How the meeting went

So how did the meeting go? Did Marcus let you get a word in edgeways?

Oh, it was awful… a disaster from start to finish. I completely felt out of my depth with this one. Marcus just took control at the start. I know he’s chair, but I sort of expected to get in there a few times! Louise didn’t say anything and Mark just kept going on and on about this open plan office move again… Michelle just got annoyed and after Grace received an urgent phone call, they all just packed up and left, so nothing was really discussed. You know, I didn’t feel I added anything by being there.

Don’t worry, it gets easier the more you do it. You’ll get the hang of it after a while.

But we don’t have time for me to ‘get the hang of it’! Decisions about this office move need to be made now. How on earth am I going to get things back on track? You know, nothing I’ve ever done before has prepared me for working with a group like this…

I do know how you feel. I have facilitated meetings with the members of this steering group before and I do know the problems. But they really need you. As their facilitator, you’re an advocate for the process… neutral… you help them focus. You’re there to listen to the issues, offer insights, make suggestions, help them explore and change and, ultimately, to steer them into making decisions that need to be made on behalf of the whole department.

I do know the theory, and I have had some experience with facilitating other groups before but, well, there seems to be something more going on with this group. It’s more like refereeing…

OK. Let’s take it back to basics for a minute. The role of the facilitator is to stimulate the group into sharing ideas and information in ways that everyone understands, enabling the group to discuss the issues constructively as they arise. We need to make sure that everyone has a voice so that all the different viewpoints are heard, and to clarify issues to help them formulate a plan that takes all concerns into consideration whilst ensuring that they take ownership for the solutions that they come up with…

Right… well, like I said, the theory of facilitation is fine… it’s dealing with these different behaviours that I’m struggling with.

It all has to be planned out… If you let Marcus take control, he will! You have to be clear on the focus of the session right from the start and let everyone know why you are there. You already have a good idea as to what some of the emotional reactions are going to be around the issues, so you can find ways beforehand to make this work for the group instead of derailing the meeting.

Right… So finding ways to stop their behaviours from taking over.

Yes, while at the same time allowing them to have their say… getting their opinions and feelings out on the table for discussion. Right from the start, you have to let them know that you’re there to help them – and what you’re not there to do.

Not there to do?

Well, you’re not there to make the decisions for them. They have to know that they are in charge of the process. They have to trust in you to help them knit together all the diverse viewpoints, and to empathise with their position and help them find a way through, whilst at the same time keeping a close eye on the goals of the meeting.

Which, in this case, is a definite plan and timescale for the office move in six months’ time.

Right. If you look at the discussion in three separate parts, the first part is about encouraging them to explore the topics in front of them. Setting the focus for them being there, and finding ways to get them talking openly and honestly about the issues and how they will affect the decisions they have to make.

Like a brainstorming session. I have used icebreaker games, post it notes and flipcharts before to bring people’s thoughts together. I don’t think it’s going to work with this lot though…

It’s about where the group is with their goals, the agenda, and getting the issues out on the table. The second part of the discussion is about going deeper into these issues, letting people know how they relate to others. They need to recognise and attend to the emotional responses that will come with any sort of change like this. It’s also good at this point to share personal experiences, both good and bad.

You see, this is where I get really nervous… dealing with these emotional responses to issues. Like with Mark – I mean, he’s so upset about the new office layout being open plan that he just won’t accept the fact that the decision’s already been made…

I know. You’re going to have to find ways to channel his energy into more positive areas. I had similar conversations with him during some of the earlier planning meetings.