April these. this role. of the meeting. approaches. that can. conference of. In-House

Transcription

1 Innovation Insight Series Number 29 Becoming an Effective e Facilitator within Your Own Organization In April 2014 at the International Association of Facilitators (IAF) North America annual conference, a group of internal facilitators facilitator trainers met to discuss the role of those who provide facilitation within their own organization. The goal of the discussion was to identify how these internal facilitators could be most effective. This Innovation Insight examines best practices for those in this role. What is facilitation? The first question is What exactly does it mean to be a facilitator, either internal or external? Ingrid Bens (Bens, 2000, p. 5) defines a facilitator of meetings as "One who contributes structure process [emphasis added] to interactions so groups are able too function effectively make high-quality decisions; a helper enabler whose goal is to support others as they achieve exceptional performance." The process facilitator is a neutral person, one who is not going to take sides in a discussion, make evaluative statements, or recommend one alternative over another. There are at least three layers of skillss for the facilitator to bee successful in doing this. In the first layer, the facilitator must be familiar with the components of an effective meeting: an agenda, expected time needed, desired outcomes for the items on the agenda, a record of the meeting. For the second layer, the facilitator must be familiar with the tools, skills, approaches that can be used to enable the participants to have the discussions needed, or reach a decision that will be understood supported by all. Note: This Innovation Insight is the result of recurring discussions duringg our facilitation workshops at Penn State about the various facilitative roles workshop participants may be taking on. It also reflects discussion at a session at the 2014 conference of the International Association of Facilitators - North America facilitated by Barbara Sherlock, Best Practices for In-House Facilitators. Following the IAF conference, Barbara had further conversations with Karyn Stock-MacDonald, Business Innovation Coach, Corporate Performance Innovation, City Manager s Office, Mississauga, Canada Jeroen Blijsie, Powerfulteamwork.com, Netherls about ideas surfaced in the conference session.

2 The third layer is the content neutrality of the facilitator. The outcome of the meeting belongs to the meeting participants, not to the facilitator. Internal or external facilitator - what s the difference? The similarities Internal external facilitators use similar skills, tools, approaches, although there may be variations in skill levels with particular tools approaches. Both groups of facilitators use tools to capture group discussions, either chart paper markers or electronic means. Both focus on group process remain neutral regarding the content of the group s discussion. Both will do some advance planning with the client /or the group, both will have some follow-up activities. And it is hoped that both will follow the International Association of Facilitators (IAF) Core Values Competencies: A. Create Collaborative Client Relationships B. Plan Appropriate Group Processes C. Create Sustain a Participatory Environment D. Guide Group to Appropriate Useful Outcomes E. Build Maintain Professional Knowledge F. Model Positive Professional Attitude The differences External facilitators are often self-employed or work for an organization that specializes in consulting or training. They contract specifically with a client from another organization to provide their. External facilitators hired from outside the organization may have specialized expertise, for example facilitating projects in information technology or community planning. They will probably have a recognized reputation. With this will come billable time a contract for their. There are advantages their expertise disadvantages their cost, fitting into their schedule, the time they may need to learn about the organization, the temporary nature of their work with the organization. The internal facilitator is one who works within the organization facilitating meetings activities. They can provide facilitation as either their full-time, primary responsibility; as a significant but not primary part of their activities; or as a volunteer gaining professional knowledge from their facilitation experience. Within the organization, the facilitation may be billable or non-billable. Internal facilitators are fulfilling a support role within a larger organization. Working as an organizational staff member, accountability may need clarification there may be confidentiality issues. More information about the different types of internal facilitators can be found in Innovation Insight #28, What Type of Facilitator Are You? The IAF group identified some additional items in comparing external internal facilitators. Table 1 lists these factors. 2

