Facilitation

1. Harriet Pila Facilitation

2. Objectives • Develop a working knowledge of the group decision making process • Identify the role of the facilitator in moving groups through the decision making process • Practice facilitation techniques & meeting design methodology

3. Agenda • Group Decision Making Process • Role of Facilitator • Principles of Effective Facilitation • Facilitation Techniques & Practice • Meeting / Process Design • Next Steps – Actions

4. Group Facilitation – A Definition Facilitation is a process in which a person who is acceptable to all members of the group, substantively neutral, and has no decision-making authority intervenes to help a group improve the way it identifies and solves problems, and makes decisions.

5. Prerequisites to Effective Facilitation • Desired outcomes are clearly understood • Meetings have been allotted sufficient time to achieve desired outcomes • The needed expertise is in the room • Environment is conducive to effective group decision making

6. Group Decision Making Process

7. Decision Point New Topic What We Assume Will Happen Individual Ideas, Perspectives, Thoughts Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

8. What Usually Happens ? ? Confusion / Frustration New Topic ? ? Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

9. Closer to Reality Divergent Thinking Convergent Thinking New Topic Decision Point Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

10. Diversity of Ideas Time What Actually Happens Divergent Thinking Decision Point New Topic Familiar Opinions Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

11. Diversity of Ideas Time What Actually Happens Divergent Thinking No Obvious Solution New Topic Familiar Opinions Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

12. Diversity of Ideas Time What Actually Happens Divergent Thinking NIH! NO! No Obvious Solution New Topic BAD! TRIED IT! STUPID! Familiar Opinions Diverse Perspectives Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

13. Divergent Thinking We're wasting time.... Diversity of Ideas We're stuck.... New Topic I thought we agreed to.... Familiar Opinions This is painful! Diverse Perspectives Time What Actually Happens Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

14. Divergent Thinking Convergent Thinking The Groan Zone New Topic Decision Point ? Familiar Opinions Refinements Diverse Perspectives Consolidated Thinking Time The Real Dynamics of Group Decision Making Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

15. The Role of Facilitator • The facilitators job is to help everyone in a group setting to do their best thinking by: • Encouraging full participation • Promoting mutual understanding • Fostering inclusive solutions • Teaching new thinking skills Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

16. Principle #1 – Full Participation • Facilitators understand that: • People don't usually say what they're thinking, they edit it • Group norms may be oppressive (discouraging or disparaging comments that suppress participation) • Facilitators use techniques that: • Draw people out • Help people express their ideas • Ensure everyone has a chance to participate

17. Principle #2 – Mutual Understanding • Facilitators understand that: • People find it difficult to detach from their own positions • Misunderstandings are inevitable • Facilitators use techniques that: • Help group members look at things from other points of view • Show no favoritism and thereby set an example of listening to all points of view

18. Principle #3 – Inclusive Solutions • Facilitators understand that: • Most people have a common “It's my way or your way” mindset when it comes to problem solving. • Acceptance of a solution that is not “mine” is very difficult • Facilitators use techniques that: • Help groups find innovative ideas & solutions that incorporate many divergent perspectives • Bring sustainable agreements to closure

19. Principle #4 – Teach New Thinking Skills • Facilitators understand that: • Most individuals and organizations are lacking skills in the design of effective meetings and collaborative activities • Very few people understand the mechanics of group dynamics well enough to organize a group into a productive team of thinkers • Facilitators: • Create effective meeting designs • Utilize many different structured thinking activities • Utilize clear language to describe group dynamics

20. Facilitation Techniques • Facilitating Open Discussion • Using Other Participation Formats • Consolidating Information • Managing Tough Group Dynamics

21. Facilitating Open Discussion

22. Facilitation Techniques – Open Discussion • Two Things for the Facilitator to Manage in Open Discussion: • Determining who talks and when - participation • Focusing the discussion

23. Open Discussion – Problems & Techniques • Problem: Get each point of view heard without interruption • Technique: Stacking • Examples • Stacking - “First we’ll hear from John, then Susan, and then Tom.” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

24. Open Discussion – Problems & Techniques • Problem: Getting as many individuals as possible in a group to participate so that unspoken points are made. • Technique(s): Encouraging • Examples • Encouraging – “Who else wants to say something?’ or “Could we hear from someone who hasn’t talked for a while?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

25. Open Discussion – Problems & Techniques • Problem: Getting as many individuals as possible in a group to participate so that unspoken points are made. • Technique(s): Balancing • Examples • Balancing – “As we all know perspectives can differ considerably within a group. In this case someone has made a statement that internal politics are not a problem. Does everyone see it that way or are there other points of view?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

26. Open Discussion – Problems & Techniques • Problem: Getting as many individuals as possible in a group to participate so that unspoken points are made. • Technique(s): Making Space • Examples • Making Space – “Joseph, you look like you were about to say something.” or “Mary, did you have something you wanted to say?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

27. Open Discussion – Problems & Techniques • Problem: Getting as many individuals as possible in a group to participate so that unspoken points are made. • Technique(s): Using the Clock • Examples • Using the Clock – “ We have five minutes left. I want to make sure we’ve heard from everyone who wants to speak – particularly those who haven’t had a chance yet. Who wants to speak?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

28. Open Discussion – Problems & Techniques • Problem: Helping individuals to make their points • Technique(s): Reflective Listening • Examples • Reflective Listening – “This is what I’m hearing you say….” or “Let me see if I’m understanding you…” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

29. Open Discussion – Problems & Techniques • Problem: Helping individuals to make their points • Technique(s): Drawing People Out • Examples • Drawing People Out – “ Can you say more about that?” or “What do you mean by?” or “How so?” or “You’re saying to wait six more weeks before we sign the contract, because…(wait)?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

