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Community Development

Faci acilitati itative ve Leade adersh rship ip De Deep Di Dive Da Day

INTRODUCTIONS

Kris Parker Tamara Ogle Purdue Extension Community Development Andrea Proulx Buinicki Giving Focus

TWO-MINUTE CONVERSATIONS ACTIVITY

 Understand facilitative leadership  Share tips for leading effective meetings  Practice using some basic tools  Gain confidence to lead groups effectively

WHAT IS FACILITATION? The design and management of structures and processes that help a group:  Work together successfully.  Identify and minimize problems.  Increase effectiveness.

(Justice and Jamieson, 1998)

WHAT IS A FACILITATOR’S JOB?

Kris Parker

“A facilitator’s job is to support everyone to do their best thinking” ~Sam Kaner “A facilitator’s job is to manage the process and leave the content to the participants.” ~Ingrid Bens

FACILITATOR: PROCESS GROUP: CONTENT

Content Process

PROCESS VS. CONTENT

Content Process

PROCESS VS. CONTENT Facilitator Expert Coach

Content Process

PROCESS VS. CONTENT Facilitator Expert Coach Learning Facilitator Trainer Facilitative Leader

FOUR FUNCTIONS OF A FACILITATOR

► Encouraging full participation

► Promoting mutual understanding ► Fostering inclusive solutions ► Cultivating shared responsibility

Kaner, Sam, Lenny Lind, Catherine T

• ldi, Sarah Fisk, and Duane Berger. Facilitator's Guide to Participatory Decision-making. 2nd
• ed. San Francisco, CA: Jossey-Bass, 2007. Print.

FACILITATING FOR COMMUNITY FOUNDATIONS

 Leading Coalition Meetings  Facilitating Visioning or Strategic Planning  Convening Community Conversations  Managing a Project  Other?

FACILITATION AT A GLANCE, INGRID BENS (2012).

FACILITATION LEARNING LAB

FLIP CHARTS

Using Flip Charts Activity

QUESTIONS?

INTERNAL OR EXTERNAL?

WHEN TO USE AN INTERNAL FACILITATOR Advantages

 Understand organization’s

history and culture

 Stake in success  Available, salaried  Aware of resources  Can follow outcomes and ensure

continuity

Challenges

 May lack experience or tools  May not be seen as credible  May not be seen as neutral  May have some bias towards

• utcomes

 Situation to risky, facilitator has

to deal with fallout

FACILITATION AT A GLANCE, INGRID BENS (2012).

WHEN TO USE AN EXTERNAL FACILITATOR Advantages



Assumed to be credible



May have specialized experience



People may trust neutrality



Unencumbered by political or emotional baggage



Can afford to take more risks



Can walk away from repercussions



Paid, high expectations

Challenges



Need to research extensively



Don’t fully understand personalities involved



Need to build rapport with client



Don’t get to see initiatives unfold



Can be costly



May be unavailable for follow-up work

FACILITATION AT A GLANCE, INGRID BENS (2012).

WHEN TO BE DIRECTIVE OR FACILITATIVE

Be DIRECTIVE and act like a meeting chair:

 To give clear instructions  To share your expertise  To inform people about

decisions already made

 When there is no input on non-

negotiable situations

 When accountability is not

shared

Be FACILITATIVE for the sections of the meeting:

 To gain input of team members  To create more buy-in and

commitment

 To encourage staff to take the

lead

 When accountability is shared  When the ideas of staff are

needed

FACILITATION AT A GLANCE, INGRID BENS (2012).

WHEN MIGHT YOU USE FACILITATION?

EXAMPLES

Can you think of a situation that benefitted from (or could have benefitted from) facilitation?

WHAT ARE YOUR GROUPS DECIDING?

THE GROUP DECISION-MAKING PROCESS

Kaner, Sam, Lenny Lind, Catherine T

• ldi, Sarah Fisk, and Duane Berger. Facilitator's Guide to Participatory Decision-making. 2nd
• ed. San Francisco, CA: Jossey-Bass, 2007. Print.

IDEA GENERATING

 Brainstorming  Popcorn  Round Robin  Sticky Note Cards  Mind Map  Rotating Flip Charts  Fishbone Diagram

People often listen to or take more seriously the ideas that are expressed in acceptable communication styles. Groups may ignore an idea from speaker who is  Repetitive  Shy or anxious  Exaggerates or distorts  Emotional

CALCULUS OF DIVERSITY

Role of a Facilitator The facilitator can help the group expand the number

• f ideas it “hears”.

NARROWING

 Sticky Dot Voting  Paired Comparisons  Rank

Voting

 Quadrant Diagram  Decision Matrix

USING A “PARKING LOT” LIST

This is where you park ideas or topics when now is not the right time to address them

TOOLKIT

QUESTIONS?

Learning How to improve?

Knowledge

 Read about facilitation best practices  Attend further training

Skills

 Build your “tools”  Develop verbal/ nonverbal skills for facilitation

Attitude

 Set learning goals  Work to build a culture of facilitation

Ethics

 Embody core principles of facilitation  Reflect and seek feedback

Experience

 T

eam up with an experienced facilitator

 Take on small facilitation opportunities

FACILITATION REQUIRES EXPERTISE

Learn more with Purdue Extension Community Development at

www.cdext.purdue.edu

Facilitative Leadership June 26-28, 2018 Nashville, Indiana

Community Development

Th Than ank k you

• u!

Kris Parker

parkerkj@purdue.edu

Tamara Ogle

togle@purdue.edu

Andrea Proulx Buinicki

andreapb@giving-focus.com