|
DYNAMIC
FACILITATION (F4)
|
TRADITIONAL
FACILITATION(F1)
|
| 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.
|
