How to Create and Sustain a Participatory Environment
September 15, 2011 8 Comments
The primary responsibility of a facilitator is to protect the participants. Secondarily, the facilitator helps drive the group toward its desired deliverable. Since the deliverable is built to serve the participants, the people take priority over the issues. To some extent, both people and issues are managed by creating an environment that is conducive to productivity. Easier said, than done.
Additionally the International Association of Facilitators (IAF) encourages you to “Demonstrate effective participatory and interpersonal communication skills . . .
- Apply a variety of participatory processes
- Demonstrate effective verbal communication skills
- Develop rapport with participants
- Practice active listening
- Demonstrate ability to observe and provide feedback to participants”
The “zen” of the experience warns us that participants will respond to stimuli differently. Psychologist Howard Gardner identified eight distinct types of intelligence. He claims that all humans have the spark of genius buried within, but they manifest differently among us. The eight types include:
- Bodily-Kinesthetic Intelligence (“Body Smart”)
- Interpersonal Intelligence (“People Smart”)
- Intra-personal Intelligence (“Self Smart”)
- Linguistic Intelligence (“Word Smart”)
- Logical-Mathematical Intelligence (“Number/ Reasoning Smart”)
- Musical Intelligence (“Musical Smart”)
- Naturalist Intelligence (“Nature Smart”)
- Spatial Intelligence (“Picture Smart”)
You can begin to appreciate the value of applying a variety of participatory tools to solicit input from your participants. Clearly and factually, not all of them will respond effectively to a strictly “verbal” environment. Thus it is critically important to interview your participants in advance. How else will you understand them and the method that may best serve them? As we say in FAST class, there is no “silver bullet” to be an effective facilitator. If you don’t show up prepared, your performance will likely be sub optimal.
Once we understand our participants better, and can improve the selection of tools that we choose to use in our meetings and workshops, effective facilitation relies heavily on active listening. When conflict develops, people frequently do not listen to the other person or side of the story. The facilitator’s role becomes indispensable to provide reflection on what is being said, because more participants will listen to the facilitator. Don’t forget to confirm however, that you got it right.
Or write, as in, capture the reflection in writing. If you capture the participants’ primary thoughts (frequently referred to as a causal link as in “I think that . . .”) in writing, such as a large Post-It® on an easel, it becomes easier to have them reflect on what was written down or captured. Your participants can then confirm the accuracy or offer up corrections or additions as appropriate.
When providing feedback and reflection, scan the room and observe reactions, typically non-verbal. Determine if it appears that the group understands and perhaps agrees, or if there is resistance —perhaps due to misinterpretation or misunderstanding that you can help clear up through active listening.
Remember friends, nobody is smarter than everybody. For detailed support, see your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).
- How To Structure the Introduction to Meetings and Workshops (facilitativeleadership.wordpress.com)
- The DNA of a Modern Leader (facilitativeleadership.wordpress.com)
- How to Communicate Meeting and Workshop Results (facilitativeleadership.wordpress.com)
- How to Facilitate the Ideation Activity with the Brainstorming Tool (facilitativeleadership.wordpress.com)