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process. That means that each mem-
<br />rest of the group when they have no
<br />share information with those people.
<br />ber's participation is essential for the
<br />individual interests that need to be
<br />Make decisions by consensus.
<br />group to work effectively.
<br />considered in solving a particular
<br />Consensus is at the heart of the
<br />People in groups tend to have dif-
<br />problem.
<br />ground rules. Everyone should agree
<br />ferent job positions in the organiza-
<br />Exchange relevant information with
<br />with and support the group's deci-
<br />tion. Consequently, they're likely to
<br />nongroup members. To be effective,
<br />sions. If one person can't support the
<br />have different experiences and views
<br />groups must work well with others
<br />decision, the group lacks consensus.
<br />toward solving a given problem.
<br />whose work affects or is affected by
<br />Consensus ensures that each
<br />Groups can benefit from members'
<br />the group. Groups do this by obtain-
<br />member's choice is a free choice to
<br />different ideas when people explain
<br />ing valid information, deciding what
<br />which he or she can commit.
<br />why they agree or disagree.
<br />information to share with nongroup
<br />Decision making by consensus
<br />In addition, people should tell the
<br />members,- and determining how to
<br />equalizes the distribution of power
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<br />_ -,
<br />Survival Skills for Group acilitators
<br />P
<br />By %a n Yu i ll, a consultant with
<br />shift ;plans, and evaluate progress
<br />outsider, : you ,don `know what the 7 3
<br />Revenue Canada, Box, 70082, :160
<br />'_ Just faciliiate!':Never',imply,that you
<br />group; knows" And the group,
<br />Elgin Street, Ottawa., Ontario,
<br />know more than anyone in the:':
<br />knows it:'As an outs ider,you`'canT, `
<br />Canada K2P. 2M3:
<br />group. The job of the facilitator is_:
<br />speak from the group's perspective;
<br />to encourage people to offer their '..
<br />Unless ;you're part of the group,
<br />Here ,is a'12-point checklist that.
<br />own knowledge. When you think
<br />use "we" only when it refers to
<br />group "interventionists" can use to
<br />it's necessary to make a point,-,
<br />pe "ople_ in, general; for example;
<br />improve their facilitation skills.
<br />quote other experts.: When group
<br />"We :all "need feedback."
<br />Don't skip the group introductions.
<br />members. disagree, stay neutral. It's'
<br />Honor members'. ,preferences., Make
<br />Always. assume that participants
<br />not your job to steer the group to
<br />sure that ;all participants have an
<br />don't.know each other, even if they
<br />your. own way of thinking. Don't
<br />adequate opportunity to express'
<br />work together daily. At the begin-
<br />take sides, even if you have one.
<br />themselves.,. You may need to=
<br />ning of any event,,:, provide an
<br />Atmosphere speaks. 'Set the ;tone
<br />remind highly verbal participants to!..,,
<br />opportunity . for co- workers to
<br />with` your attire, lighting, handouts
<br />let others speak: And remember,
<br />become acquainted and learn
<br />. and other materials, audiovisuals,
<br />that some people may not want .to ;
<br />something new about each other.
<br />arrangements of chairs and tables,''
<br />contribute actively.
<br />Respect the natural rhythms. Trust
<br />refreshments, and so forth.
<br />To, achieve consensus, each: .
<br />the group to take care of itself. It
<br />The session environment can
<br />group member needs to feel a
<br />may not be well established, but it
<br />show participants that you want -
<br />sense of ownership; either `by par-
<br />.will raise issues when it's ready.'
<br />them to relax, be creative, and give
<br />ticipating actively or by listening.
<br />Look. for subtle messages: glancing
<br />their .best. It also shows whether "`
<br />and reflecting:'.
<br />at watches, closing eyes, engaging
<br />you respect them. People may not
<br />Encourage enjoyment. Look for. fun,
<br />in side conversations, and -so forth.'
<br />notice when everything is right. But
<br />laughter, and creativity., Those are
<br />Such cues can help you pinpoint
<br />they will notice. if the environment
<br />the by- products of people who like,:
<br />issues that need attention.
<br />makes them feel uncomfortable.
<br />each other and feel comfortable.
<br />:Check your assumptions. It's safe to,
<br />Make observations. Stating the
<br />working together.
<br />assume that participants want to be
<br />obvious can be a powerful way to
<br />Reflect afterwards. Accept that
<br />excited and want to do a good job.
<br />confront the group or move it
<br />you've forgotten to say something
<br />Typically, negative people have
<br />along. For example, say to inatten -.
<br />or that you should have said things
<br />learned. to be negative because
<br />tive participants, "You seem tired.
<br />differently. That's the case in most
<br />they've been. discouraged and dis-
<br />Is it time to wrap up ?"
<br />facilitation,
<br />appointed repeatedly. Similarly,
<br />Work with conflict constructively.
<br />Reflect on and evaluate your.
<br />positive attitudes are learned —and
<br />When conflicts arise, look for
<br />own performance just long enough
<br />must be practiced.
<br />points of agreement. Steer partici-
<br />so you can improve your next ses-
<br />Group sessions are likely to
<br />pants' energy in positive directions.
<br />Sion. But don't beat yourself up
<br />include both positive and negative
<br />Say, " I agree that we need to fix
<br />with regrets. Evaluate with the aim .
<br />participants. It's easy to like posi-
<br />this problem," or, "Let's use that
<br />to make things better.
<br />tive people and not as easy to like
<br />emotion to make things happen."
<br />As the facilitator, you're -there to
<br />negative ones, though the latter can
<br />Know your place. Avoid using the
<br />serve and assist the group with its
<br />make important contributions.
<br />word "we" to imply that you see
<br />agenda. You need to respect the
<br />Learn to listen for the true meaning
<br />yourself as a member of the group,
<br />group's norms, expertise, and stage
<br />of the words negative people use.
<br />unless you really are a member. As
<br />of development. If you interject your
<br />Use breaks wisely. Use breaks to
<br />the facilitator, you're most likely a
<br />own agenda or issues, group mere
<br />change topics; collect your
<br />guest. The "royal we" tends to
<br />bers are likely to disregard your right
<br />thoughts,, cool off high emotions,
<br />sound condescending. If you're an
<br />to influence or guide the group.
<br />Training & Development, August 1994 51
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