Train_the_Facilitator

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Train the Facilitator

Facilitation


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After completion of the module the learnerAfter completion of the module the learner

should:should:

Have an awareness of the definition ofHave an awareness of the definition of

facilitation, facilitation in support of learningfacilitation, facilitation in support of learning

and decision making as well as the role andand decision making as well as the role and

function of the facilitator;function of the facilitator;

Have an awareness of the role ofHave an awareness of the role of

facilitation in the change managementfacilitation in the change managementprocess;process;

Have and awareness of the applicationsHave and awareness of the applications

as well as benefits of facilitation;as well as benefits of facilitation;

Know what the desired characteristicsKnow what the desired characteristics

and competencies of a facilitator are;and competencies of a facilitator are;

Know the key principles of qualityKnow the key principles of quality

facilitation;facilitation;

Have an awareness of what drivesHave an awareness of what drives

peoples behaviour;peoples behaviour;

Module learning objectives


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After completion of the module the learnerAfter completion of the module the learner

should:should:

Understand how effective communicationUnderstand how effective communication

improve the facilitation process;improve the facilitation process;

Understand the structure of theUnderstand the structure of the

facilitation process;facilitation process;

Apply the structure of the facilitationApply the structure of the facilitation

process to develop prepare for a basicprocess to develop prepare for a basic

facilitation;facilitation;

Apply micro facilitation skills to guideApply micro facilitation skills to guide

discussion to a logical conclusion;discussion to a logical conclusion;

Apply practical facilitation techniques toApply practical facilitation techniques to

promote participation, creative ideapromote participation, creative idea

generation and decision making in ageneration and decision making in a

learning context.learning context.

Module learning objectives (continued)


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Definition of facilitation;Definition of facilitation;Facilitation is about change;Facilitation is about change;

Applications and benefits ofApplications and benefits offacilitation;facilitation;

Characteristics andCharacteristics andcompetencies of thecompetencies of thefacilitator;facilitator;

Key principles of qualityKey principles of qualityfacilitation;facilitation;

Basics of understandingBasics of understandingpeople;people;

Basics of communication;Basics of communication;

The anatomy of theThe anatomy of thefacilitation process.facilitation process.

Index


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Every man withoutEvery man withoutpassion has withinpassion has within

him no principle ofhim no principle ofaction, nor motive ofaction, nor motive ofact.act.Claude AdrienClaude AdrienHelvetiusHelvetius


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And we will not cease fromAnd we will not cease from

exploration but at the end ofexploration but at the end ofall our exploration, we willall our exploration, we willarrive where we started andarrive where we started andknow it for the first time.know it for the first time.

T.S. ElliotT.S. Elliot


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Facilitate..Facilitate..

"to free from difficulties or"to free from difficulties orobstacles; make easier, aid,obstacles; make easier, aid,

assist."assist."

The role of the facilitatorThe role of the facilitator -- totodesign and coordinate adesign and coordinate a

process that helps a groupprocess that helps a groupaccomplish, whileaccomplish, whileoptimizing groupoptimizing groupfunctioning;functioning;

The facilitator is a neutralThe facilitator is a neutralguide who takes an activeguide who takes an activerole in guiding the processrole in guiding the processwhile adhering to principleswhile adhering to principlesof effective facilitation.of effective facilitation.

Definition of facilitation


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WorkshopsWorkshops functionfunction

around the exchangearound the exchangeof information amongof information among

participants and isparticipants and is

essentially aimed atessentially aimed at

decision making..decision making..



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TheThe role of the facilitatorrole of the facilitatoris tois to

coordinate this exchange bycoordinate this exchange by

prescribing procedural steps,prescribing procedural steps,

initiating and guidinginitiating and guidingdiscussion and by adjustingdiscussion and by adjusting

procedures during a workshopprocedures during a workshop

to fit the personal, cultural andto fit the personal, cultural and

professional characteristics ofprofessional characteristics ofparticipants.participants.



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Facilitation ofFacilitation oflearninglearningrevolvesrevolves

around coordinatingaround coordinatingthe learning ofthe learning ofparticipants. In thisparticipants. In thisprocess the facilitatorprocess the facilitatoris also a resource inis also a resource in

the learning process.the learning process.



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Di l i l Int r nti n Pr

ASKN ?

E i ting In t r nti ns?

PEOPLE

N s?

E isting

In t r nti ns?

Identifi ti nIdentifi ti n

L yingL ying

CaucusCaucus

Dial gueDial gue

onitoringonitoring

ImplementationImplementation

Implemented Business Solutions

Facilitation isabout change


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Facilitation is about change


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Facilitation is about change


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Analysis and actionAnalysis and actionresearch;research;

Structured decisionStructured decision

making;making;

Planning in all its forms;Planning in all its forms;

Problem solving;Problem solving;

Conflict resolution,Conflict resolution,

mediation, negotiation;mediation, negotiation;

Learning (training andLearning (training and

development);development);

Team development.Team development.

