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Facilitation
+ Objective
To provide you with tools, techniques and approaches to running successful facilitation
sessions
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+ Today’s agenda 3
• Taking care of your key stakeholders
• The 4 Step process
• Tools and techniques for engagement
• Dealing with dysfunction
• The power of words
• Facilitator’s’ nightmares • My Top Tips
• What is facilitation?
• The facilitator’s skills
+A definition of Facilitation 4
+ Facilitation – a definition
A facilitated session is a highly structured meeting in which the facilitator guides the
participants through a series of pre-defined steps to arrive at a result that is created, understood
and accepted by all participants
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+ Facilitation – a definition 6
A facilitated session is a highly structured meeting in which the facilitator guides the
participants through a series of pre-defined steps to arrive at a result that is created, understood
and accepted by all participants
+ Facilitation – a definition 7
A facilitated session is a highly structured meeting in which the facilitator guides the
participants through a series of pre-defined steps to arrive at a result that is created, understood
and accepted by all participants
+ The purpose of the facilitator
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• Help people move through a process together to achieve goals
• Draw out opinions and ideas – not give them • Responsible for the process design and the
management of the event – delegates own the content
• Is neutral and never (obviously) takes sides
+ But most of all…......
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• Ensure your delegates have fun
+What are the 2/3 areas of facilitation that challenge you the most?
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+
The skills of the facilitator
+ The skills of the facilitator
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• Own the room! • Listening and observing • Challenging • Questioning for clarity • Planning • Always thinking ahead • Flexibility and a calm demeanour • Relationship building
+ The Relationship Triangle 13
+ The Relationship Triangle 14
Results
+ The Relationship Triangle 15
Results
Action
+ The Relationship Triangle 16
Results
Relationships / Shared understanding
Action
+ The Relationship Triangle 17
Results
Possibilities
Relationships / Shared understanding
Action
+ The Relationship Triangle 18
Results
Possibilities
Opportunities
Relationships / Shared understanding
Action
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What techniques could you adopt for building a strong relationship with your audience?
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Mingle
Eye contact
Praise inputs
Be normal!
What techniques could you adopt for building a strong relationship with your audience?
A strong start Match
culture
Dress right
+ Summary
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• You are there to get a result working with what is often a bunch of strangers
• Your aim is a well planned event delivered with assertiveness that delivers the required result
• You hold the process and the delegates hold the content
• Do whatever it takes to build a relationship with your delegates
• You are the servant not the hero
+
Taking care of your key stakeholders
+ Taking care of your client’s needs • To meet the event objectives • The delegates to see you as a credible choice of
facilitator • See the delegates fully engaged and motivated • To look good (and feel safe) on the day • You to be brilliant • Feel like it is money or time well spent • See action plans (or a plan for action) at the end of the
event • To know how much it will cost and what is included
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+ Taking care of your delegates’ needs
• Know what it’s about in advance • It must be relevant to them • Enjoy the day and have fun • Learn and achieve something • Feel safe, confident and be respected • Variety and something new • A chance to be heard • Regular breaks
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+ Taking care of yourself
• Don’t be tired • Don’t drink alcohol
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+
The 4 step process
+ The 4 step process
1. The client meeting 2. The design 3. Before the event 4. At the event
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+ Step1 - The client meeting
• Are there clear objectives and purpose and are they realistic?
• Is facilitation the answer? • Pin the brief down
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+Step1 - When facilitation is the best approach
I haven’t recognized a
need for change
I’ve heard that change is
needed
I understand why change is
necessary
I think this change is the
right thing to do
I want to contribute to the change
I will personally ensure this is implemented
Aligned Understand Aware Unaware Responsible Mobilized
Communication Facilitation • Raise awareness • Promote understanding
• Align people’s views • Mobilise them to act • Build a constructive
coalition for change
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+ Step 1 - Most facilitated group events tend to fall into one of five common types
Problem/issue resolution
Strategic planning
Opportunity or change initiative Conference
Inter- or intra- team building
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+Step1 - The client meeting • Who will be there and what are their roles/relationships?
• What has happened before?
• Any known issues – anything you should watch for?
• Communication to date?
• Communication required (pre-reading?)
• Dates/Timings?
