How can you simplify complex facilitation situations?

In my experience, it's important to gain or confirm alignment on the objective of the program & session; set ground rules; timebox the conversations; address the complex topic and break it down - deal with one aspect at a time and acknowledge contributors and seek out quiet participants. It's good to take breaks - I'm especially finding that facilitated breaks or brain activities are helping (breath work; gratitude; affirmations) to inject more positive energy into the session.

I think, facilitation starts even before everyone meets together. As a facilitator, I need to know the objective of the meeting or the workshop in advance, in order to structure it for success. Knowing who the participants are going to be and their roles is also essential to know beforehand, to understand and plan for the group dynamic.

There are usually at least two agendas in every class/meeting: the one agreed to by the host, and the one(s) the participants show up with. My job as a facilitator is to figure out quickly which one(s) I need to deal with first. I was facilitating a meeting at a large company that had recently undergone a re-org and a change in worker schedules before our meeting. The workers were not consulted. I learned quickly that we were not going to make progress with the official agenda until I gave the participants a chance to vent about what happened. While I couldn't change what happened to them, I could give them space to talk about it. Once that happened, we could proceed with the official agenda. Read the room.

In my experience, complex situations can prove to accelerate the learning of those participating. As a facilitator, it is not my responsibility to solve, but to create an environment where participants generate solutions. I have relied on the following: 1. At the beginning of the conversation, obtain alignment on the intended outcome of the conversation. 2. Encourage participants to identify what is fact versus what is the "story" being created. 3. Allow the complex situation to be an anchor for participants to reflect and share what is possible.

Once, in a very intimate workshop with a diverse group of automotive engineers, we got stuck in a rut and couldn't get any traction. "Let's double de-clutch..." proved a resonant call to creative action. I thank my Dad and his old Morris for that one : )

In my experience, successfully facilitating anything, planning is the key to success (and what folks typically want to skip over). -A stakeholder canvas helps with creating groups. -Consider: power dynamics (don't pair boss/report), distribute introverts/extroverts, shy/chatty, members of "cliques," and look for your helpers and detractors. -Reduce friction and engage potential detractors as helpers(buy-in/principle of reciprocity). -Share the agenda in advance. Include artifacts for review. Repeat the day of the event. -Send reminders. -Have a helper. Something always comes up! -Time box it all. -Dry run. Always. -Set expectations in your invitation. Remind at kickoff. -Be flexible and ready to pivot.

In my experience, I've learned that simplicity and breaking down complex information is crucial, especially when working with groups dealing with trauma. It's important to avoid overwhelming people with too much information too quickly or for too long. Starting with small, manageable steps and breaking them down into individual questions or problems can help ease frustration and make the process more manageable. Trusting the members and their lived experiences to make meaningful connections is essential, and offering gentle guidance when needed has always proven to be beneficial.

Complexity doesn't inherently mean complication. As facilitators, our role is to communicate this effectively. Managing complexity can be achieved through various techniques and frameworks like SMART goals, OKRs, and work breakdown structures. Initially, it’s crucial to establish a shared understanding that while the task may be complex, it’s not insurmountable with the right tools and approach.

A few other techniques that I've found to be helpful to boost engagement is to firstly, inform the group that when one person shares their personal experience with others, it's an opportunity for everyone to learn; inevitably, at least a portion of what the person is sharing will resonate on some level to the listeners. Secondly, acknowledge individuals for their bravery in standing up to peers and sharing their personal stories, as it often requires people to lean into their fears to share vulnerably and authentically.

Visual tools - drawing & doodling - asking participants to draw their ideas instead of writing them brings much excitement, creativity and engagement in the room.

Engage participants in the session, determine beforehand what their expectations are of the session. Creating of smaller groups is excellent, as everyone in the group gets to participate and no one gets left behind.

In my experience, it is important to not be seen as the expert. When facilitating a dialogue and asked a question by a participant, redirect the question to the group to encourage ideas and feedback on how they might handle. This is where the real learning occurs and is applicable to real life situations.

Maintain Goal Visibility: Ensure all participants stay aligned with the workshop's objective. Use visual aids, agenda boards, or periodic reminders to reinforce the purpose. Reiterate the Goal Regularly: Keep participants focused by continually reminding them of the main goal, preventing distractions from secondary issues. Adapt to Changing Needs: Complex facilitation requires adaptability. Flexibility in adjusting schedules & activities based on emerging needs is essential for maintaining control of the workshop's flow. Guide Consensus Building: The facilitator's role is to guide participants toward a common goal and consensus. This involves managing conflicts, promoting productive discussions.

