What are these qualities? What are the behaviours?
Lets’ start with the behaviours, or skills, if you like. This is what facilitators do when with a group…
- Challenge habitual thinking and behaviour
- Hold space
- Model behaviours
- Notice and reflect back
- Look for opportunities to get out of the way
Do I hear a how? How do facilitators do all of this? By…
- Selecting appropriate activities and processes
- Providing a suitable environment/space
- Keeping track of time and progress
- Clarifying, questioning, sometimes challenging and summarising
- Being non-partisan, not taking sides, not having pre-determined answers/outcomes
- Ensuring the group does the work
- Ensuring that the group’s work is captured, when necessary (which implies knowing when that is)
Hmmm….Is that all there is to facilitating? What distinguishes pedestrian facilitation from great facilitation?
Maybe it’s the personal qualities, or attitudes, that facilitators bring…
- Bravery and a willingness to fail gracefully
If I’m learning to be a facilitator, I probably want to learn the how (processes, techniques, tip and tricks) first. Then I’d want to know about application, when and why I would use one and not the other. Problem is, learning is not linear. It happens in loops and leaps, in small moments of clarity, in confusion and messiness. In other words, learning, and meaning, emerges. It can’t be structured in a way that makes sense to everyone because everyone learns differently (and no, I’m not thinking learning styles – that’s been well and truly debunked).
Here’s the dilemma. While learning is non-linear, the training is. It starts on Monday, finishes on Friday. Each day has a start and an end. We progress from one day to the next. Doing what? There’s no end of choices really.
It’s the curse of the agenda: in advance, we’ll decide we’ll do this, then that, then something else. I don’t know until I’m in the room with the group what the group really needs. The group becomes its own learning laboratory – it has within it all the complexity and messiness of any group of humans. It comes down to the curse of planning. We have the ability to think ahead, to plan what we’ll do. In many cases that’s a sensible thing to do. If I have to catch a plane I need to plan when to get to the airport, and make sure I go to the right airport. The consequences of not planning are pretty clear. I can apply the same thinking to working with a group of people. I can plan certain things – when we’ll start, when we’ll finish, where we will meet, when we will break for lunch, why we are meeting. It’s harder to plan for what might happen with a group of people, especially once I use a process that is participatory. If I follow a plan meticulously, I might miss some opportunity, or something important. If I have no plan at all…
I’ll need to draw on my ability to be spontaneous and improvise, to use what’s available (including the people in the room) combined with my own skills and knowledge of facilitation.
If an agenda is not so helpful, what is? Learning outcomes? At the end of this training, you will be able to…will understand…will know… Hmmm… There might be a shift towards these things. Learning may happen during the training. Most likely it won’t. It might happen next time one of them is in front of a group. Who am I to determine what learning you need? Nope, learning outcomes don’t help me.
In the end I need to do what I usually do – start somewhere, see what happens. Notice. Respond. Do something else. Explain what I’m doing and why. Provide opportunities to experience different approaches (processes) – not just watch, actually be a part of them, exploring topics that illuminate even more about working with groups. I need to be prepared for a number of possible approaches and to offer a rich and diverse, human, experience that enables people to learn at their own pace, to struggle in their own way, to allow meaning and insight to emerge by providing space and opportunities for them to make their own meaning, rather than me impose my meaning.
The topic of facilitation is so large, I need some anchors, some boundaries: time is one (a one-day course is very different from a five-day course); the participants and their current level of understanding is another (I won’t know that until I work with them). Briefing from the client? Can be unreliable, especially if they’re not sure themselves what they want. Facilitation principles? Too abstract. Qualities of a facilitator? Too obscure.