I was asked the other day at the
end of a workshop I conducted: “How does one become a good facilitator or mediator?” “Especially when it comes to educating people
in a “structured” environment, and then helping them to understand how to
reduce stressful or violent situations?”
I first explained that there is a
fine line between facilitation and mediation. For sure, they can be mixed up
and can overlap. But, if you are a good
facilitator, I feel you will also be a good mediator. Why? Well,
success in this endeavor is rooted in three basic components: 1) being a good
listener, 2) shifting into what I call "interview mode," and 3)
democratic persuasion. These three
components provide both a conceptual and practical framework for success. Of course, being a good listener is much more
difficult than people realize. Much of
the time when someone is talking to us, we aren't really listening; we are
thinking about what we are going to say in response. I work with participants to suspend judgment,
to not immediately evaluate what is being said in terms of what it means to you,
but instead, try to understand what it means from the other person’s
perspective. We then shift into what
I call the “interview mode,” designed to get one to ask questions. Good questions. This will help better
understand what the other person is thinking and feeling.
Successful facilitation is a
process by which group solidarity or cohesiveness develops. It does not magically come into being. It develops slowly over time. Every activity that is shared by group
members, whether it is a business meeting, an office cleanup, an office picnic,
hours working together on a project, contributes to the group’s sense of
history and identity. In team building,
it is particularly important that the group’s growth be based on evolving norms
of communication, cooperation, mutual trust and respect, since these norms support
the values and skills of team building.
In working as either a consultant or an employee, I adhere to five
important guidelines:
1. Take your group seriously. Individuals gather for many reasons, and the
group should always remember that it is a creation of its members. Taking the group seriously involves more than
accepting responsibility for choosing procedures and defining goals. It also includes showing care and respect for
the group.
2. Have regular evaluations. I set aside time at the end of every meeting
(or some mutually decided time) to talk about how the meeting went, how members
feel about the process, and what might be done differently in the future. Evaluations help foster a more cohesive team.
3. Share responsibility. I have always felt that members are most
committed to a group when they feel they are making important contributions
instead of being led.
4. Balance participation in-group tasks. It is important that a few members not carry
all of the responsibility, but that it is shared among others as well. This pattern can be broken by redistributing
tasks or information so different people can get in the center of what’s going
on.
5. Balance participation in meetings. It is rare that every member is equally
involved in each meeting (because of different degrees of interest, information,
etc.) This pattern can be broken by a)
rotating roles such as note taker, facilitator, etc., b) limit speaking time,
and c) changing room dynamics (where people sit) and encouraging making eye
contact.
Additionally, I lead a companion workshop
called Facilitation, Communication and Mediation. In this workshop, there are 3 basic rules to
learn:
1.
Avoid leading
questions. The best possible
question stimulates the group to draw its own conclusions rather than leading
them to yours. “How do you feel about
this course of action?” is a question with infinite possible answers. Did this course of action make you feel
uncomfortable?” is a question with two possible answers. The first question leaves the
individual/group free to discuss whatever ideas occur and seem relevant to
them, whereas the second question traps the discussion into a single theme –
discomfort.
2.
Phrase
questions in a positive manner.
Instead of asking, “Why won’t this plan work?” ask, “What problems will
we have to overcome if we adopt this plan?”
3.
Prepare
questions in advance. This is
very helpful in drawing out people and segues nicely into #3, democratic
persuasion. Preparation is not perceived
as flippant response, but thoughtful respect.
As a result, it is easier to move people to your point of view, and if
they don’t see things the same way, ego is not caught up in the outcome.
One last important component (that
ties all the above together) is "values" and “values clarification.”
"Values” and “values clarification,” in most cases, can be defined by such
examples as one's consideration for others, knowing and respecting rules,
openness to diversity, and agreeing to disagree. For example, when working together in an
employment environment, issues/conflicts are multiplied because there are more
people with whom you interact. This is
not as same as living with your family insofar as taught/shared
values. It is a chosen situation that
requires having to come to "consensus" on what are the shared
values. Keeping in mind the above is
extremely helpful in ensuring successful and efficient negotiating and mediating.
In addition, my approach to
facilitation looks at both leadership and group dynamics. In terms of leadership, any time a group
engages in prolonged activities, especially if the project or program is
difficult, one or more persons will eventually emerge as “informal” leaders. On the other hand, leadership works best when
the stakeholders believe they belong to the group and the group belongs to
them. This group solidarity develops out
of mutual trust and respect. As this
trust develops, participants feel free to express opinions and feelings, and to
disagree without fear of consequences. It
is also important for participants to know that they can influence the group.
Labels: communication, conflict, democratic persuasion, facilitation, group solidarity, identity, mediation, resolution, shared values, team building, values, values clarification, violence