Dynamic Facilitation vs. Traditional Facilitation (Fonte )

The facilitator … … Follows energy more than an agenda. He or she assures a quality of conversation that is heartfelt, inclusive, and creative. Results emerge in a non-linear way. … Helps keep people to a logical agenda and agreed-to guidelines of behavior. Within that structure, s/he helps people self-organize, be creative and build relationships.
The primary dynamic of change is … Self-organizing. The thinking process is emergent, where goals, the problem-definition, and people tend to grow and change through the process. People often feel empowered as a result. Managed. The traditional facilitator helps people self-organize (circle) wthin a context of managed change(box), or set of boundaries.
The issue … … Is something people care about. It can be an “impossible to solve” mess or emotionally charged. Often the group discovers “the real problem” to be something else. … Is chosen because it is solvable. Issues that are ‘impossible” or emotionally charged are avoided, muted or dispassionately broken into smaller, manageable pieces.
The people involved … … Drop their roles and become authentic. They discover and speak their minds and hearts. Uniqueness and diversity of views is an asset in the quest for breakthroughs. … Usually maintain their roles or sense of self. They are expected to manage their feelings to accommodate the group. A diversity of viewpoints hinders “agreement”.
The talking and thinking process is primarily… … choice-creating, a form of transformational talking. Progress happens non-linearly through “shifts” of mind and heart. Unanimity emerges from seeming chaos. People don’t develop set positions, but seek what is best for all. … decision-making, a form of transactional talking, where progress happens deliberately through discussing, analyzing, sorting, weighing and deciding. The facilitator remains neutral and helps with the negotiation between positions Trust-building exercises or training may be required beforehand.
The result is a … … Unanimous conclusion. It is a shared sense of what is best, around which all feel commitment. … Decision made through consensus, voting, compromise, or fiat. Often commitment needs to be built separately.
The process is … … Often the most important aspect of the results, yielding personal growth, enhanced trust, and a sense of “We.” Success is assessed by a conversation about the decisions and process. … Less important than the results. Success is tracked by progress on a set agenda and the achievement of pre-set goals.
The time involved is … … Less, This breakthrough process may seem longer since the problems are usually bigger and there are often periods of chaos. But the process can be contained within any time period. … More. This incremental process may “feel” like it progresses faster because the issues are usually smaller and you can track the progress. But often the issue needs to be readdressed because of resistance to change.