Effective facilitators have multi-skills
MOST PEOPLE associate the word 'facilitator' with the training environment. Often, that person at the front of the room leading a training session, isreferred to as the course facilitator. While it is true that some seminarleaders do "facilitate", the facilitation role is often important in other areas.
For example, the chairperson at a meeting often takes on the responsibilityfor facilitating the meeting, rather than "running it". The governmentemployee involved in mediation of disputes between other parties is also afacilitator. Human resources staff members often facilitate discussions invarious contexts.
And staff that work with groups of stakeholders and members of the public may be well advised to take on a facilitating rolerather than a directing one.
A facilitator is an individual whose job is to help to manage a process ofinformation exchange. While anexpert's role is to offer advice,particularly about the content of a discussion, the facilitator's role is to helpwith how the discussion is proceeding.
In short, the facilitator's responsibility is to address the journey, rather thanthe destination.
When facilitation is appropriate:
A facilitation approach is appropriate when the organisation is concernednot only with the decision that is made, but also with the way the decisionis made.
For example, an organisation may be moving away from anautocratic style of management to a participatory one. So, to encourage staff to embrace more involvement, the manager may choose to act as afacilitator rather than an expert or the final arbiter for the decision. In thissituation longer term process goals become as important as getting a gooddecision. As another example, let's envision a government employee whose task is tocommunicate with members of the public/interest groups regardinglegislation and regulation. Since one purpose of this communication is toreduce resistance to legislation and regulations, the employee can choose amore facilitative, consultative role, rather than being a simple "bearer ofinformation".
If we are involved in facilitation, the competencies andcharacteristics of an effective facilitator are considered in the following manner:
Competencies:
The facilitator:
Distinguishes process (from content).
Manages the client relationship and prepares thoroughly.
Uses time and space intentionally.
Skilled in evoking participation and creativity.
Practiced in honouring the group and affirming its wisdom.
Capable of maintaining objectivity.
Skilled in reading the underlying dynamics of the group.
Releases blocks to the process.
Adapts to the changing situation.
Assumes (or shares) responsibility for the group journey.
Demonstrates professionalism, self-confidence and authenticity.
Maintains personal integrity.
The facilitator commits to a style of:
Asking rather than telling.
Paying personal compliments.
Building relationships
Initiating conversation
Asking for other's opinions
Negotiating rather than dictating
Listening without interrupting.
More outgoing than serious
More like a counsellor than a sergeant
More like a coach than a scientist
Keep the big picture in mind while working on the nitty-gritty
If we have a natural task-oriented style we may find it difficult to bethrust in a situation where facilitating is a more effective approach. It is notalways easy to give up the expert's position in a group. We may find ituseful to examine our involvement in group activities, whether as a formalleader or group member, and determine if we can translate the abovecharacteristics and competencies into changes in our behaviour that willallow us to contribute more effectively to the group, and to achieving ourorganisation's goals.
DR. RATNA PUROHIT
faqs@cnkonline.com
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