Applications of facilitation


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Experience show that clients have come

Experience show that clients have cometo expect the following results and benefitsto expect the following results and benefits

from facilitation:from facilitation:

Improving decision making;Improving decision making;

Improving group dynamics;Improving group dynamics;

Assisting decision makers through secondAssisting decision makers through second

order change (transformation);order change (transformation);

Creative problem solving;Creative problem solving;

Achieving common focus and priorities forAchieving common focus and priorities for

groups with divergent views ;groups with divergent views ;

Challenging existing paradigms;Challenging existing paradigms;

Improved planning;Improved planning;

Higher levels of buy in and ownership forHigher levels of buy in and ownership for

planning and change.planning and change.

Benefits of facilitation


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. Enjoy working withworking with, and helping peoplehelping people to feelgood about themselves and achieve their desiredresults;

2. Ability to analyzeanalyze comments, understand howthey relate to the topic, and develop appropriateresponses;

3. Communicate clearlyCommunicate clearlyby making specific,concise points, using appropriate levels of energyto build excitement and enthusiasm;

4. Practice active listeningPractice active listeningby engaging a speaker,listening attentively, and asking probing questions;

5. Convey warmthConvey warmth to others by using smiles,praises, and gestures in one-on-one and groupinteractions;

6. Demonstrate selfDemonstrate self--confidence and leadershipconfidence and leadershipwhen working with others, being the person otherslook to for direction and counsel;

7. Have a businessHave a business--orientationorientation with an interest infinding methods to improve the way things aredone, looking beyond the narrow focus of a job tothe greater scope of the business.

Please note: These characteristics should not be construed as mandatory requirements for trainees. Instead, they are

intended to serve as a guideline or starting point for identifying potential facilitators. Most people can become skilled

in facilitation given the right training.

Characteristics of a good facilitator


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Habit #1: Be Proactive.Habit #1: Be Proactive. Take

responsibility. Habit #2: Begin With The End InHabit #2: Begin With The End In

Mind.Mind. Decide first what the outcomeof the workshop should be.

Habit # 3: Put First Things First.Habit # 3: Put First Things First.Preparation and logistics are asimportant as the process;

Habit #4: Think Win/Win.Habit #4: Think Win/Win. Seeksolutions so everyone wins;

Habit #5: Seek First to Understand.Habit #5: Seek First to Understand.Listen until you understand;

Habit #6: Synergize.Habit #6: Synergize. Cooperatecreatively. Create a climate where

people can speak out; Habit #7 is Renewal.Habit #7 is Renewal. Facilitation is

like golf you always havesomething to learn (stay humble).

Habits of an effective facilitator


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Workshop design;Workshop design;

Coordinate discussion to logical conclusion;Coordinate discussion to logical conclusion;

Use tools and techniques to create aUse tools and techniques to create aparticipative environment e.g. ice breakers,participative environment e.g. ice breakers,games, activities using drawings, diagrams,games, activities using drawings, diagrams,role play, discussions in pairs, small groupsrole play, discussions in pairs, small groupsetc;etc;

Creating an atmosphere of trust, confidenceCreating an atmosphere of trust, confidenceand support;and support;

Promoting empowerment of participants, andPromoting empowerment of participants, andbeing able to let go and trust the group;being able to let go and trust the group;

Transferring a sense of ownership andTransferring a sense of ownership andresponsibility to the participants,responsibility to the participants,

Exercise effective listening;Exercise effective listening;

Use micro facilitation skills to move discussionUse micro facilitation skills to move discussionto a desired conclusion (example,to a desired conclusion (example,

paraphrasing);paraphrasing);

Use tools and techniques for analysis, problemUse tools and techniques for analysis, problemsolving, generating creative solutions,solving, generating creative solutions,prioritizing and decision making;prioritizing and decision making;

Communicating verbally (including makingCommunicating verbally (including makingpresentations) and in writing.presentations) and in writing.

Facilitator competencies


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Trusts the process;Trusts the process;

Believing that groups canBelieving that groups canmake good decisions;make good decisions;

Ensuring participation;Ensuring participation;

Be a neutral guide;Be a neutral guide;

Foster group work;Foster group work;

Using effective processes;Using effective processes;

Harnessing diversity;Harnessing diversity;

Builds trust;Builds trust;

Goal orientated, andGoal orientated, and

Learn from experience.Learn from experience.

Ke principles of qualit facilitation


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Basics of understanding people

Emotional Intelligence:Emotional Intelligence:

The capacity to handle your own

emotions and your relationships

with others.

