May 10, 2011 - Facilitation Fieldbook Chapters 40 & 48

Going Underground – Facilitation to Unearth Misconceptions, Unintended Inferences, and Camouflaged Activism (Hidden Agendas) and to Collaboratively Leverage Change
Robin & Heidi
All-Staff Meeting: May 10, 2011

Goals:
Understand possible reasons that our states are slow to move forward and explore ways to deal with the gridlock - Heidi
Agenda:
1. Introductions at your tables: 5 minutes - Heidi
a. Be your name
2. Workshop Guidelines: 5 minutes - Robin
a. Concentrating today on:
i. Paying attention to Self and Others – Listen to Understand
ii. Presume positive intentions – Stop yourselves from climbing up the ladder of inferences
3. Overview of Chapters – 5 minutes
a. Chapter 40 - Robin
b. Chapter 48 - Heidi
4. Introduction to the Case Facilitation Modeling activity – Robin & Heidi – 5 minutes
5. Table Cases – 20 minutes – Heidi
a. Each table is given two cases to work out according to the guidelines from the chapters.
b. Assign roles at your tables for the cases. Include a timekeeper/observer.
6. Debrief – 1 from each table – 10 minutes – Robin
a. What did you dig up and how did you do it?
b. What tools did you use to create a structure for change?
c. What did you learn?
d. What questions do you still have?

The Skilled Facilitator Fieldbook

Chapter 48: Integrating the Skilled Facilitator Approach with Organizational Policies & Procedures
“Values, beliefs, and assumptions that drive policy decisions are often deeply embedded in what is considered good professional practice… And policies generated … are often in tension with the principles of the Skilled Facilitator approach” (p 383).
Situation – Typical organizational practices:
“This is the way we’ve always done it”
“These are the rules/state laws/HR mandates” (as they have been told to me)
Can lead to:
• the inability to correct misconceptions
• fear of similar treatment
• resentment
• and even actions intentionally designed to break the rules.

Addressing the situation – Integrating organizational practices with the skilled facilitator approach:
Unearth the interests underlying the practices, examine the unintended consequences, and explore ways to change the practices to incorporate mutual values:
1. Identify the source
2. Understand exactly what the policy says and does not say
3. Explore the interests that generated the practice; share your interests and the unintended consequences you see
4. Explore redesigns to meet the interests
5. Consider sharing interests (needs/situations/purposes that the policy is aimed to address) in policy statements