• Should/could you meet any of the delegates in advance?
• Try to get a feel for the culture of the organization
• Stress your confidentiality
• Look for opportunities to support the client
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+Step1 - The client meeting
Who is the organization’s logistics person?
• Room layout – Lunches – Teas – Equipment (Who is supplying what?)
• Establish a good relationship and get their mobile number
• Get contact name and number at venue
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+ Step 2 – The design (High level principles)
• Spend up to two days preparation for every one day facilitation
• Write up every process step in detail
• Design slack in to allow for overruns
• Good balance of interaction (75%) and input (25%)
• Opportunities to talk to each other asap
• Vary the exercises all day to maintain interest
• Use different media for variety – Sound/Video/Flip chart/post-its
• Don’t forget the breaks and expect them to overrun
• Note the logistical requirements of every step
• Ice breaker if appropriate • Use professional slides throughout (but
not with as much detail as I have on these ones!!!!!)
• Don’t be afraid to use slides to keep yourself on track (Own a clicker)
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+
• Event is opened by the client • Write a strong start for yourself to claim your space • Ground rules? • Design in “real” work if at all possible • Make sure they are leaving with commitments to
action • Design a strong finish that embeds their learning
and gives you feedback
34 Step 2 – The design (High level principles)
+ 35
The design template The facilitators bible
+ Step 2 – The design
After you have completed the design
• Can you “feel” the flow of the day when you read it through?
• How much time are they active vs. passive? • Ask yourself “Would I enjoy this event if I was a
delegate?” • What could go wrong and what will I do if it does?
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+ Step 3 – Before the event
§ Talk through the design outline with the client (and be as vague as you possibly can) to get agreement
§ Discuss the content of the client’s introduction
§ Agree whether an agenda needs to be sent out in advance (High level only)
§ Prepare all of your materials, handouts, logistical requirements
§ Visit the venue if possible
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+ Step 3 – Before the event contd
§ Load the slides on your computer and on a memory stick as backup
§ Have supplies of marker pens, post-it notes, blu-tack, sellotape, brown paper, scissors
§ Pack an extension cable and plug board in case the sockets are in the wrong place
§ Pack your projector if required (use the venue’s if possible)
§ Run off copies of your event design as your reference point throughout the event
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+What delegates need to know
• What the purpose is
• Who the sponsor is
• Who else is attending
• What prior knowledge, reading or other preparation they need
• Any submissions, data etc. they need to provide or bring with them
• All the logistical information they need to ensure they get there
Step 3 – Before the event 39
+ Step 4 – At the event
• Arrange the room - it is the stage for your performance • Check your equipment works and all your materials are there
• Run through your slides on the screen and watch from the back of the room
• Meet the venue manager to confirm everything
• Find the loos, planned fire alarms etc.
• Relax and get comfortable • If it is a multiple day event be there early EVERY day
• Don’t ever totally relax except when you are on your own
Be there early!!!! At the very least two hours in advance
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+ Step 4 – At the event
• Watch your timings • Create ground rules if appropriate • Use a “Parking lot” for questions that emerge
that either can’t be answered or are off topic • Stay in touch with the client/key players
throughout the day • Always know what is coming up next • Constantly assess the energy in the room
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+
Tools and techniques for engagement
+ There are basic activities in every kind of facilitated event
Problem/issue resolution
Strategic planning
Opportunity or change initiative Conference
Inter- or intra- team building
Basic building blocks
Generic event types
Inform Q & A enquiry
Air & share
Gather information
Distil / categorise
Prioritise / shortlist
Report back
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Generate ideas/solutions
+ Basic building blocks
§ Inform: An “expert” shares information with the delegates
§ Q & A inquiry: participants seek elaboration, clarification, justification etc.
§ Air & share: participants exchange their views, opinions, experiences, insights etc.
§ Report back: participants report on the output from their break out group activity
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+ Basic building blocks § Gather information: participants contribute to a
collective mining of data
§ Generate ideas: participants contribute ideas that are focused on a common topic
§ Distil/categorise: participants identify common themes to provide a framework for bringing order and structure to the output from any of the above
§ Prioritise/shortlist: participants select a subset of output based on some criteria
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+ Inform
Work with speakers in advance to:
• Agree a time limit and stick to it
• Focus on the key messages that participants need to hear and not everything the speaker wants to say
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+ Q & A
inquiry How? What? When? Why?
