One of the many great things about our supportive online community hub is how our members gather around specific topics of interest in what we call “huddles.” These spontaneous, participant-driven sessions are where some of the most meaningful insights and connections take shape. Recently, we had the pleasure of diving into the topic of engaging quiet participants, a challenge many facilitators face. This particular huddle, led by Marco Monterzino, sparked a wealth of ideas and strategies that truly resonated with everyone involved. In this blog post, I’m excited to share the key takeaways and lessons we uncovered during this dynamic session.

One of the most common challenges in Facilitation is encouraging participation from quieter members of the group. Whether due to cultural differences, anxiety, or past experiences, some participants may hesitate to share their thoughts. This can lead to unbalanced discussions and missed opportunities for diverse insights. This article delves into 13 effective techniques for facilitators to foster a more inclusive environment, ensuring that every voice is heard.

As facilitators, creating a safe and engaging space for all participants is crucial. By understanding the various reasons behind quietness and employing strategic approaches, facilitators can help draw out the valuable contributions of every group member. Read on to discover practical methods to enhance your facilitation skills and promote active participation.

1. Pre-surveys

Conducting pre-surveys is an excellent way to gauge participants’ concerns and expectations before the session begins. This approach allows facilitators to tailor their strategies to address specific worries, making participants feel heard and valued from the start. Asking questions about their comfort levels, past experiences, and expectations helps in creating a more welcoming environment.

Pre-surveys can also uncover hidden dynamics within the group that might affect participation. By understanding these nuances, facilitators can better prepare and adjust their facilitation techniques to meet the needs of all participants, ensuring a smoother and more effective session.

2. Setting Ground Rules

Establishing ground rules at the beginning of the session sets a clear framework for participation. Encourage talkative participants to be mindful of their airtime while inviting quieter members to contribute more actively. Ground rules create a sense of structure and fairness, which can help alleviate anxiety among participants.

Ground rules should be revisited periodically during the session to reinforce their importance. This consistent reminder helps maintain a balanced discussion and ensures that all voices are heard, creating a more inclusive and productive environment.

3. Anonymous Feedback

Providing options for anonymous feedback can significantly increase participation from quieter members. Tools like anonymous sticky notes on virtual boards allow participants to share their thoughts without fear of judgment. This method ensures that everyone has an opportunity to contribute, regardless of their comfort level with speaking up in a group setting.

Anonymous feedback can also reveal insights that might not surface in a more public forum. Facilitators can use this feedback to address concerns and adapt their approach, making the session more responsive to the needs of all participants.

4. Small Group Discussions

Breaking participants into smaller groups can create a more comfortable environment for sharing. In virtual settings, breakout rooms facilitate more intimate discussions, allowing participants to feel less intimidated and more willing to contribute. Smaller groups can lead to more meaningful exchanges and better engagement from all members.

Facilitators should ensure that these smaller groups are diverse and balanced, promoting a variety of perspectives. This approach not only encourages quieter participants to speak up but also enriches the overall discussion with a wider range of insights.

5. Empathy and Safe Space

Emphasizing the creation of a safe space is crucial for encouraging participation. Facilitators should actively work to make all participants feel comfortable and respected. Acknowledging the importance of psychological safety and organizational culture helps build trust and openness within the group.

Empathy plays a key role in this process. By understanding and addressing the underlying reasons for participants’ quietness, facilitators can create an environment where everyone feels valued and motivated to share their thoughts.

6. Use of Silence

Strategic use of silence can be an effective way to encourage participation. Allowing moments of silence gives participants time to think and formulate their responses. This approach can be particularly beneficial for those who need a bit more time to feel comfortable speaking up.

Facilitators should balance silence with active engagement, ensuring that it does not lead to discomfort or disengagement. By using silence thoughtfully, facilitators can create a more reflective and inclusive discussion environment.

7. Direct Invitations

Politely inviting specific participants to share their thoughts can help draw out quieter members. Using phrases like, “I’d like to hear from some of the people that I haven’t heard from yet,” can gently encourage participation without putting anyone on the spot.

This approach should be used with sensitivity to avoid making participants feel singled out. Facilitators should aim to create a welcoming atmosphere where invitations to speak are seen as opportunities rather than obligations.

8. Random Selection Tools

Tools like the Wheel of Names can randomly select participants to speak, reducing the pressure on any one individual. This method ensures that everyone gets a chance to participate and can add an element of fun to the session, helping to break the ice.

