1. Facilitation Basics Kelly Campbell Rawlings ASU School of Public Affairs Center for Nanotechnology in Society

2. With a partner… What draws me to this work? What skills do I bring to the task? What are my biggest challenges/concerns? What do I need to work on?

3. Characteristics and Skills of Facilitators

4. What are some characteristics of a good facilitator?

5. Facilitator Characteristics & Skills (Everyday Democracy, Seeds for Change, and Clark et al, 2004 ) Self-awareness Inclusive Committed to democratic principles and group process Effective Communication & Active Listening Using non-verbal and verbal signals Combining body language and speech to communicate Behaviors that Support Active Listening Approach to Active Listening

6. Facilitator Characteristics & Skills Assertiveness Knowing when to intervene decisively and give some direction Clear Thinking and Observation Paying attention to both content and process Neutrality (RKI Facilitators’ Working Guide) Act as if you are neutral; practice neutrality Encourage and affirm each person Explain your role Be aware of your own “unconscious” behaviors Resist the temptation to step out of the role of facilitator

7. Facilitation in Action

8. General Tips for Effective Facilitation (Cark et al, 2004) Be prepared Be flexible Be energetic and positive Encourage humor Be clear Embrace mistakes and limitations Be sensitive Use a variety or tools, techniques, and approaches

9. Critical Elements During the Workshop Set a relaxed and open tone Establish clear ground rules and keep to them Monitor and assist the group process Help the group grapple with the content Use probing comments and open-ended questions Reserve adequate time for closing the discussion

10. Setting Ground Rules How would you introduce this to the group? What might be included?

11. Agreements for a Great Conversation (Conversation Café) Open-mindedness listen to and respect all points of view Acceptance suspend judgment as best you can Curiosity seek to understand rather than persuade Discovery question old assumptions, look for new insights Sincerity speak for yourself about what has personal meaning Brevity go for honesty and depth but don't go on and on

12. Key Facilitation Skills in Action (Everyday Democracy and Seeds for Change) Reflecting Feeding back the content and feeling of the message “Let me see if I hear you correctly…” Clarifying Restating an idea or thought to make it more clear “What I believe you are saying is…” Summarizing Stating concisely the main thoughts “It sounds to me as if we have been talking about a few major themes…” Shifting Focus Moving from one speaker or topic to another “Thank you John. Do you have anything to add Jane?” “We’ve been focusing on views 1 and 2. Does anyone have strong feelings about the other views?” Using Silence Allowing time and space for reflection by pausing between comments

13. Options for Stimulating Discussion Handout (Haynes,1988) Ask for feelings and opinions Paraphrase Encourage participation Ask for a summary Ask for clarification Ask for examples Test for consensus Initiate action Explore an idea on more detail Do a quick survey Suggest a break Suggest a procedure Suggest they try something Stop the action and ask the group to talk about something Reflect what you think someone is feeling Be supporting Question assumptions Check targets or orientation Confront differences Role reversal Look into the future Focus on action choice

14. Facilitator Skill Building Exercise Reflecting, Clarifying, Summarizing, and Shifting Focus Groups of 3- speaker, facilitator, and observer Speaker will talk for 3 minutes about which sustainability objective is the most important to them and why Sometime during that time, the facilitator will utilize one of the four skills

15. Handling Potential Challenges

16. You’re prepared, so what could possibly go wrong?

17. With a partner… Identify and propose suggestions and tips for Working with shy people Handling a lack of focus or drifting off topic Increasing participation and responding to a lack of interest Dealing with difficult questions Handling dominant people Managing conflict

18. Ideas for Working with Shy People Try to draw out without putting on the spot Talk with them informally before or after the session Make eye contact and look for nonverbal cues Give notice of the topic and time to prepare Give them responsibility for note taking and feedback Place them in a supportive group Give them time Use role play to build skills and confidence

19. Ideas for Lack of Focus Requires judgment and intuition Timing May not know exactly where conversation is going yet Keep an eye on how engaged participants are If in doubt, check with the group Intervene to get back on track

20. Ideas for Increasing Participation Make sure you are providing enough time for reflection and response Pose a question and go around group May have agreement May be avoiding tensions Bring out other views or opinions

21. Ideas for Handling Difficult Questions Be prepared and know the material Anticipate questions and think of potential responses Do not be afraid to say you do not know but will get back with the information Be aware of available resources

22. Ideas for Talkative or Dominant People When intentional, intervene and set limits (e.g. number of times people can speak) Remind group that everyone is invited to participate Be careful with your tone of voice and comments Give them responsibility within the group Pare with other similar types or with facilitator

23. Ideas for Managing Conflict Acknowledge conflict Try to establish cause of conflict Remind them that disagreement and conflict is okay but needs to be productive and focused on the issue Personal attacks are not to be tolerated Refer back to ground rules Take a break to change the energy in the room

24. Handling Outrage

25. What drives outrage? What actions contribute to outrage?

26. Handling Outrage (what follows drawn from IAP2 Training Manual) What drives outrage? Fear Disagreement over values or priorities Anger about approach and attitude Actual impacts Actions that Contribute to Outrage Using the DAD model (Decide, Announce, Defend) Failing to recognize deeper social, political or economic concerns Failing to provide adequate training for technical experts and spokespersons in communicating risk Using overly complex or technical language Communicating verbally and nonverbally in ways that elicit mistrust and acrimony

27. Dealing With Emotionally Charged Situations (IAP2) Process design Provide opportunity to vent Provide opportunity to suggest changes that would address concerns Event planning Provide multiple opportunities Meet on their turf Start planning early Invite participation and explain how event will be conducted Techniques Select techniques that allow people to share concerns Avoid techniques that would allow people to act in confrontational manner Greet people as they arrive and thank them for coming Ask participants to set ground rules to ensure civil behavior

28. Reframing: Moving from Positions to Interests 1.Ask Why? 2.Reframe 3.Remove Inflammatory Statements Reframing Exercise

29. Initially Handling Charged Situations Let person vent Don’t interrupt, be defensive, or argue Respect their opinion and their right to hold it Try not to take their anger and emotion personally Use active listening skills Ask questions to clarify the source of their concern, anxiety, fear, or anger Summarize what you have heard Ask them what they would like done to address their concerns If you can do what they requested, then agree and establish a time when it will be done If you can’t do it, offer to take the request to those who may be able to do it Commit to a schedule to provide feedback

30. If the Anger and Aggression Continues Use reframing skills to take out any inflammatory words and to clarify interests Get agreement on interests (what would they like done, timeframe, who is responsible) Write comments down to ensure they feel heard (e.g. flip chart) Check to make sure comments are recorded accurately Indicate what you can do from here If necessary, move away from chart to separate Move on to another person or next item on agenda

31. If all that fails Revisit ground rules If there is another facilitator, suggest they talk directly with that person outside to allow meeting to continue Offer to talk with them during a break Ask them to write down their concerns and commit to providing them as part of the meeting record

32. Facilitating with Cultural Competence Be aware of the ways that cultural differences may show up in Communication styles Attitudes towards conflict Approaches to completing tasks Decision-making style Approaches to “knowing”

33. Fishbowl Facilitation Mock facilitation Observation and evaluation feedback