Improvisation is probably the biggest skill of the facilitator. Depending upon the topic, the participation, a facilitator needs to be ready to change the plan. Having a few tools and methods in your toolbox, that you have used before and can drop in or out anytime, can really help give you the confidence to improvise in the room.

A facilitator must plan for the unplanned. Understanding the context, scope, and stakeholders is vital for anticipating needs. Having a diverse set of tools and techniques at the ready, and choosing the most appropriate ones based on group dynamics, is essential. For example, facilitating a university website design update might involve interactive tools like post-its for students, whereas directors may respond better to structured frameworks and voting systems.

"The degree to which I can create relationships, which facilitate the growth of others as separate person, is a measure of the growth I have achieved in myself." Carl Rogers I love this quote because I see facilitation as service to the needs and status of our participants journey in growth. So the essential task of a facilitator is to understand how what he has to present will serve the persons progress down their own path to a place they see as desirable. No meaning will be shared unless both parties have agreed and are committed and that can only be as a consequence of understanding how tht meaning relates to each participants context!

If you observe something, bring it to the surface. "I observe a lot of silence in the room at the moment." And then see what happens with it, what the group does with the information

While designing the workshop, it is always good to have a couple of flexible backup plans. When in the workshop, things start to go off the script (most of the time); use the break or time while the group is busy to adapt your next steps. Depending on the dynamics and direction the team is heading, be ready to shift the original plan. It might sound stressful, but with some experience, you start seeing this as business as usual. Over time, every facilitator comes up with a toolbox that pulls them out of any situation.

IMO, workshops and other similar facilation tasks are best with a retro activity at the end. You can keep it simple with an "I like, I wish, I wonder" reflection or the standard "Rose, bud, thorn" exercise. I also always add an area either on a digital canvas or in the chat for people to exchange networking details and interests if they choose. A simple follow-up survey can be effective as well but it's best to catch them while it's all fresh if you can.

Leveraging techniques like debriefing and soliciting feedback helps you evaluate the outcomes and understand the impact of your sessions. Follow-ups can also provide insights into the long-term effectiveness of your facilitation. Self-assessment, peer reviews, and mentoring are invaluable for identifying personal strengths and areas for growth. These practices not only help you celebrate successes but also understand and learn from any missteps, fostering your development as a skilled facilitator.

Along with a number of elements I feel 2 things cam help make a real difference in facilitating the learning in the room. 1. Create and encourage spaces in the program for reflection and integration. Utilise the post practice learning model and encourage rumination on the elements presented and the impact it has on them. 2. Related to the above that rumination should be generative, thinking about what in the past would have been different if they had this learning available and how it they would feel about that difference and also what would a future use of the learning look like different from what they would have done without the change and how they feel about the difference to come.

While some facilitators may hold different views on my perspective, it ultimately comes down to your ability to gauge the room. I understand that reading the room is subjective, but it's not solely reliant on that. After reading the room, you can validate your observations by assessing the situation objectively, confirming the truth as you perceive it at that moment. As Blair Singer taught me, even if I happen to be mistaken, it's all right. The mere presence of a facilitator, as participants may perceive it, encourages them to remain attentive and engaged, preventing them from disengaging.

One of the most important facilitation skills is to ensure a common understanding and agreement on the reason for meeting, the prescribed goal(s), and the concepts and terms included. One cannot assume that this understanding and agreement is present, because there is a risk of talking in circles and not achieving the desired goals. There is a speaking technique that I believe applies to complex facilitation situations as well. In speaking, I refer to this technique as "This is what I am going to say; this is what I am saying; this is what I said". I believe this technique can be applied effectively in facilitation as well, only in terms of what we will attempt to accomplish.

Complex situation arising in a Facilitation Session is not Uncommon. Handling the same and simplifying it, all depends on the Facilitator's Skills & Mindset. I have my own Dos and Don'ts: Do have an Open & Empathetic Mindset Do Spend more time understanding the situation as compared to handling it. Do involve other participants to ease the situation. Do admit, if you don't have an immediate solution to it and commit to getting back with it. Do Focus on the facts Do have a simple communication technique. Don't take it personally Don't try to handle everything on your own. Don't focus on the emotions, especially negative ones. Don't be rigid, based on your experience. Adaptability is the key here.

Successful facilitation is about the participants and the learning that is occurring. It is not about myself (the facilitator) and what I may know or think I know about the topic. My role is to encourage discussion, steer the conversation to promote further reflection, and have participants identify next steps at the conclusion of the learning to encourage hands-on.