Facilitation

Facilitation is not about preventing a flawed process but about learning how the organisation can take responsibility for an effective process. In what way can conflict, tension, defensive behavior and extreme emotions be reduced? How can more effective cooperation, coordination and decision-making be achieved?

Observations are important as diagnostic equipment, as “pieces of the puzzle”. They are not the absolute truth nor meant as judgements about right or wrong. They offer a fresh look or a reframing of the (complex) reality.

As a facilitator I give advice - tips - tools - reflection - conceptual input (on content) where the process is touched. The organisation itself has to take the necessary decisions and make substantive choices.

In my view effective facilitation is based on trust and compassion with all the people involved. This helps to get past defences, and ensures that management and professionals dare to show their vulnerability.

Vulnerability is needed to get in touch with each other. Together you learn to be more daring and find ways to be more effective. In fact learning and daring require the tolerance to make mistakes. It requires you to recognize your own mistakes and to experiment with new behavior. To coach each other constructively towards (learning) new behavior. In many cases this results in more pleasant and relaxed cooperation.