U.S. News & World Report

The Secret Skill of Leaders1/14/2002


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Emotional high jacking:Emotional high jacking:

Heart 10 beats per minute above resting

rate - can jump 30 beats per minute

within single heart beat;

Body pumping adrenaline and other

disruptive hormones;

Swamped by toxic/angry feelings;

Thinking distorted, difficulty organizing

thoughts and feeling overwhelmed.


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The foundation of positiveThe foundation of positive

influencing is relationships;influencing is relationships;

Good relationships are underpinnedGood relationships are underpinned

by liking;by liking;

While there are other ways toWhile there are other ways toinfluence people (fear, the need forinfluence people (fear, the need for

compliance etc), sustainablecompliance etc), sustainable

influence has at its heart, goodinfluence has at its heart, good

relationsrelations and it is generally easierand it is generally easier

to influence people who like andto influence people who like and

respect you.respect you.

It is easier to influence peopleIt is easier to influence peoplewho like youwho like you


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Ninety percent of executivesNinety percent of executives

rate themselves as effectiverate themselves as effectivecommunicators. Only thirtycommunicators. Only thirty

percent of their subordinatespercent of their subordinates

agree.agree.

Communication


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The biggest problem withThe biggest problem with

(leadership)(leadership)communicationcommunication

is the illusion that it hasis the illusion that it has

occurredoccurred..

Communication


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Facts alone seldomFacts alone seldom

persuade and rarely inspire;persuade and rarely inspire;

To communicate effectivelyTo communicate effectively

you need to have the skills ofyou need to have the skills of

a story teller.a story teller.

Communication


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Let us remember thosewho

Communication


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How big is an acre of land..

The size of a football field

Communication


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Communication


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Harley executive, quoted in Results-based Leadership

W

hat we sell is theopportunity for a 43 year-old

accountant to dress up inblack leather, ride through

small towns and have people

be afraid of him.


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It is forbidden to steal hotel towels please.

If you are not the person to do such a

thing please do not read this notice

Hotel in Tokyo;

The manager has personally passed the

water served here Hotel in Acapulco;

You are invited to take advantage of the

chambermaid Hotel in Tokyo;

Drop your trousers here for best results

Dry cleaner in Bangkok.

Communication


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Anatom of the facilitation process


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Process onl

(pure facilitation)


Content onl

(presentation skills)


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We dont live half as good as we know how to already.We dont live half as good as we know how to already.

Preparation


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Invitations include:Invitations include:

Letter of invitationLetter of invitation

Purpose of workshopPurpose of workshop

AgendaAgenda

Date and timesDate and times

VenueVenue

Arrangements for sleep over,Arrangements for sleep over,

sustenance etcsustenance etc

Coordinate and confirmCoordinate and confirm

VenueVenue

Dates and times for tea, meals etcDates and times for tea, meals etc

Equipment requiredEquipment required

Business requiredBusiness required

Treatment of VIP'sTreatment of VIP's

Pre workshop inspections andPre workshop inspections and

meetings to confirm all logisticalmeetings to confirm all logistical

arrangementsarrangements

Preparation


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Registering of candidatesRegistering of candidates --

proper desk andproper desk and

administrative assistance;administrative assistance;

Personal receptionPersonal reception -- ensureensure

that all delegates arethat all delegates aresettled;settled;

Brief delegates re:Brief delegates re:

Meals. teas, times;Meals. teas, times;

SleepSleep--overover

arrangements ifarrangements ifapplicable.applicable.

Reception


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Proper introductions;Proper introductions;

Allow for rituals without beingAllow for rituals without being

offensive to certain sections ofoffensive to certain sections of

the group.the group.

Acknowledge people


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Introductions accomplish manythings for the sessionparticipants: -

they break the ice,

help form relationships and trust, and

provide information to help the teamform and norm.

For facilitators, introductions also addvalue by providing insight intoparticipant personality, interest level,and biases.

They encourage buy-in to theprocess and assist in the review

of concepts and issues. Introductions are powerful tools

that every facilitator shouldexploit.

Acknowledge people


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Acknowledge people

Do some sort of introduction

Do some sort of introductionat the start of each session;at the start of each session;

Pick people from variousPick people from variouslocations in the room whenlocations in the room whensoliciting volunteers; don'tsoliciting volunteers; don't"go around the room" and let"go around the room" and let

the person at the very end ofthe person at the very end ofthe line get nervous waitingthe line get nervous waitingfor his or her turn;for his or her turn;

Make introductions fun andMake introductions fun andnonnon--threatening;threatening;

Listen to what is said, andListen to what is said, and Use the information toUse the information to

ensure session success.ensure session success.

Advice


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Acknowledge people

Ask participants to state theirAsk participants to state their

names, area of responsibility,names, area of responsibility,years with the company,years with the company,expectations for the session,expectations for the session,and a oneand a one--word description ofword description ofthemselves. Write thethemselves. Write theexpectations on a flip chart;expectations on a flip chart;keep a running total of the ofkeep a running total of the of

years of experience.years of experience.

