Real Life Learning

Tag: Appreciative Inquiry

Steps in Facilitation 2 – Images and Metaphors

Preeti distributing image cardsFor the second of my mentoring sessions with Preeti I decided to keep with the subject of data collection and explore a more sophisticated technique to the standard Post It sort we had used in the previous session.

The brain dump onto Post It notes works really well when everyone can easily articulate their thoughts but sometimes you want something deeper to be explored and the conventional brain dump can end up being a mass of slightly meaningless unconnected words.

We explored using visual imagery as a trigger to an initial dialogue and looked at how you might use this in different settings. I used a set of visual cards from St Lukes Resources. http://tiny.cc/stlukescards

Continue reading

Facilitation is More Than Having Fun with Post Its

Yesterday I worked with a group of facilitators. We are working on a project to create a high level accredited pathway in facilitation. The first activity we worked on as a team was to share all the different tools, techniques and models that we each use within our own facilitation practices. The photo below demonstrates the wealth of experience that we shared.

 

Tools Techniques and Models for Facilitation

Tools Techniques and Models for Facilitation

What was great about the experience was that we had created an atmosphere of trust between us so that we could ask each other to explain tools which we were not sure of. This is a significant step amongst professional groups; I have often observed a tendency for people to cover up their lack of knowledge because they don’t want to be seen as lacking by their peers. This creation of trust meant that we were willing to explore the ideas put onto the board and to test if they were models, tools or techniques or should we define it as a theoretical underpinning.

 The chart that emerged of the theory we were using as facilitators to inform our practice grew as the activity went on. We all shared stories of “bad facilitation” where an individual used a tool without the underpinning knowledge. This often happens when an inexperienced facilitator sees a tool in use or reads about it and quickly jumps to implementation stage without a deeper consideration of whether this is the right tool for the desired outcome and for the group they are working with.

 Sometimes it is easy to dismiss facilitation as “messing about with Post It notes” and “having fun with groups” and it is this approach to facilitation which we are setting out to challenge. This means facilitators having a deeper understanding of the different models but also being willing to spend time understanding more complex theoretical underpinnings to our work.

 One of the topics we talked about was Appreciative Inquiry. This is another example of a technique which can be used inappropriately and can lead to a frustration when it fails to deliver the promise. I came across a great blog:

http://aiconsult.wordpress.com/2009/07/14/appreciative-inquiry-better-ways-of-doing-the-design-stage/#comment-29

What I really liked about this blog is the attention that is given to what happens with all the data collected in the first stages of a facilitated event. This is one of the areas that I want to study as part of my quest for qualification. I can see lots of techniques for generating data and the way we do this is often creative, engaging and inspiring but then I watch people get lost as the data is reduced to something more manageable for an action plan. It is great to see some practical examples of how this stage is tackled for one specific method.

 Christine Bell – Bellthompson Ltd

Appreciating the Good Things

One of the complaints I get from managers is how their own managers only notice the bad stuff that they do. At the same time as saying this they will talk about all the bad things that their employees do and list the problems in the organisation.  I often wonder why we do this, and I know that I am not perfect myself, so my learning challenge is how to get out of the “isn’t it awful” and “if only” type of conversation into something that gives more potential for moving forward.

I use a couple of different tools and techniques to help move the conversation on. The first is a model used by colleague Ian Cunningham(http://www.stratdevint.com) called the 3 P Model. The Ps referred to are puzzles (there is a solution) problems (there may be a solution but not currently known) and predicaments (the only solution would require massive change in government/organisational policy). In my experience lots of energy is spent in organisations trying to work on challenging the predicaments. The nature of predicaments means that they are difficult to change.  For more junior managers predicaments might be the inflexible nature of the pay structure which makes it difficult for them to give the financial rewards that they would like to. As a facilitator I might suggest that they accept the nature of the predicament and look at what they can influence instead.

The next tool I use is Appreciative Inquiry. This is a model developed by David Cooperider and others and there is a good website which gives a detailed overview. http://appreciativeinquiry.case.edu/

My work is mainly with Northern Europeans who can be very cynical about anything which they perceive as too Californian, referring to it as “happy, clappy stuff”. So whilst I have yet to convince an organisation to adopt the whole approach advocated by the Appreciative Inquiry movement I have used it to change the way that we review and plan. Instead of starting with “what are the problems in this team” I encourage managers to ask the questions about what is going well, what can I build on in this team? It just helps to shift away from a negative viewpoint to something that gives some needed energy and boast to the team and the manager.

The final technique I use is the Strength Based approach. One of the advocates of this is the Gallup Organisation and their book “Strength Finder 2.0” is one I recommend to managers who want to take a different approach to appraisal, recruitment, talent management. I also use a set of card which I ordered from St Luke’s Innovative Resources www.innovativeresources.org. There are 54 cards each of which describe a strength. I encourage individuals to select strengths that they think they have or their team have and explore why this will help the team develop further.

These tools start to help a shift to seeing the world through a slightly different lens. It doesn’t mean that there aren’t still problems and that everything in the world is lovely but it does help to look at how we can move forward from the “isn’t it awful” coffee talk into something that might help contribute to better organisations and governments.

Copyright © 2019 Real Life Learning

Theme by Anders NorenUp ↑