Random selection tools can democratize the discussion, making it clear that every participant’s input is valued. This approach can help reduce anxiety and encourage more spontaneous contributions.

9. Reframing Quietness

Acknowledging that quietness can have various causes is important for facilitators. By reframing the understanding of quiet participants, facilitators can focus on the context rather than labeling them as difficult. This perspective shift can lead to more effective strategies for engagement.

Facilitators should consider the broader context of each participant’s quietness, whether it’s due to cultural differences, personal anxiety, or past experiences. This understanding can inform more empathetic and tailored facilitation approaches.

10. Role of Facilitation

Asking for permission to facilitate and setting clear expectations at the beginning of the session establishes the facilitator’s role and authority. This clarity can help manage the session flow and ensure balanced participation.

Facilitators should consistently reinforce their role throughout the session, guiding the discussion and making adjustments as needed to keep the conversation inclusive and productive. This proactive approach helps maintain a positive and structured environment.

11. Parking Lot

Using a “parking lot” for off-topic or lengthy discussions ensures that the session stays focused and on track. This technique allows facilitators to acknowledge important points without derailing the main agenda.

Revisiting parked items at an appropriate time shows participants that their contributions are valued and will be addressed. This approach helps manage time effectively while ensuring that all relevant topics are eventually covered.

12. Breathing Exercises

Facilitators can integrate brief breathing exercises at various points during the session to maintain a sense of calm and focus. This technique helps create a supportive environment where participants feel more at ease sharing their thoughts.

Starting the session with a breathing exercise can help participants relax and feel more present. Deep breaths create a calm and focused atmosphere, which can reduce anxiety and promote better participation.

13. Inclusive Language

Using inclusive language that invites contributions without putting participants on the spot is crucial. Phrases like, “What are your thoughts?” can encourage participation in a non-threatening way.

Facilitators should be mindful of their language throughout the session, ensuring that it remains inviting and inclusive. This approach helps build a welcoming environment where all participants feel comfortable contributing.

Conclusion: Take Action with Facilitation Lab

Engaging quiet participants can be challenging, but with the right techniques, facilitators can create an inclusive and dynamic discussion environment. By implementing these strategies, you can ensure that every voice is heard and valued, leading to richer and more productive sessions.

Ready to enhance your facilitation skills further? Join us at the Facilitation Lab, where you can learn, practice, and refine your techniques in a supportive community of fellow facilitators. Let’s work together to create engaging and inclusive experiences for all participants.

The post How to Engage Quiet Participants appeared first on Voltage Control.

Table of contents

• The Importance of Practice and Feedback
• Embracing a Growth Mindset
• The Neglect of Practice in Professional Settings
• The Role of Play and Improvisation
• Building a Feedback-Rich Culture
• Conclusion

Just as athletes and musicians refine their skills through continuous rehearsal and constructive critique, professionals must also engage in deliberate practice and seek feedback to master their craft. This blog post delves into the importance of these elements, offering insights and strategies to foster growth and success in the workplace.

The Importance of Practice and Feedback

In the realm of facilitation, practice and feedback are indispensable. Facilitators, like any other professionals, require ongoing effort and refinement to hone their skills. Learning theories and strategies is essential, but actively practicing these skills and receiving feedback on performance is where true growth occurs.

In coaching or training settings, or through certification programs, creating opportunities for individuals to practice their facilitation skills is a top priority. Equally important is establishing mechanisms for receiving feedback. This feedback loop helps in identifying strengths and areas for improvement, ensuring that growth is both deliberate and structured.

Facilitators must be aware of their strengths and areas for development. By setting up intentional practice opportunities and seeking feedback from trusted colleagues, they can make small, incremental improvements. Over time, these small iterations lead to significant progress, enhancing overall effectiveness as facilitators. This structured approach ensures that every practice session has a clear objective, making the learning process more effective and goal-oriented.

Embracing a Growth Mindset

A growth mindset is intrinsically linked to the practice of seeking and embracing feedback. When we adopt a growth mindset, we are more inclined to ask for feedback, which reinforces our commitment to personal and professional growth. This creates a self-sustaining loop of continuous improvement, where each piece of feedback acts as a stepping stone towards greater competence and confidence.

Feedback reframes challenges and setbacks as valuable learning opportunities. Instead of viewing failures as negative, we begin to see them as data points guiding our development. This shift in perspective is crucial for maintaining motivation and resilience in the face of obstacles. Embracing this mindset helps us navigate the complexities of our professional lives with a more positive and proactive attitude.