Purpose:Purpose: a low riska low riskintroduction to use when theintroduction to use when thegroup is first getting together;group is first getting together;provides participants withprovides participants withbasic information; gives groupbasic information; gives groupa sense of the group's totala sense of the group's totalexperience level; gives theexperience level; gives thefacilitator insight into what tofacilitator insight into what toexpect.expect.

Practical exercise


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Acknowledge people

Welcome MatWelcome Mat:: Create a welcome mat using aCreate a welcome mat using a

piece of flipchart paper.piece of flipchart paper.

Tom wrote Welcome, RelaxTom wrote Welcome, Relax

and Have Fun on the flipchartand Have Fun on the flipchart

paper and drew a graphic of apaper and drew a graphic of a

happy person.happy person.

Place it on the floor wherePlace it on the floor where

people have to step on it.people have to step on it.

I found myself stopping toI found myself stopping to

read it, smiling at its sillinessread it, smiling at its silliness

and then walking on into theand then walking on into theroom with a more at easeroom with a more at ease

feeling.feeling.

Practical exercise


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Pair up the participants, preferablyPair up the participants, preferably

with people they don't know.Askwith people they don't know.Askparticipants to interview each otherparticipants to interview each other

on several topics: name, title,on several topics: name, title,

expected contribution to the session,expected contribution to the session,

family, home, hobbies, interests.family, home, hobbies, interests.

Each interviewer introduces hisEach interviewer introduces his

partner to the group;partner to the group;

Purpose:Purpose: a fun, nona fun, non--threatening waythreatening way

to get participants to open up moreto get participants to open up more

and to get to know each other onand to get to know each other on

many levels, including nonmany levels, including non--workwork

areas; especially useful if the group isareas; especially useful if the group is

going to meet over a long period ofgoing to meet over a long period oftime; encourages individuals to puttime; encourages individuals to put

"skin in the game" during the session"skin in the game" during the session

by focusing on what they bring to theby focusing on what they bring to the

table.table.

Acknowledge people

Practical exercise


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Acknowledge people

Ask participants to share anAsk participants to share an

observation about a previousobservation about a previoussessionsession -- something theysomething theylearned, a question, alearned, a question, ametaphor to describe theirmetaphor to describe theirfeelings, or a symbol thatfeelings, or a symbol that

describes the progress of thedescribes the progress of thegroup;group;

Purpose:Purpose: a way to build ona way to build onrelationships, providerelationships, providecontinuity between sessions,continuity between sessions,check for understanding,check for understanding,demonstrate expertise, providedemonstrate expertise, provideinsight into how participantsinsight into how participantsare feeling and relating to eachare feeling and relating to eachother.other.

Practical exercise


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StateStatepurpose;purpose;

OutlineOutlineagenda;agenda;

AllowAllowadoption ofadoption ofthe agenda.the agenda.

Acknowledge process


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Manage anticipation

nsurensure that in any icebreaker,that in any icebreaker,

game, exercise you have thegame, exercise you have the

participants engage in has aparticipants engage in has a

purpose and that youpurpose and that youemphasize that point when theemphasize that point when the

exercise is complete. Mostexercise is complete. Most

people dont feel they have timepeople dont feel they have time

for games.for games.


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Manage anticipation

For a group of obvious resistors, try theFor a group of obvious resistors, try the18 reasons exercise:18 reasons exercise:

Have the group brainstorm 18 reasons whyHave the group brainstorm 18 reasons why

they shouldnt be in the session (ifthey shouldnt be in the session (if

appropriate, have them break into smallerappropriate, have them break into smaller

groups);groups);

There are usually a few reasons theThere are usually a few reasons the

participants believe as to why they shouldntparticipants believe as to why they shouldnt

be therebe there -- however, as they are trying tohowever, as they are trying to

come up with 18 reasons, answers get silliercome up with 18 reasons, answers get sillier

and tension begins to dissipate;and tension begins to dissipate;

Have one or two participants come up to theHave one or two participants come up to the

front and record the suggestions offered byfront and record the suggestions offered by

the group;the group; Acknowledge the more serious of theAcknowledge the more serious of the

reasons and adjust agenda and process asreasons and adjust agenda and process as

necessary.necessary.

Practical exercise


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Enable the group to raiseEnable the group to raise

issuesissues -- in a nonin a non--

judgemental fashion;judgemental fashion;

At this point only allowAt this point only allow

questions for clarification;questions for clarification;

Use appropriate facilitationUse appropriate facilitation

techniquestechniques -- brainstorming;brainstorming;

Nominal Group Technique;Nominal Group Technique;

SWOT Analysis; ProjectiveSWOT Analysis; ProjectiveTechniques.Techniques.

