Researching Working Collaboratively, I heard a lot about the importance of a skillful facilitator. And you can see why. Collaboration happens when different people or organisations want to achieve something - and they need common ground about what it is they want to achieve. They might both want the same thing or they may want complementary things. Since finding common ground is not easy, it's good to know facilitators can help.
Common ground, common process
But it's not just common ground on the goals that need to be achieved, it's common ground on the process too. It's essential to be able to find ways to work together (not just things to work together on).
Process can be invisible - you're so used to the way your own organisation does things, that you may not see that these processes are choices. And it's possible to choose to do things in other ways.
This can be as simple as using descriptive agendas (which set out clearly what the task is for each item e.g. 'create a range of options', 'discuss and better understand the options', 'identify the group's top three options', 'agree which option to recommend', 'agree which option to take forward') rather than the more usual summary version (Item 1: options).
Or it might be agreeing to set up special simultaneous consultation and decision mechanisms within each of the collaborating organisations rather than each one going at its own usual, different, pace.
To be able to make these choices, process needs to be brought to conscious awareness and explicitly discussed. This will be a key part of any facilitator's role.
Disagreement without conflict
Collaboration is about agreement, of course. But if the organisations have identical aims and ways of meeting them, then they might as well merge rather than collaborate! In collaboration, you must also expect disagreement and difference.
Sometimes people may be so keen to find the common ground, that discussing the areas of disagreement and difference becomes taboo. Much more healthy is being able to discuss and acknowledge difference in an open and confident way. A facilitator who is used to saying: "I notice that there is a difference of view here. Let's understand it better!" in a perky and comfortable way can help collaborators be at ease with disagreement.
Your facilitator will also need to help you be open about the constraints and pressures which are limiting your ability to broaden the common ground about desired outcomes or process. Perhaps a public body cannot commit funds more than one year ahead. Perhaps a community or campaign group needs to maintain its ability to be publicly critical of organisations it is collaborating with. A business may need to be able to show a return on investment to shareholders. In most cases, the people 'in the room' will need to take some provisional decisions back to their organisation for ratification.
Just like the areas of disagreement, these constraints can be hard to talk about. Some clients I work with express embarrassment bordering almost on shame when they explain to potential collaborators the internal paperwork they 'must' use on certain types of collaborative project.
Much better to be open about these constraints so that everyone understands them. That's when creative solutions or happy compromises arise.
A neutral facilitator?
Do you need your facilitator to be independent, or do they need to have a stake in the success of the collaboration? This is the 'honest broker / organic leader' conundrum explored here.
I have seen real confusion of process expertise and commitment to the content, when collaborative groupings have been looking for facilitation help. For example, the UK's Defra policy framework on the catchment based approach to improving water quality seems to assume that organisations will offer to 'host' collaborations with minimal additional resources. If you don't have a compelling outcome that you want to achieve around water, why would you put yourself forward to do this work? And if you do, you will find it hard (though not impossible) to play agenda-neutral process facilitator role. There is a resource providing process advice to these hosts (Guide to Collaborative Catchment Management), but I am not sure that any of them have access to professional facilitation.
This is despite the findings of the evaluation, which say that facilitation expertise is a 'crucial competency':
"Going forward, pilot hosts indicate that funding, or in-kind contribution, for the catchment co-ordinator and independent facilitation roles is essential." (p8)
And Defra's own policy framework makes clear that involving facilitators is crucial to success:
"Utilising expert facilitation to help Partnerships address a range of issues for collaborative working including stakeholder identification and analysis, planning meetings, decision-making and engaging with members of the public [is a key way of working]."
There seems to be some understanding of the agenda-neutral facilitation role, but a lack of real answers to how it will be resourced.
I will be fascinated to see how this plays out in practice - do comment if you have experience of this in action.