| Facilitation Practice |
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Facilitation differs from mediation in that it is a means of bringing groups (rather than
opposing parties) to consensus. However like mediation, it is a process directed by a
neutral third party in which challenging issues are more effectively resolved by the group.
Facilitation as a tool applied to tasks and meetings in a commercial environment has
evolved over the past thirty years (Kaner, 2007). Broadly speaking, facilitators may
approach their work from a classic organizational development perspective or an
applied consulting perspective. The classic approach emphasizes purity of technique,
minimal impact to the organization and no involvement in the actual content of the
session. The applied approach is more concerned with a fiduciary responsibility to the
client for progress and allows the facilitator to address content to a limited extent (M.
Wilkinson, The Effective Facilitator workshop, IAF Annual Conference, March 7, 2007).
As with mediation, my approach to facilitation was developed throughout my career as an
engineer and manager in the utilities industry which has led me to a more applied
orientation. In addition, I have a strong grounding in classic organizational
development principles having received the coveted designation of Certified
Professional Facilitator from the International Association of Facilitators (as of 2009, there
are only 138 IAF certified facilitators in the United States).
Few practitioners have both facilitation and mediation credentials. This unique skill set
and pragmatic approach allows me to work within the most challenging environments
leading to greater collaboration and group focus.
My clients understand that as an effective facilitator I work on behalf of the group as a
whole rather than only the group leader, manager or person contracting for my services
(Schwarz, 2002 and IAF Code of Ethics, 2004). Once I have an agreement to proceed
with a facilitation and a defined objective and scope of work, I employ some means to
connect with my ultimate clients, the group members. Through phone, email or the first
portion of our session I will obtain their permission to work on their behalf. This also gives
me an opportunity to get some of their preliminary thoughts regarding our objective so I
can be better informed and prepared.
Ground rules for interacting are established by the group at the beginning of our session
to ensure productive dialog. Leadership Strategies (2006) suggestions include: everyone
speaks, respect the speaker, titles left outside the door, no idea is dumb, use parking
boards and avoid bar discussion. Kaner (2007) adds, every contribution is worthwhile and
suspend judgment. I personally suggest a ground rule regarding cell and PDA use during
the session. Each group ends up with different ground rules depending on their unique
needs and situation, but we all honor them once we agree to them.
An important function of the facilitator is to ensure that all members of the group have a
voice and participate in the process. The quiet and fringe voices are especially valuable
“because they espouse views that are controversial and help break paradigms and make
the undiscussable discussable” (James et al., 2006, p. 336).
Using a variety of facilitation techniques, I assist the group in reaching consensus on their
objectives including a plan of action along with any follow-up work or outstanding issues. I
prepare a brief report summarizing the activity of the group and provide that to my clients
(including all members of the group).
References:
IAF Code of Ethics (Adopted 20 June 2004). Retrieved May 28, 2009, from http://www.iaf-
world.org/i4a/pages/index.cfm?pageid=3346
James, S.; Eggers, M.; Hughes-Rease, M.; Loup, R. & Seiford, B. (2005). Facilitating
Large Group Meetings That Get Results Every Time. In S. Schuman (Ed.), The IAF
Handbook of Group Facilitation (pp. 335-350). San Francisco, CA: Jossey-Bass.
Kaner, S (2007). Facilitators Guide to Participatory Decision-Making. San Francisco, CA:
Jossey-Bass.
The Leadership Strategies Institute (2006). The Effective Facilitator workshop, IAF Annual
Conference, March 7, 2007.
Schwarz, R. (2002). The Skilled Facilitator: A Comprehensive Resource for Consultants,
Facilitators, Managers, Trainers, and Coaches. San Francisco, CA: Jossey-Bass.
opposing parties) to consensus. However like mediation, it is a process directed by a
neutral third party in which challenging issues are more effectively resolved by the group.
