How do you manage complexity in facilitation?

Consider conducting confidential, individual stakeholder interviews using a set of questions designed to uncover their unique interests and needs as well as their different perspectives on the benefits, concerns, goals and potential outcomes related to the topic. You use the data and insights from these stakeholder interviews to design your facilitation process. You can also present the aggregated and de-identified data and themes (including divergent outlier perspectives) during the group facilitation session to help ensure all perspectives and voices are heard as part of the process.

While you should design a workshop / facilitation that you believe in and will achieve the goals set out by the group, it can also be beneficial to gain buy-in upfront from key stakeholders. If there is a clear leader of the group, you may want to prepare them for what exercises and dynamics to expect and encourage them to exemplify and promote active participation (without taking over the space).

Some executives only see value in complex tools and models. My recommendation is that the more complex the content or the situation the team is confronting, the simpler the approach should be. Use simple tools and models to reduce the level of complexity and break the situation down into manageable pieces. Simple tools like flowcharts, mind maps, idea chains, or storyboards can not only promote an understanding of the situation but they can be used to communicate solutions as well as a plan of action in a way that's easy for all team members to grasp.

Every interaction that engages us entirely will likely be mentally and emotionally draining. Just the fact that someone is paying attention to what is happening beyond the task and bringing it up to the group shows that it's a job well done. You do not have to manage the group's energy or create an atmosphere. Sometimes, energisers, check-ins, and "lightening the mood" are ways to avoid the conflicts and tensions that arise, for example. In most cases, they are unnecessary - suggest a break and see how people behave. To acknowledge and address tensions is also an art - not only on how to do it but more importantly in reflecting 'in the service of what?'.

Three things that I believe are key components; 1. Have a Focus Statement- “ The purpose of this session is to …….. 2. Have a Desired Outcome description “By the end of this session we will have …… 3. Establish “Ground Rules” for conducting business. Review the Ground Rules and get participant agreement. Allow participants to add additional Ground Rules that they believe are important for managing the session.

A good place to start is by having a strong understanding of the audience you are facilitating to coupled with a strong understanding of the topic content, goals and objectives. Know who the stake holders are and their understanding or expectations for the topic/content.