Manage participation


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BrainstormingBrainstorming


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ominal Group Techniqueominal Group Technique


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Projective techniquesProjective techniques


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Projective techniquesProjective techniques



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Purpose of the SWOTAnalysis

The SWOT analysis is a structured methodology used to create a current view on our business. It

include that which we are good at, not so good at, risks for the future and based on the before

mentioned, opportunities that might result from it.

Strengths Weaknesses

pportunities Threats

What are we good at? In what are

we an internal benchmark or evenworld class?

If we can achieve this, we willsignificantly change/improve our

business. This is within our power to

achieve in good time.

What can we improve on? This is

preventing us from optimalperformance.

Internal or external risks to our

business. Not addressing this, might

imply business failure in future.


M ti it


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Manage creativit

Tell it to our Grann :Tell it to our Grann :

Imagine an old granny on the farImagine an old granny on the farside of the Lewis who speaks onlyside of the Lewis who speaks only

the Gaelic and has not yet beenthe Gaelic and has not yet been

introduced to electricity. She hasintroduced to electricity. She has

heard about 'computers' and asksheard about 'computers' and asks

you to explain what they are;you to explain what they are;

This exercise tests yourThis exercise tests your

understanding of a conceptunderstanding of a concept

because you cannot use thebecause you cannot use the

jargon. You have to explain usingjargon. You have to explain using

'plain English' (or Gaelic if you'plain English' (or Gaelic if you

have it). In the process of trying tohave it). In the process of trying toexplain in a simple way youexplain in a simple way you

invariably come up with new waysinvariably come up with new ways

of looking at the situation.of looking at the situation.

Practical exercise


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Manage creativit

People used to believe that creativityPeople used to believe that creativitywas a gift thatwas a gift that

a lucky few were born with. In fact, alla lucky few were born with. In fact, allpeople have apeople have a

degree of creativitydegree of creativity -- they just lose it asthey just lose it as

they growthey growolder. Schools donolder. Schools dont foster thet foster the

imagination; stodgyimagination; stodgycompanies discourage people fromcompanies discourage people from

taking risks.taking risks.

(Report from the future, in: Fast(Report from the future, in: FastCompany April 1999)Company April 1999)

Changing perspective

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Manage creativit

A woman was waiting at an airport one nightA woman was waiting at an airport one nightWith several long hours before her flightWith several long hours before her flightShe hunted for a book in the airport shopShe hunted for a book in the airport shop

Bought a bag of cookies and found a place to dropBought a bag of cookies and found a place to dropShe was engrossed in her book but happened to seeShe was engrossed in her book but happened to seeThat the man beside her as bold as could beThat the man beside her as bold as could beGrabbed a cookie or two from the bag betweenGrabbed a cookie or two from the bag betweenWhich she tried to ignore to avoid a sceneWhich she tried to ignore to avoid a sceneShe munched cookies and watched the clockShe munched cookies and watched the clockAs this gutsy cookie thief diminished her stockAs this gutsy cookie thief diminished her stockShe was getting more irritated as the minutes ticked byShe was getting more irritated as the minutes ticked byThinking "If I wasn't so nice I'd blacken his eye"Thinking "If I wasn't so nice I'd blacken his eye"With each cookie she took he took one tooWith each cookie she took he took one too

And when only one was left she wondered what he'd doAnd when only one was left she wondered what he'd doWith a smile on his face and a nervous laughWith a smile on his face and a nervous laughHe took the last cookie and broke it in halfHe took the last cookie and broke it in halfHe offered her half as he ate the otherHe offered her half as he ate the otherShe snatched it from him and thought "Oh brotherShe snatched it from him and thought "Oh brotherThis guy has some nerve and he's also rudeThis guy has some nerve and he's also rudeWhy he didn't even show any gratitude"Why he didn't even show any gratitude"She had never known when she had been so galledShe had never known when she had been so galledAnd sighed with relief when her flight was calledAnd sighed with relief when her flight was calledShe gathered her belongings and headed for the gateShe gathered her belongings and headed for the gate

Refusing to look back at the thieving ingrateRefusing to look back at the thieving ingrateShe boarded the plane and sank in her seatShe boarded the plane and sank in her seatThen sought her book which was almost completeThen sought her book which was almost completeAs she reached in her baggage she gasped with surpriseAs she reached in her baggage she gasped with surpriseThere was her bag of cookies in front of her eyesThere was her bag of cookies in front of her eyes"If mine are here" she moaned with despair"If mine are here" she moaned with despair"Then the others were his and he tried to share ""Then the others were his and he tried to share ""Too late to apologize she realized with grief""Too late to apologize she realized with grief"That she was the rude one, the ingrate, the thiefThat she was the rude one, the ingrate, the thief

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Manage creativit


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Manage creativit


Manage creativit


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Manage creativit


PPORTU ITYISNOWHERE!

Manage creativit


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Manage creativit

Sunglasses can be used in a vision

validation workshop because we were

creating a future so bright everyonehad to wear shades;

Brain Floss by Professor Brain will

be a great hit for "clearing out

cobwebs". It consists of a plastic head

band that goes behind your head and

over your ears. Theres a white string

threaded through the headband. When

you pull the string back and forth, itlooks like youre flossing your brain just

as if you were flossing your teeth;

Use Playdoh modeling clay for

reducing stress and "building the

future;

Other toys such as foam balls, yo-yos,

wind-up dinosaurs and cars, and miniflying disks were used as needed for

generating creativity, and building

energy and rapport. At the end of the

workshop, arrange to donate the

leftover toys to a local childrens home.

Manage creativit


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Manage creativit

Manage discussion


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ParaphrasingParaphrasing Re stating toRe stating to

reflect meaning, and test ownreflect meaning, and test own

understandingunderstanding

RephrasingRephrasing Phrasing in ownPhrasing in own

words to make understandingwords to make understandingclearer for all and identifying theclearer for all and identifying the

essence of what is being saidessence of what is being said

SummarySummary Taking the essence atTaking the essence at

the end of a discussion and usingthe end of a discussion and using

it not only for clarification, but alsoit not only for clarification, but also

to gain commitment and approvalto gain commitment and approvalto move the discussion forward.to move the discussion forward.

Manage discussion

Manage discussion


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Manage discussion

Try this for imaginative right brain debriefingTry this for imaginative right brain debriefingor recapping. The method is also veryor recapping. The method is also veryeffective for refocusing or shifting:effective for refocusing or shifting:

Divide the group in teams of three to six,Divide the group in teams of three to six,depending on the overall size of the group;depending on the overall size of the group;

Each team chooses its tools (glue,Each team chooses its tools (glue,scissors, markers etc.), and begins toscissors, markers etc.), and begins tocreatecreate a collage to answer a specifica collage to answer a specificquestion you pose (What have you learnedquestion you pose (What have you learnedfrom this session? Where do you want tofrom this session? Where do you want togo from here? What are the problems wego from here? What are the problems weare facing?);are facing?);

Have lots of colorful, precut shapes andHave lots of colorful, precut shapes andfigures available. Magazines can be a goodfigures available. Magazines can be a goodresource for prepared materials;resource for prepared materials;

Each group then presents its masterpiece.Each group then presents its masterpiece.Creative groups may use the presentationCreative groups may use the presentationtime to sing, act or otherwise bring in freshtime to sing, act or otherwise bring in freshenergy;energy;

An additional dynamic can be added by tellingAn additional dynamic can be added by tellingthe group that they are to present the findings asthe group that they are to present the findings as

if they were reporters who must come up with aif they were reporters who must come up with afront page headline's;front page headline's;

This illustrates collective wisdom bringing outThis illustrates collective wisdom bringing outintuitive information which might not have beenintuitive information which might not have beenaccessed cranially. It teaches the power ofaccessed cranially. It teaches the power ofdiversity in team work while stimulating thediversity in team work while stimulating theparticipants. And it can be fun as well.participants. And it can be fun as well.

Manage discussion


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Manage discussion

Priorities:Priorities:

Simple ranking techniques;Simple ranking techniques; Solutions:Solutions:

Brainstorm;Brainstorm;

Concept mapping.Concept mapping.

Priorities;Priorities;

Solutions.Solutions.

Manage discussion


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Manage discussion

Seek to understand first;Seek to understand first;

CommonalityCommonality sensorysensory

modalities:modalities:

Interest;

Speech, tone of voice,

words;

Body movement;

Breathing.

Mirror, matchMirror, match

Pace.Pace.



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Basics


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Agenda (50/50);Agenda (50/50);

Preparation:Preparation: Logistics;Logistics;

Knowledge and understanding.Knowledge and understanding.

GestaltGestalt

Silences;Silences;

Nerves;Nerves;

Language;Language;

Process suggestions from the group;Process suggestions from the group;

What is the group saying to you;What is the group saying to you;

Self awareness;

Self awareness;

Control, time etc;Control, time etc;

Problem people;Problem people;

ConflictConflict

Basics

Workshop design


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Acknowledge:

The process;

The people.

Allow issues to be raised;

Allow discussion of

issues;

Allow decision making;

Allow next steps;

Allow closure

Workshop design

Facilitator preparation


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Facilitator preparation

What knowledge do I have ?;What knowledge do I have ?;

What is my mindset in preparing ?;What is my mindset in preparing ?;

What reference materials are to beWhat reference materials are to beconsulted? (Local and National)consulted? (Local and National)

Are there previous workshopAre there previous workshopagendas/outputs or researchagendas/outputs or research

findings?findings? What literature/documents should IWhat literature/documents should I

research ?;research ?;

What videos and other resourceWhat videos and other resourcematerials etc might be consulted;materials etc might be consulted;

What materials are already availableWhat materials are already availablewithin the organization ?;within the organization ?;

Which local 'experts' might beWhich local 'experts' might beusefully consulted?.usefully consulted?.

Preparation of delegates


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Preparation of delegates

What do theWhat do the

delegates/trainees knowdelegates/trainees know Has a needs analysis already

been done ?;

Can you visit somedelegates/trainees in their

workplace to get a better feelfor their mindsets and needs?;

What about theircustomers/clients ? Isresearch required ?;

Is there a need to workshopand agree the agenda upfront.

Choosing delegates


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Choosing delegates

Willingness;Willingness; Equal number of participantEqual number of participant

groupings;groupings;

Ideally 15 to 20;Ideally 15 to 20;

Project sponsor;Project sponsor;

Clients and/or potential clients orClients and/or potential clients or

suppliers ;suppliers ; Potential customers;Potential customers;

Known adversaries of the subject;Known adversaries of the subject;

Officials controlling serviceOfficials controlling servicedelivery and budgets;delivery and budgets;

Employees/members.Employees/members.

Stakeholders:Stakeholders:

Control Power InfluenceControl Power Influence

Venue selection


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Venue selection

The facilitation will take place in a building.Some buildings are more appropriate thanothers. Here is a checklist of things to think

about:Heating: does it exist and who isresponsible for turning it on?

Lighting: is this adequate and are thereblackout facilities if you need to show afilm?

Electricit : where are the sockets, will youneed an extension cable and adapter?

Furniture: are there enough chairs andtables and is it OK to shift them around?

Walls: is it OK to stick things on the wallsor will you have to bring flip chart stands?

Equipment: what equipment is available, isit working, are there spare bulbs, TV aerial?

Kitchen: can food be prepared at thevenue (are there cups etc) or will they haveto be brought in?Toilets: do they exist, are they clean, isthere toilet paper, will they be open?

Access :is it easy to find or will participantsneed a map? Car parking? Disabledaccess?

Venue selection


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Venue selection

Adequate meeting spaces;

Adequate meeting spaces;

Adequate and comfortableAdequate and comfortablelodging for nonlodging for non--locals;locals;

Good meals;Good meals;

Refreshments;Refreshments;

Equipment, e.g. tables andEquipment, e.g. tables and

chairs;chairs;

Free time activities andFree time activities andrecreation;recreation;

Avoid interruptions andAvoid interruptions anddistractionsdistractions -- retreat setting;retreat setting;

Comfortable situation forComfortable situation forparticipants;participants;

Accessibility.Accessibility.

Venue selection


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Venue selection

The materials and equipment that you need willThe materials and equipment that you need will

depend on the methods that you use.S

ome willdepend on the methods that you use.S

ome willbe needed for preparation (e.g. computer,be needed for preparation (e.g. computer,printer and photocopiers) and others during theprinter and photocopiers) and others during theworkshop itself. No list of these things wouldworkshop itself. No list of these things wouldever be complete but here are some ideas forever be complete but here are some ideas forstartersstarters -- you can brainstorm and categorizeyou can brainstorm and categorizeyour own checklist!your own checklist!

Equipment and Materials:Equipment and Materials:

Blackboard/ Whiteboard;Blackboard/ Whiteboard;

Flip chart stand;Flip chart stand; Overhead projector;Overhead projector;

Film/ Slide projector;Film/ Slide projector;

TV/ Video and remotesTV/ Video and remotes

Cassette/ CD playersCassette/ CD players

Sound system and Microphones;Sound system and Microphones;

Video camera;Video camera;

Chalk (white/colored);Chalk (white/colored);

Felt pens (water/ spirit);Felt pens (water/ spirit);

Flip charts.Flip charts.

TransportTransport

Access roads;Access roads;

Sleepover.Sleepover.

Venue selection (continued)


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Venue selection (continued)

Sellotape/ masking tapeSellotape/ masking tape

Drawing Pins

Drawing Pins

PostPost--it padsit pads

Pens/pencilsPens/pencils

Rulers/ geometry setsRulers/ geometry sets

CalculatorsCalculators

ScissorsScissors

Stapler/ staplesStapler/ staples

Writing paperWriting paper

Folders/ filesFolders/ files

Overhead TransparenciesOverhead Transparencies

Slides/ videos/ cassettesSlides/ videos/ cassettes

Storage boxesStorage boxes

Attendance registerAttendance register

Expense claim formsExpense claim forms


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Concluding comments


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g

If there is nothing very special about your work, noIf there is nothing very special about your work, nomatter how hard you apply yourself, you wont getmatter how hard you apply yourself, you wont get

noticed, and that increasingly means you wont getnoticed, and that increasingly means you wont getpaid much either.paid much either.