• Strictly timed • Answers punchy and relevant • Throw the question back to the delegates if appropriate • If you don’t know you don’t know
• Put delegates to work in small groups to generate their top 2/3 questions
• Make sure everyone can hear the what is being said
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+ Air & Share
share • Keep the discussion groups small
(4 -7 people)
• Launch discussion with an open question – not a topic
• Propose a number of key issues that should be considered
• Let them know what form of output you expect (oral/written/presentation?)
• Set a time limit – and give them a 5 minute warning!
• Keep track of the groups’ progress
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+ Report back
n Provide a structure for verbal reports
n Encourage front of room presentations if possible
n Provide a time limit
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+
What are we doing
well?
What could we do
better?
What more could we
do?
Gather information 50
+
What are we doing
well?
What could we do
better?
What more could we
do?
Distil 51
+
What are we doing
well?
What could we do
better?
What more could we
do?
Prioritise
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+ 53 Generate ideas
We have 30 minutes. Let’s have your creative ideas
+ 54
www.creatingminds.org
“Welcome to the Creating Minds site, one of the largest free, full-information sites in the world on how to be creative. Our goal is to provide you with real and useful principles, tools, articles and quotes about all matters around being creative and using creativity”.
Generate ideas
+ 55
Identify the essence of the problem
How could we make airport lounges more interesting?
The identified essence of the experience was “waiting”
Therefore the question became “How could we make waiting more interesting?”
+
The power of words
+ Imaginative questioning
Directive questions start with: • How can we . . . . ? • What steps can we take to . . . . ? • How does . . . . work right now?
Imaginative questions start with an image building phrase: • Think about . . . • Imagine if you . . . • Consider the last time you . . .
The best question ever: • What would be the wise thing to do?
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+ Precision questioning: using the right words
• What are the things that you must put in place?
• What are the things that you will put in place?
• What are the things that you should put in place?
• What are the things that you could put in place?
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Common facilitator interventions Situation Intervention What you might say What you would NOT say
Acknowledgement
Praise You suspect that not everyone heard or understood Confirmation “Let me just check: what you’re
saying is . . . . ?” “Let me just explain to everyone what he is saying.“
Clarification
Elaboration
Justification
Redirection
Re-traction
Reflection
Transition
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Common event situations and facilitator interventions
Situation Intervention What you might say What you would NOT say
You need to indicate that the participant’s input is valid Acknowledgement
You want to encourage similar levels of participation Praise
You suspect that not everyone heard or understood Confirmation “Let me just check: what you’re saying
is . . . ?” “Let me just explain to everyone what he is saying.“
You didn’t understand and suspect no one else did either Clarification
You sense potential that has not been made explicit Elaboration
The relevance/value is not readily discernable Justification
A promising avenue has been overlooked Redirection
You need to get back on track after a diversion/interruption Re-traction
You need to remind people of how they got here &/or why Reflection
You need to conclude this activity and move into the next Transition
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What facilitators say – and don’t say! Situation Intervention What you might say What you would NOT say
You need to indicate that the participant’s input is valid Acknowledgement
“Thank you for that” Repeat or paraphrase the input.
“That’s right!” “Correct” “Exactly” “Obviously” “Precisely”
You want to encourage similar levels of participation Praise
“That’s promising/interesting. Any more like that?”
“Excellent. Well done!” “Fantastic”
You suspect that not everyone heard or understood Confirmation “Let me just check: what you’re saying
is . . . ?” “Let me just explain to everyone what he is saying.“
You didn’t understand and suspect no one else did either Clarification “Is that important because . . . . ?” “I didn’t get that. Say that again”
You sense potential that has not been made explicit Elaboration “Sounds interesting: tell us more?” “I don’t think you’ve gone far enough/
thought this through”
The relevance/value is not readily discernable Justification “What makes that particularly important
to . . . ?” “I don’t see the point of that”
A promising avenue has been overlooked Redirection
“Is there potential in us considering . . . ?”