Facilitation as a tool applied to tasks and meetings in a commercial environment has
evolved over the past thirty years (Kaner, 2007). Broadly speaking, facilitators may
approach their work from a classic organizational development perspective or an
applied consulting perspective. The classic approach emphasizes purity of technique,
minimal impact to the organization and no involvement in the actual content of the
session. The applied approach is more concerned with a fiduciary responsibility to the
client for progress and allows the facilitator to address content to a limited extent (M.
Wilkinson, The Effective Facilitator workshop, IAF Annual Conference, March 7, 2007).
As with mediation, my approach to facilitation was developed throughout my career as an
engineer and manager in the utilities industry which has led me to a more applied
orientation. In addition, I have a strong grounding in classic organizational
development principles having received the coveted designation of Certified
Professional Facilitator from the International Association of Facilitators (as of 2009, there
are only 138 IAF certified facilitators in the United States).
Few practitioners have both facilitation and mediation credentials. This unique skill set
and pragmatic approach allows me to work within the most challenging environments
leading to greater collaboration and group focus.
My clients understand that as an effective facilitator I work on behalf of the group as a
whole rather than only the group leader, manager or person contracting for my services
(Schwarz, 2002 and IAF Code of Ethics, 2004). Once I have an agreement to proceed
with a facilitation and a defined objective and scope of work, I employ some means to
connect with my ultimate clients, the group members. Through phone, email or the first
portion of our session I will obtain their permission to work on their behalf. This also gives
me an opportunity to get some of their preliminary thoughts regarding our objective so I
can be better informed and prepared.
Ground rules for interacting are established by the group at the beginning of our session
to ensure productive dialog. Leadership Strategies (2006) suggestions include: everyone
speaks, respect the speaker, titles left outside the door, no idea is dumb, use parking
boards and avoid bar discussion. Kaner (2007) adds, every contribution is worthwhile and
suspend judgment. I personally suggest a ground rule regarding cell and PDA use during
the session. Each group ends up with different ground rules depending on their unique
needs and situation, but we all honor them once we agree to them.
An important function of the facilitator is to ensure that all members of the group have a
voice and participate in the process. The quiet and fringe voices are especially valuable
“because they espouse views that are controversial and help break paradigms and make
the undiscussable discussable” (James et al., 2006, p. 336).
Using a variety of facilitation techniques, I assist the group in reaching consensus on their
objectives including a plan of action along with any follow-up work or outstanding issues. I
prepare a brief report summarizing the activity of the group and provide that to my clients
(including all members of the group).
References:
IAF Code of Ethics (Adopted 20 June 2004). Retrieved May 28, 2009, from http://www.iaf-
world.org/i4a/pages/index.cfm?pageid=3346
James, S.; Eggers, M.; Hughes-Rease, M.; Loup, R. & Seiford, B. (2005). Facilitating
Large Group Meetings That Get Results Every Time. In S. Schuman (Ed.), The IAF
Handbook of Group Facilitation (pp. 335-350). San Francisco, CA: Jossey-Bass.
Kaner, S (2007). Facilitators Guide to Participatory Decision-Making. San Francisco, CA:
Jossey-Bass.
The Leadership Strategies Institute (2006). The Effective Facilitator workshop, IAF Annual
Conference, March 7, 2007.
Schwarz, R. (2002). The Skilled Facilitator: A Comprehensive Resource for Consultants,
Facilitators, Managers, Trainers, and Coaches. San Francisco, CA: Jossey-Bass.
| “Group facilitation is a process in which a person whose selection is acceptable to all the members of the group, who is substantively neutral, and who has no substantive decision- making authority diagnoses and intervenes to help a group improve how it identifies and solves problems and makes decisions.” (Schwarz, 2002, p. 5) |
| Workplace Collaboration |
| Helping business professionals communicate |
LLC
TM
| Richard Trimble, PE WMA Certified Mediator IAF Certified Facilitator Seattle, Washington 206-403-8202 |