30. Open Discussion – Problems & Techniques • Problem: Managing Divergent Perspectives • Technique(s): Sequencing • Examples • Sequencing– “We appear to have two important discussions going on at the same time. Why don’t we spend the next few minutes discussing ABC and then we’ll transition to DEF for additional discussion.” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

31. Open Discussion – Problems & Techniques • Problem: Managing Divergent Perspectives • Technique(s): Calling for Responses • Examples • Calling for Responses – “Does anyone have a reaction to what Don just said?” or “After listening to the last few speakers does anyone have a question or want to make a point?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

32. Open Discussion – Problems & Techniques • Problem: Managing Divergent Perspectives • Technique(s): Deliberate Refocusing • Examples • Deliberate Refocusing – “A while ago Joe raised an issue, but no one responded. Before we lose that thought altogether, I just want to check: does anyone have a comment for Joe?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

33. Open Discussion – Problems & Techniques • Problem: Managing Divergent Perspectives • Technique(s): Tracking • Examples • Tracking– “I think you are discussing several issues at the same time. First, how to communicate this change to key stakeholders. Second, are stakeholders supportive of the change. Third, using training to build support for the change. And fourth, concern that we’re moving too quickly. Have I captured all the themes?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

34. Open Discussion – Problems & Techniques • Problem: Managing Divergent Perspectives • Technique(s): Asking for Themes • Examples • Asking for Themes – “You are now discussing several topics at the same time. Can anyone identify any of the themes being discussed?” (facilitator writes responses on flip chart) – “Now lets return to open discussion and see what happens in the next few minutes.” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

35. Open Discussion – Problems & Techniques • Problem: Managing Divergent Perspectives • Technique(s): Framing • Examples • Framing – “You are now discussing several topics at the same time. Let’s remember how this discussion began. Originally Ed asked for input into next month’s agenda. These other topics are probably very important and I’ve captured them on a flip chart. Do any of them need to be addressed now?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

36. Open Discussion – Other Thoughts • Learn to tolerate silence – sometimes key breakthroughs are waiting in the silence. Practice getting comfortable with it. • Don’t be afraid to switch from open discussion to a different format. • Be genuine – describe what you’re experiencing to the group and don’t be afraid to ask the group to come up with solutions – such as “It seems like we’re stuck….what do you want to do?” • Trust the group process.

37. Facilitating Group Discussion Practice

38. Using Other Participation Formats

39. Other Participation Formats • Presentations and Reports • Public & Silent Brainstorming • Small Groups

40. Utilizing Presentations & Reports • Key Facilitation Points • Agree on presentation times ahead of time with presenters (related to # of slides) • Ask listeners to hold their comments to the end or to write them down for discussion later • Work with presenters ahead of time to refine their content • Get content out to group ahead of time for refinement • Ask presenters to engage in pre-selling with potential road-block participants

41. Silent “Let’s take a few minutes to have each of you record your ideas for solutions on a piece of paper…” Go around the room and have each person give you one item from their list If they have repeats move on to another item on their list Facilitate to encourage and draw-out better information & participation Stay Neutral Public & Silent Brainstorming • Public • “Let’s list some possible solutions to…” • Allow for free-flowing ideas • Encourage less participative members of the group • Record all ideas as stated, & draw people out if they struggle getting their ideas across • Stay Neutral

42. Utilizing Small Groups to Develop Solutions • Assign groups of 4-5 people to work on the same problem or different aspects of a problem • Provide questions to answer or other specific task for the group to discuss and develop for report out to rest of group • Provide flip charts and markers for each group • Representative of group can report out what they came up with as a group • Facilitate by drawing out and managing follow-up open discussion • Facilitator can help the group see the similarities & differences among the group solutions

43. Consolidating Information

44. Options: What do you do after data gathering? • Prioritize lists • Create categories and sort the data • Sort data into pre-defined categories • Say “What do we want to do now?” • Ask for reactions to the what's been presented or discussed • Ask if anyone sees any themes or notices anything particular about the data there

45. Prioritization: A Good Technique • Nominal Group Technique: • As a group make sure that items on the list are not repetitive (combine like items) • Divide the total list of brainstormed items by 3 (N/3) • The result is the total number of votes any one individual gets • Have group members come up and use a colored pen or dots to denote which items are most important to them • Total up the dots or marks and you'll have the key priorities identified

46. Consolidating Information Practice

47. Managing Tough Group Dynamics

48. Managing Different Dynamics • Domination by a Highly Verbal Member • Intervention – focus on getting the passive majority to participate using techniques we've discussed • Lack of Attention / Side Conversations / Goofing Around • Intervention – take a break ASAP • Low Participation by Everyone • Intervention – switch from large group discussion to some other format • Two People Arguing • Intervention – get other opinions - “Who else has an opinion on this issue?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

49. Managing Different Dynamics • One or two silent members while others participate • Intervention - “I'd like to get opinions from those who haven't talked in a while.” • Whispering & side jokes • Intervention – With humor, make an appeal for decorum - “As you know, those who don't hear the joke often wonder if someone is laughing at them.” • Lack of caring / investment in the topic by some members • Intervention – Activity to have people state what's important to them with regard to this topic or break up into groups Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner

50. Managing Different Dynamics • Poor follow-through on assignments • Intervention – Have them do assignments in teams and ensure a clear report back process is in place • Failure to start and end on time • Intervention – Start on time regardless of numbers. If you must go overtime give them a break to attend to other business if necessary. • Arguing about trivial matters • Intervention – Have the group step back from the content of the discussion and check in with them on the process, “How are we doing with this process?” Material Adapted from “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner