Understanding Facilitation: Theory & Principles by Christine Hogan

By Christine Hogan

Facilitation is rising as an exhilarating career. it really is getting used in a variety of events and occupations, together with offices, relaxation and healthiness actions, organizational making plans and group improvement.

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The aim of the programme is to advance the understanding of active non-violence for positive social change, building on the experience and insights of previous non-violence movements. The programme offers facilitated workshops for activists; training for non-violence facilitators; and consultancy help for activists in using the media, preparing for non-violent direct action and managing under stress. The facilitators offer a wide variety of interactive exercises aimed at stimulating awareness of the values and repercussions beneath any action for change.

Thirdly, they trust people and groups and believe in and practise adult learning techniques, that is, ‘andragogy’. Fourthly, they expect their groups to possess knowledge rather than lack it, and treat them with that expectation. Fifthly, they use the Johari window (Luft, 1969) as a model to determine the degree of knowledge the group possesses about a particular topic at hand. ) Facilitation skills are not superior to presentation and/or training skills. A skilled facilitator, that is, one who has presentation and training as well as facilitation skills, can interweave seamlessly between the three when necessary.

The Metaplan Company and the Schnelle brothers revolutionized conferences and moderated/facilitated groups of 10–1,000 people in BMW, IBM, Philips, Siemens and Volkswagen using visualization strategies. They developed visualization techniques, including a variety of colours and sizes of coloured cards (ovals, rectangles and circles) and dots to enable participants to design ‘problem maps’ (ie coloured cards pinned to huge sheets of brown paper) showing critical interrelationships and dependencies.

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