Inside some organisations, there are networks of facilitators who design and run better meetings. Perhaps you are in such a network, or have worked with people who are. Perhaps you've designed and run training for people who go on to be part of such a network. These are, for the most part, people who facilitate either as a part of their job (and are given management support and time within their job to do this) or on top of their day job (having to carve out time informally, and doing it because they love it). They are not generally full-time facilitators.
I was asked to share some insights about facilitation networks, for SALAR, the Swedish Association of Local Government and Regions. This was done as part of some work that Edward Andersson is helping them with. A link to my presentation is at the bottom of this post.
Facilitation as an essential skill for participative approaches to decision-making
SALAR's interest came from their desire to revitalise dialogue between citizens and local government, in order that decisions taken at a local and regional level are much better informed by people's experiences, insight and preferences. When bringing together a group of citizens to discuss contentious questions like whether and how best to welcome refugees, or what to do about school provision or local transport services, you need a skillful facilitator who can both design a good process and facilitate it 'in the room'.
And the in-house facilitator network I know best - at the Environment Agency* - arose because of exactly this impulse: the need to have much better conversations with stakeholders (both professional stakeholders and communities) about important questions like pollution control, flood risk management and protecting water quality. (The Environment Agency also has a framework contract for Stakeholder Engagement, Advice and Facilitation Services, known as SEAFS, which has professional independent facilitators on it.)
Facilitation for internal conversations
There are also in-house facilitator networks which focus on internal conversations, rather than inside-outside conversations. They help out with specific initiatives or projects - like whole-staff conversations in the run-up to the development of strategic plans - or can be called on for smaller conversations, like project planning or to sort out a problem. Some organisations choose to take a very focused approach to their facilitation, by training facilitators in a specific methodology like agile or design thinking. Others will equip their facilitators with a wider range of tools.
There was a period in the UK when the stars aligned, and there was enough political focus on the role of citizen participation in local decision making that all sorts of public bodies - police, emergency services, health, education, local government and so on - needed to build their capacity to facilitate conversations with stakeholders and the public. A solution which emerged - developed and championed by InterAct Networks - was to train facilitators from a number of different organisations which all covered the same geographical area. So someone from a county council, a health authority and a community group might work together - with no money changing hands - to facilitate a workshop on behalf of an education authority. And when the county council needed external facilitators, they could call on others in the network to help out. This was one (cash-cheap) way to address the need for independent, neutral facilitation, where the facilitator does not have a stake in the outcome of the conversation.
At its height in 2004, there were between 15 and 20 such inter-organisational networks swapping facilitation resources and playing that neutral facilitator role for each other. Often, the in-house facilitators would would alongside professional independent facilitators who would lead on process design while the network members played support roles, for example facilitating table groups in larger workshops.
When I went looking for these kinds of networks again in 2017, I couldn't find any of the original networks still operating. (I did find a different inter-organisation facilitator network, trained by Dawn Williams of Sage Gateshead, informally swapping facilitation services between museums in the North East of England.)
More in-house networks
After my work for SALAR was completed, I found out about some other in-house networks. This was at a fascinating panel discussion as part of the (IAF) International Association of Facilitators conference in Paris, in October 2017. We heard from four organisations about their internal networks: DHL Express Russia, Airbus, Decathlon and ENGIE Global Energy Management. DHL Express Russia has trained 200 in-house facilitators!
As well as networks where the purpose is to build an organisation's capacity to design and run better meetings, there are networks which are essentially there to facilitate peer learning between people who want to improve their facilitation skills. There are loads of these, and they fall into two categories: alumni of a particular training course, e.g. Art of Hosting or TOP; and 'all-comers' peer learning, like the learning meet-ups organised by the IAF in the UK. These are much more likely to include 'all comers' than to be confined to a single organisation.
What makes them work?
There are six key lessons that I took from talking to people who run successful networks and also to those with insights into networks that haven't continued:
- Management support for network members - people need support from their managers to do the training, and then use their new skills for the benefit of colleagues and the wider organisation.
- Coordination doesn't happen by magic. Networks are never 'self-sustaining'. Coordination, leadership, administration takes real people real time. It can be 'hidden' within someone's day job, or done on top of the day job, but it still needs doing.
- The network must have a clear purpose (peer learning; advocating for the use of facilitative approaches; swapping of facilitator resources), and that purpose must meet a real organisational need (otherwise management support will not happen).
- For peer learning networks, people need to think about four things: whether there is an 'entry level' of minimum knowledge, skill or training; how to support members in actively using their skills; encouraging reflective practice and peer or 'client' feedback; and building in face-to-face refreshers where people share skills, learn new ones, and problem solve for each other.
- For 'swapping' networks, whether intra- or inter-organisational, even stronger organisational support is needed. There need to be guidelines for quality control, a protocol for receiving appropriate requests for facilitation support, and time for coordination.
What do you need to think about?
When setting up a facilitator network, the initiators need to think about:
- its purpose - is it about facilitation skills which may be used in any situation, or about promoting public engagement or participative decision-making? is it primarily there to enable continued learning and skills development, or to provide (semi) independent facilitation for each other's teams (swapping facilitator resource)?
- its boundaries - do all the members need to be from the same organisation? or to have gone through the same training? Is there a minimum level of skill or training that they need, to be able to offer themselves to facilitate for others in the name of the network? If there is 'swapping' of facilitators, there are some additional questions: how will 'clients' know about the resource, and how to use it well? How will requests for facilitation be filtered and allocated? How will facilitators get feedback? Does it matter if some members never make themselves available to facilitate in this way?
- the organisational context - consider and explore things like: senior level sponsorship; the learning and development or professional development aspects, and how to get support from this team; making it part of people's 'day job'; if it's about promoting and enabling public and stakeholder engagement, consider how the organisation can integrate public engagement into the decision-making or policy-making cycle; whether or not the organisation has access to external professional facilitation support, in addition to its in-house network, and how this may dovetail with the network.
- its coordination and management - how will the network get the resources to do the coordination and management; how will the coordinator(s) / manager(s) have a mandate from the network members, or from the organisation; who 'owns' the network, and can make decisions about its future?
Find out more
My presentation to SALAR is available here. It's a powerpoint slide show, .ppsx. This page should help if you are having trouble viewing it. The presentation is in three parts, and the participants had a chance to discuss the questions between each section. (For process geeks: we then had Q&A via skype, and doing it this way enabled me to stick to my no flying experiment.)
If you'd like to talk about setting up or revitalising an in-house facilitation network, do get in touch.
*Along with colleagues from InterAct Networks and 3KQ, I have trained in-house facilitators at the Environment Agency, and worked with them to facilitate workshops involving stakeholders and the public.