Michael Goldhaber, WiredMichael Goldhaber, Wired

Concluding comments


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g

We are in the twilight of a society based on data. As informationWe are in the twilight of a society based on data. As informationand intelligence become the domain of computers, society willand intelligence become the domain of computers, society will

place more value on the one human ability that cannot beplace more value on the one human ability that cannot beautomated: emotion. Imagination, myth, ritualautomated: emotion. Imagination, myth, ritual -- the language ofthe language ofemotionemotion -- will affect everything from our purchasing decisions towill affect everything from our purchasing decisions to

how we work with others.how we work with others. Companies will thrive on the basis ofCompanies will thrive on the basis oftheir stories and myths.their stories and myths. Companies will need to understand thatCompanies will need to understand that

their products are less important than their stories.their products are less important than their stories.

Rolf Jensen, Copenhagen Institute for Future StudiesRolf Jensen, Copenhagen Institute for Future Studies

We are in the twilight of a society based on data. As informationWe are in the twilight of a society based on data. As informationand intelligence become the domain of computers, society willand intelligence become the domain of computers, society will

place more value on the one human ability that cannot beplace more value on the one human ability that cannot beautomated: emotion. Imagination, myth, ritualautomated: emotion. Imagination, myth, ritual -- the language ofthe language ofemotionemotion -- will affect everything from our purchasing decisions towill affect everything from our purchasing decisions to

how we work with others.how we work with others. Companies will thrive on the basis ofCompanies will thrive on the basis oftheir stories and myths.their stories and myths. Companies will need to understand thatCompanies will need to understand that

their products are less important than their stories.their products are less important than their stories.

Rolf Jensen, Copenhagen Institute for Future StudiesRolf Jensen, Copenhagen Institute for Future Studies

Concluding comments


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g

There is no use trying, said Alice. One cant believeThere is no use trying, said Alice. One cant believeimpossible things. I daresay you havent had muchimpossible things. I daresay you havent had much

practice, said the Queen. When I was your age, Ipractice, said the Queen. When I was your age, I

always did it for half an hour a day. Why, sometimesalways did it for half an hour a day. Why, sometimesIve believed as many as six impossible things beforeIve believed as many as six impossible things before

breakfast.breakfast.

Lewis CarrollLewis Carroll

There is no use trying, said Alice. One cant believeThere is no use trying, said Alice. One cant believeimpossible things. I daresay you havent had muchimpossible things. I daresay you havent had much

practice, said the Queen. When I was your age, Ipractice, said the Queen. When I was your age, I

always did it for half an hour a day. Why, sometimesalways did it for half an hour a day. Why, sometimesIve believed as many as six impossible things beforeIve believed as many as six impossible things before

breakfast.breakfast.

Lewis CarrollLewis Carroll

Concluding comments


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g

The greatest dangerThe greatest dangerfor most of usfor most of us

is not that our aim isis not that our aim istoo hightoo high

and we miss it,and we miss it,but that it isbut that it is

too lowtoo lowand we reach it.and we reach it.

MichelangeloMichelangelo

Concluding comments


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g

RIPRIP

Joe J. JonesJoe J. Jones

19421942 20042004HE WOULDA DONE SOMEHE WOULDA DONE SOMEREALLY COOL STUFFREALLY COOL STUFF

BUT BUT HIS BOSS WOULDNTHIS BOSS WOULDNT

LET HIM!LET HIM!

Stop bitching aboutStop bitching aboutpoliticsmaster it !politicsmaster it !

Tom PetersTom Peters

Concluding comments


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Source: Ibis

g

Concluding comments


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Aknowledgement


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Pieter Bouwer, for many of the practical ideas for ice breakers and also quotes;

Dr Fritz Hlscher, for the diagram related to the so called Dialogical Intervention

Process;

Bortoft, Henri. The Wholeness of Nature (New York: Lindisfarne Press, 1996)

Davids, Julian. The Nature of Genius (Audio cassette available from Jung Library,

Cape Town)

Edwards, Betty. Drawing on the Right Side of the Brain (London: HarperCollins

Publishers, 1982)

Monk, Ray. LudwigWittgenstein - The Duty of Genius (London: Vintage Books,

1991)

Ornstein, Robert E. The Psychology of Consciousness (New York: Harcourt Brace

Jovanovich, 1977)

Peter, Tom. Annual Conference of theAnnual Conference of the American Society forTraining andAmerican Society forTraining and

DevelopmentDevelopment(Orlando: 2001)


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Train_the_Facilitator

Documents