Moreover, feedback is pivotal in enhancing team collaboration. When feedback is freely shared, it fosters a culture of respect and continuous improvement. Teams that embrace this culture are more adaptable to change, as they can quickly react and adjust based on the feedback they receive. Encouraging a feedback-rich environment helps cultivate a growth mindset within teams and organizations, leading to a more dynamic and innovative workplace.

The Neglect of Practice in Professional Settings

Reflecting on our professional journeys, it’s evident that the practice often gets neglected. In high school and college, we had ample opportunities to practice through sports, music, and academic activities. These practices were crucial in honing our skills, even if they didn’t always count toward our final grades. They provided a safe space to experiment, make mistakes, and learn without the pressure of immediate performance.

However, as we transition into professional lives, the expectation to be experts often overshadows the need for continued practice. We are expected to have all the answers and perform flawlessly, leaving little room for rehearsal and growth. This shift can hinder our professional development and mastery. The fear of making mistakes in a professional setting can stifle innovation and creativity, leading to stagnation.

To foster growth and expertise in the workplace, we must reintroduce the concept of practice. Creating environments where we can safely practice and receive feedback is vital. Just as athletes and musicians rehearse before a performance, professionals should have opportunities to refine their skills continuously. This could involve role-playing scenarios, simulation exercises, or peer-review sessions that allow for constructive criticism and improvement.

The Role of Play and Improvisation

Play and improvisation are powerful tools in skill development, often overlooked in professional settings. Engaging in playful exploration and improvisation allows us to approach challenges creatively and discover novel solutions. This form of practice is not only enjoyable but also highly effective in driving innovation. It encourages out-of-the-box thinking and can lead to unexpected breakthroughs.

The book “Free Play” by Stephen Nachmanovitch illustrates this beautifully. He shares a story about a practice room at Berkeley that was initially used for solo practice. When it was repurposed as an office, students continued to use it for practice until a sign was put up to stop them. The students’ persistence highlights the importance of having dedicated spaces for creative practice. This anecdote underscores the innate human desire to explore and create, which is often stifled in conventional professional environments.

To maximize the benefits of play and improvisation, it’s essential to incorporate debriefing and reflection. Even without external critique, taking the time to reflect on our experiences helps us gather insights and feedback. This reflective practice is crucial for personal growth and mastery. By analyzing what worked and what didn’t, we can make informed adjustments and continue to improve. Incorporating regular periods of play and reflection can make the learning process more holistic and enjoyable.

Building a Feedback-Rich Culture

Regular feedback is the cornerstone of a collaborative and adaptive team culture. When team members are comfortable sharing feedback, it enhances communication and mutual respect. This culture of continuous improvement is crucial for fostering innovation and resilience. In a feedback-rich environment, team members feel valued and understood, leading to higher engagement and morale.

Feedback-rich environments enable teams to adapt swiftly to changes and challenges. By constantly receiving and acting on feedback, teams become more nimble and capable of handling whatever comes their way. This adaptability is a significant competitive advantage in today’s fast-paced world. Teams that can pivot quickly in response to feedback are better positioned to seize opportunities and overcome obstacles.

As leaders, it’s our responsibility to create opportunities for feedback and practice. Encouraging a feedback-rich culture not only strengthens our teams but also drives overall success. Leaders should model the behavior they wish to see by actively seeking feedback and showing appreciation for the input received. This sets a precedent for others to follow, creating a ripple effect throughout the organization. Let’s commit to fostering environments where feedback is valued and continuous improvement is a shared goal.

Conclusion

The importance of practice, feedback, and a growth mindset in professional development cannot be overstated. By embracing these principles, individuals and teams can achieve continuous improvement and adaptability, essential traits in today’s dynamic professional landscape. Prioritizing these elements in our professional lives leads to more fulfilling careers and more effective organizations. Let’s create and nurture environments that support practice, encourage feedback, and cultivate a growth mindset to drive personal and organizational success.

Looking for a space to practice and perfect your skills? Our Facilitation Lab Practice Playground offers the ideal environment to refine your techniques and receive valuable feedback. Join us today!

FAQ

Q1: Why is practice important in professional development?

Practice is essential because it allows individuals to refine their skills, make incremental improvements, and achieve mastery over time. Just like athletes and musicians, professionals need regular practice to perform at their best. It provides a safe space to experiment, learn, and grow without the pressure of immediate performance.

