to succeed. M
Curtis (Curt) Smith is retired from GTE, an organization development consultant who specializes in process and interpersonal skills. Curt began his private consulting business, Designs for Excellence, with the belief that each client is unique and that the intervention must be "designed" to meet specific needs.
In addition to his work as a private consultant, Curt is also the author of several articles that have appeared in issues of The Quality Digest, the AOP Journal, The Third Age (an RSVP newspaper for seniors), and Manage Magazine.
He and his wife live in Mukilteo, Washington near Seattle.