“You’ve overlooked . . .” “I don’t suppose anyone thought of . . . ”
You need to get back on track after a diversion/interruption Re-traction “Let’s park that so we don’t forget it,
and get back to . . .” “That’s not relevant. We should just be focusing on . . .”
You need to remind people of how they got here &/or why Reflection “Let’s remind ourselves of where we
are on this so far.” “We’ve lost our way a bit. The whole point of this was . . .”
You need to conclude this activity and move into the next Transition “Great. We’ve got . . . now we’re
ready to . . .” “That’s enough of that. Can we now get on with . . .”
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+ Beware the Leading Question (from you!)
Question:
• Why are leading questions likely to be contentious?
Leading questions:
• Originate from the facilitator – temporarily adopting the role of a participant
• Tend to build on an existing idea generated by the participants
• Float a new idea – a suggestion for their consideration
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+
Manage dysfunction
+ Dysfunction
What is your experience of dysfunction and what concerns you most?
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+ Dysfunctional behaviour can become very disruptive S
ever
ity o
f dis
rupt
ion
Degree of dysfunction
x x
x x
x x
x x x x x
Arrive late – leave early
Silent – disengaged
Folded arms – looking away
Side conversations
Doing other work
Negative posturing
Audible sighs
Negative comments
Verbal abuse
Walk out in disgust
Physical abuse
• Early indications should be recognised and addressed before dysfunctional behaviours and disruption escalates
• Earlier forms of dysfunction are easier to deal with so ignoring them just stores up difficulty
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Dysfunctional behaviour is a symptom of a root cause
+ Identify potential dysfunction beforehand
Seek to identify the concerns of:
• Those not in favour of the event
• Those who stand to lose something
• Those not on favourable terms (with one another)
• Those who point out problems (rather than identify solutions)
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+ You need to understand why people may disagree
They are not just being awkward
• Level 1 - Lack of common understanding or shared information
• Level 2 - Difference of value or experience
• Level 3 - External factors
The deeper the level, the more difficult to resolve
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+ Recognise and understand the first signs of dysfunction
• Look for the early vocal and non -vocal indicators:
– Body language
– Eye contact
– Audible sighs
– Shaking heads
– Conversations ‘off-piste’
– etc.
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+ Take steps to resolve dysfunction cleanly
• Determine your initial approach
• Public or private
• Acknowledge the symptoms
• Acknowledge that you have recognised that things are not working well for them,
• Focus on the root causes
• “Are we addressing the issues that are really important to you?”
• Agree on the way forward
• Now or later?
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+ Outside factors driving behaviour
• Some disagreements stem from factors unrelated to the proposals at hand and pursuing the proposals will not confront the root causes
• Resolving these disagreements deflects from the event purpose. They should aim to reconcile their differences outside the event
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+
Facilitators nightmares to avoid and my Top Tips
+ What you never want to happen in a session § Client says “This is not what we need Alex”
§ Some delegates leave saying loudly “ I have had enough of this”
§ The room is laid out badly and no-one can hear or see you
§ The delegates know a redundancy programme is coming up and are somewhat distracted
§ A dominant delegate takes over the conversation
§ Your equipment doesn’t work
§ Fire alarm goes off
§ People keep coming and going all day
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+ My top tips - 1
§ Get the client onside and get them to start the session and position you in the room
§ Detailed preparation – detailed preparation – detailed preparation
§ Design in heaps of variety
§ Make the room as intimate as possible
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+ My top tips - 2
§ Be assertive. You are paid to do the job by the client and you are acting with their authority
§ Get delegates talking to each other as much as possible - and as soon as possible
§ Follow the energy in the room. If something is working that’s good. If it isn’t move on quickly
§ Be onsite very very very very very early to check absolutely everything. You are your own stage manager
§ Have slides that look extremely professional. Spend a long time making them look first class
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+ My top tips - 3
§ Make sure the client can see there will be action by their team after the event
§ Check in with the client at break times to make sure they are happy
§ The more you talk the less they listen!!!
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+
Summary
+ 77
What is facilitation
The facilitators
skills
Stakeholder mgt.
The power of
words
Tools & techniques
4 Step process
Top tips Nightmares
Dealing with dysfunction
+ 78
