Published on Wednesday, Jul 09, 2008
In a perfect scenario, people would easily come together in meetings, teams or committees. Work would be done and decisions made without a hitch.
If we let nature take its course, such groups would take a long, long time to form. Meanwhile, egos clash and tempers fray as participants try to tell each other what to do and reject others’ views. People end up either disorganised, disenchante d or break up with allegiances.
In essence, it is the lack of direction, which makes groups unproductive or creates conflict.
So, irrespective of whether a group has to share information, plan work, make decisions or solve problems, what is needed is a recognised authority from within or outside who will accompany the group on the path of reaching conclusions and achieving goals. This proverbial ‘person-in-the-middle’ is the facilitator.
Such facilitation is particularly imperative for accelerating group development where members are diverse in knowledge, backgrounds or interests or there is scope for conflicts among the parties or the subjects are quite complex and difficult to handle.
Simply put, a facilitator is nothing but a coalescing catalyst that creates the right conditions for productive group dynamics to unfold.
It increases the value of teams and work sessions as they transform into a cohesive unit with strong bonds. Not only do the groups get requisite work done and accomplish tasks, they also save time and generate better output because of the excellent teamwork.
If we let nature take its course, such groups would take a long, long time to form. Meanwhile, egos clash and tempers fray as participants try to tell each other what to do and reject others’ views. People end up either disorganised, disenchante d or break up with allegiances.
In essence, it is the lack of direction, which makes groups unproductive or creates conflict.
So, irrespective of whether a group has to share information, plan work, make decisions or solve problems, what is needed is a recognised authority from within or outside who will accompany the group on the path of reaching conclusions and achieving goals. This proverbial ‘person-in-the-middle’ is the facilitator.
Such facilitation is particularly imperative for accelerating group development where members are diverse in knowledge, backgrounds or interests or there is scope for conflicts among the parties or the subjects are quite complex and difficult to handle.
Simply put, a facilitator is nothing but a coalescing catalyst that creates the right conditions for productive group dynamics to unfold.
It increases the value of teams and work sessions as they transform into a cohesive unit with strong bonds. Not only do the groups get requisite work done and accomplish tasks, they also save time and generate better output because of the excellent teamwork.
What is it?
A facilitator is called on to use knowledge of group processes to formulate structure for group interactions so that the participants can team up effectively. The process of effectively guiding team development involves:
Creating a purpose and commitment to goals is essential for strengthening the group formation process.
Productive efforts are required to help members in learning how to work together. The facilitator has to resolve potential conflicts and reconcile opposing views so that team members start recognising and valuing each other’s contributions. Constructive dialogue is only possible when participants adjust their behaviour and relinquish personal goals. This will create a safe environment that promotes beneficial exchange of ideas, opinions and interactions.
As interpersonal conflicts and personal attacks get minimised, the focus should shift to building support and openness within the group. Even difficult people have to be slowly integrated into the group fabric.
While the facilitator’s main task is to assist the participants in shaping and reaching consensus, he should also help them to decide on ‘how to agree’ – the rules of voting, ballots or majority rule for making decisions.
During the discussions, the facilitator should make certain that the focus is on the tasks/content at hand and get the dialogue back on track whenever it goes off course. While it is necessary to focus on one issue at a time and explore the situation fully, he should also ensure that the discussion keeps moving forward without unduly belabouring a topic or losing momentum. Also, getting all ideas on the table with full participation and equal voice is important. He should keep track of time parameters and control never-ending discussions that are a drain on resources.
A sensitivity to and understanding of group dynamics is crucial as people are bound to get aggressive, frenzied, angry or defensive. The facilitator should maintain his composure to tolerate emotional intensity and withhold intrusion as much as possible. He should let the participants deal with the problem and interfere only when things start to get out of hand. Active listening skills are vital as the facilitator has to grasp what is being said but never act as a judge.
Then again, the facilitator is not there to provide all the answers, make decisions or exert control. He should carefully observe from the sidelines and refrain from ill-timed interventions - the group will unfold, progress and manage on its own. Let the participants figure things out and resolve situations by themselves.
The most he can do is offer observations and perceptions or ask thought-provoking and pertinent questions to subtly guide the discussion in the right direction.
The facilitator is also charged with keeping track of thoughts, comments, ideas, votes and feedback generated during the discussion. He should record the agreement, summarise the next steps and allocate responsibilities so that things actually get done. This also requires a commitment to the long-term success of the group and responsibility for any outcome they may reach.
To sum up, a good facilitator should be honest, patient, flexible and proactive so as to enable the group to value their strengths, understand the learning process, experiment and attain new levels of engagement.
A facilitator is called on to use knowledge of group processes to formulate structure for group interactions so that the participants can team up effectively. The process of effectively guiding team development involves:
Creating a purpose and commitment to goals is essential for strengthening the group formation process.
Productive efforts are required to help members in learning how to work together. The facilitator has to resolve potential conflicts and reconcile opposing views so that team members start recognising and valuing each other’s contributions. Constructive dialogue is only possible when participants adjust their behaviour and relinquish personal goals. This will create a safe environment that promotes beneficial exchange of ideas, opinions and interactions.
As interpersonal conflicts and personal attacks get minimised, the focus should shift to building support and openness within the group. Even difficult people have to be slowly integrated into the group fabric.
While the facilitator’s main task is to assist the participants in shaping and reaching consensus, he should also help them to decide on ‘how to agree’ – the rules of voting, ballots or majority rule for making decisions.
During the discussions, the facilitator should make certain that the focus is on the tasks/content at hand and get the dialogue back on track whenever it goes off course. While it is necessary to focus on one issue at a time and explore the situation fully, he should also ensure that the discussion keeps moving forward without unduly belabouring a topic or losing momentum. Also, getting all ideas on the table with full participation and equal voice is important. He should keep track of time parameters and control never-ending discussions that are a drain on resources.
A sensitivity to and understanding of group dynamics is crucial as people are bound to get aggressive, frenzied, angry or defensive. The facilitator should maintain his composure to tolerate emotional intensity and withhold intrusion as much as possible. He should let the participants deal with the problem and interfere only when things start to get out of hand. Active listening skills are vital as the facilitator has to grasp what is being said but never act as a judge.
Then again, the facilitator is not there to provide all the answers, make decisions or exert control. He should carefully observe from the sidelines and refrain from ill-timed interventions - the group will unfold, progress and manage on its own. Let the participants figure things out and resolve situations by themselves.
The most he can do is offer observations and perceptions or ask thought-provoking and pertinent questions to subtly guide the discussion in the right direction.
The facilitator is also charged with keeping track of thoughts, comments, ideas, votes and feedback generated during the discussion. He should record the agreement, summarise the next steps and allocate responsibilities so that things actually get done. This also requires a commitment to the long-term success of the group and responsibility for any outcome they may reach.
To sum up, a good facilitator should be honest, patient, flexible and proactive so as to enable the group to value their strengths, understand the learning process, experiment and attain new levels of engagement.
PAYAL CHANANIA
No comments:
Post a Comment