3 Table 1: Factors in Using Internal External Facilitators Phase Internal Facilitator Factors External Facilitator Factors Identifying clients Knowledge expertise Planning conducting the session Cost evaluation of May have a steady stream of dem for Knows the organization history culture Knows organizational politics, policies, procedures Has expertise specific to the organization May have blind spots about the organization May have a clear understing of the organization s goals for the initiative Client may want more explanation of why a certain process is selected; may be less willing to try new things May find it harder to stay neutral Knowing the participants will have an impact on interactions May be too integrated into the organization not in a position to challenge client or group members May know how to deal effectively with certain individuals May get drawn into organizational politics May see participants on a regular basis during after the initiative Without a contract there may be unrealistic expectations for quick, last minute, or ongoing Without a set cost for, may not be fully valued Charges for may be low, or not paid by the client May not be able to refuse a request for In the organization to see the long-term impact results May be asked to remedy unintended consequences Evaluation of facilitator/facilitation may be difficult or biased by organizational culture May have to spend time energy on marketing sales May have broad range of experience May have a steep learning curve to determine what is realistic May have expertise in one or more industries or intervention products May have expertise based on experience May have predetermined ideas about the organization Client may be more willing to follow the approach suggested Easier to stay neutral Not knowing the participants will have an impact on interactions Independent freer to challenge client or group members May not know the finer points of dealing with some individuals May be able to remain outside of organizational politics Can leave the organization when the job is done Specific negotiated contract for specific Specific cost/price established for Cost of may be high Can make the final decision of whether to take the job Do not necessarily get to know the results or long-term impact May not be held accountable for unintended consequences Hiring rehiring provides bottom-line evaluation 3

4 The Advantages of Internal Facilitators Given the comparisons in Table 1, what are the reasons to use internal facilitators the benefits to both the organization to the individual facilitator? First, as noted, an internal facilitator will be familiar with the organization. There will be less of a learning curve about the structure culture. Second, as a member of the organization, the facilitator has an interest in the long-term outcome of their facilitation efforts. They will be a part of the organization, they will continue to work with the people in the organization. Finally, an internal facilitator provides longer-term benefits to the organization. Using internal facilitators can be a tool for professional development within the organization. The individuals facilitating will improve their skills related to managing effective meetings dealing effectively with groups in any setting. The organization has the potential to develop a pool of individuals who have both a broad deep range of facilitation skills. Those individuals can facilitate productive discussions that produce high-quality well supported decisions on a daily basis, without the need to plan for, bring in, pay for external resources. Best Practices in Internal Facilitation Given these advantages, how can an organization the individuals involved maximize the likelihood of success for internal facilitators? The IAF discussion group identified the following best practices for success as an internal facilitator in three categories: values, organizational management, professional development. Values o Stay true to the process o Underst your organization s business, goals, strategy o Ensure integrity within the facilitation unit or among the facilitators so that the facilitator remains neutral can be viewed as external o Advocate for resources executive team board support to ensure process consultation facilitation is understood appreciated by the entire organization o Work to incorporate facilitation into group team activities across the organization Organizational Management o Treat your facilitation like a business o Have clearly documented processes, tools, approaches o Clearly identify the facilitation you offer o Have a contracting process work with internal clients as you would with external clients be willing to set boundaries for your internal clients o Create a booking or reservations system to reserve time ensure the time of the facilitator is booked properly o Develop a system to track describe how when facilitation is being used the range of internal clients identify best practices 4

5 o Have performance goals for your, your unit, the unit staff Professional Development o Stay supported, fresh, current through connections with other facilitators, both internal external, through on-line face-to-face professional development groups conferences o Develop an internal community of practice o Work with a co-facilitator o Practice through mock facilitation sessions o Bring in facilitators from outside of your organization to teach new techniques tools o Seek out professional development opportunities to keep skills sharp learn new techniques If you re facilitating internally want to continue to advance on this path, use the information above in planning both your daily activities your longer-term development. References Resources Bens, I. Facilitating With Ease! A Step-by-Step Guidebook with Customizable Worksheets on CD-ROM. (2000). Jossey-Bass. International Association of Facilitators. Core Facilitator Competencies. Viewed 4/30/2015. Innovation Insight #15: Effective Meetings Innovation Insight #16: Facilitating Teams for Organizational IMPROVEment Innovation Insight #28: What Type of Facilitator Are You? For more information, contact the Office of Planning Institutional Assessment at or psupia@psu.edu, or visit our website: The of the Office of Planning Institutional Assessment are provided free of charge to The Pennsylvania State University are adapted to the specific needs of departments or individuals. May