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GenCap Technica l Workshop Facilitation Skills (Meetings, Facilitation, Coordination). Trainer: Jérôme L’host . Geneva – 22 February , 2012. To share some successful Facilitation best practices To experience stage heat and work on the Execution Gap
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Trainer: Jérôme L’host
Geneva– 22 February, 2012
To experience stage heat and work on the Execution Gap
To discuss and sort out real-life issues (Co-developmentMode)
The Execution Gap
They achieve the group's objective.
They take up a minimum amount of time.
They leave participants feeling that a sensible process has been followed.
To help you determine what your meeting objective is, complete this sentence:
At the close of the meeting/session, I want the group to ...
(Consideryournext 2 meetings)
Priorities – what absolutely must be covered?
Results – what do we need to accomplish at the meeting?
Participants – who needs to attend the meeting for it to be successful?
Sequence – in what order will you cover the topics?
Timing – how much time will you spend on each topic?
Date and Time – when will the meeting take place?
Place – where will the meeting take place?
Prioritization of issues
Collective action decisions
Q1- Whatis facilitation ?
Q2- Whatisexpectedfrom a Facilitator ?
Facilitation Modes is designed by Sabine Bhanot and Jerome L’Host based on ideas of John Townsend and Arthur D. Little
Interaction between Trainer & Participant
Trainer’s contribution to content
Interaction among participants
Ownership of outcome by participants
Participants’ level of knowledge
Energy in the audience
CO-llectively put things in ORDER
Working together towards shared goals
A voluntary process
Usually without clear vertical authority
“Facilitating different people to work together for a goal or effect”
Coordination skills are for everyone involved, not just for “coordinators.”
Why/when do we need to coordinate?
Whom do we coordinate with?
Do I “coordinate others” or “coordinate with others”?
What does it feel like to “be coordinated” by someone else?
How do we know when it is not working?
Do we really all have the same objectives?
Usually, each stakeholderhas a different agenda
We each engage in coordination only if we think we will achieve more of our own objectives that way than by working alone.
It has costs and benefits
Since coordination is negotiation, sometimes a neutral party can help diverse groups find their zone of possible agreement.
A good coordinator encourages participation and buy-in from parties whose absence would obstruct others.
A coordinator helps parties look behind their positions and identify interests that might be shared with others.
A coordinator uses a problem-solving approach to overcome obstacles to agreement.
Coordination does not aim to meet
It aims to achieve action and change.
A meeting is just a tool - to be used only when it is the right tool to get the job done.
Hierarchy and uneven power relationships
Favoritism or bias
Conflict of interest
Lack of key actors
Whatis a difficult participant ?
How to deal withthem?
Group Dynamics and behavior
Acknowledge receiptThe ‘acknowledge receipt’ is a tool which enables the facilitator to face attacks, objections, or aggression from others.It consists in a simple technique divided into four phases, all of them being equally essential.1.‘Listen’ till the last note, and ‘quiet’By listening and keeping silent you show the other person a genuine interest in his/her concern, and you also give him/her the opportunity to calm down and become less aggressive (should that be the case). Moreover after having listened and understood the question you are able to formulate your answer with care and accuracy.2. Constructive reformulationThis phase puts emphasis on the other person’s issue by showing him/her that you acknowledged receipt of his/her question or objection, that you received and understood his/her message. This phase also helps you to dig the positive side out of the question; it gives you indication on how to formulate your answer.Examples:Q. What you are saying is abstract… A. So if I understand well, you are looking for a concrete way of… Q. I have been doing this job for the past 20 years, and I can tell you that…A. I can see you have a long experience…
3. AnswerThe person asking the question usually expects from you a real answer – it should be clear, concise, and as complete as possible (if not, (s)he will not miss the opportunity to come back with the same issue).4. Return-question‘Returning the question’ means re-opening the debate in a positive direction (remember ‘the questioner is usually the leader’). The objective of such a phase consists either in making sure your answer was satisfying to the other person, or in enlarging the debate with your whole team (discussion, argumentation, brainstorming, etc.).
The Skilled Facilitator - Roger Schwarz
The Art of Facilitation - Dale Hunter, Anne Bailey, Bill Taylor
The Facilitator’s Fieldbook - Thomas Justice & David W. Jamieson