Q2: How can feedback enhance professional growth?

Feedback provides valuable insights into strengths and areas for improvement. It helps individuals and teams adjust their approaches, learn from their experiences, and continuously improve their performance. Constructive feedback is a powerful tool for personal and professional development, fostering a culture of continuous improvement.

Q3: What is a growth mindset, and why is it important?

A growth mindset is the belief that abilities and intelligence can be developed through dedication and hard work. It is important because it encourages individuals to embrace challenges, learn from failures, and seek continuous improvement. This mindset fosters resilience and a proactive approach to overcoming obstacles, driving long-term success.

Q4: How can play and improvisation benefit professional development?

Play and improvisation encourage creative problem-solving and innovation. They provide a safe space to explore new ideas, experiment with different approaches, and gain valuable insights through reflection and debriefing. Incorporating play into professional development can lead to unexpected breakthroughs and a more enjoyable learning process.

Q5: How can leaders foster a feedback-rich culture?

Leaders can foster a feedback-rich culture by creating opportunities for regular feedback, encouraging open communication, and modeling the behavior themselves. They should prioritize feedback as a tool for continuous improvement and team success. Providing training on giving and receiving feedback can also help build a more supportive and constructive feedback culture.

Q5: What is Facilitation Lab?

Leaders can foster a feedback-rich culture by creating opportunities for regular feedback, encouraging open communication, and modeling the behavior themselves. They should prioritize feedback as a tool for continuous improvement and team success. Providing training on giving and receiving feedback can also help build a more supportive and constructive feedback culture.

Q6: What is the Facilitation Lab?

The Facilitation Lab is a dedicated space where facilitators can practice and refine their skills. It offers a structured environment for hands-on practice, feedback sessions, and skill development activities. Participants engage in realistic scenarios, receive expert guidance, and collaborate with peers to enhance their facilitation techniques. The Facilitation Lab is designed to foster continuous improvement and professional growth through practical experience and constructive feedback.

Q7: What is the Practice Playground?

The Practice Playground is a specialized framework within the Facilitation Lab, designed by Voltage Control to enhance facilitation skills through collaborative practice. Participants identify key areas they wish to improve and collectively decide on focal points for the session. This interactive approach involves either role-playing scenarios or group problem-solving exercises, fostering a dynamic and supportive environment. The Practice Playground encourages active participation, creative thinking, and practical application of facilitation techniques, helping individuals and teams develop their skills in a structured yet flexible setting.

The post Practice, Feedback, & Growth Fuels Professional Development appeared first on Voltage Control.

Considering this concept, it made us think about the nature of silence and sound in our facilitation practice. Are we utilizing the power of silence? Are we uncomfortable with it? 

When is silence helpful? When does it detract? How do we program it, and how do we adapt to it?

Let’s be honest: as facilitators, our goal is often to break the silence. We craft clever icebreakers and debriefs to ensure no awkwardness seeps into our engagements. And in a way, that is helpful and a noble goal, especially if it makes our guests feel comfortable and safe. What if psychological safety came with silence, not in its absence? What if silence actually bolstered our team’s perceived psychological safety and belonging? 

In reality, there are several benefits to creating intentional silence in meetings. 

Benefits of Silence

Space for contemplation: When discussing this concept within our community hub, two members, Gordana Latinovic-Rauski and Sara Huang, called attention to the space and silence in music. Gordana specifically mentioned that “silence plays a crucial role in shaping the rhythm and defining the tempo,” and she’s right. For instance, after Samuel Barber’s “Adagio for Strings” hits its highest note and all energy seems to be spent, reentry into this beautiful musical world is prepared by almost 5 whole seconds of silence – and this 5 seconds evokes so much in the audience. The contemplation allowed in silence lets the music seep in, and the same is true in discussion. To grasp and process information, we need time, especially if we want to contextualize and even challenge what we have heard. 

If we are surrounded by cultural norms that value speaking above silence, we have to protect our guests from a lack of time to process, even if it means shutting down conversation and implementing mandatory time to think!

Opportunity for new ideas and challenging thoughts to emerge: The Japanese concept of “Ma,” which Sara Huang invited to the conversation, denotes a pause in time, an interval or emptiness in space. “Ma combines door 門 and sun 日. Together these two characters depict a door through the crevice of which the sunlight peeps in 間” (source). It is a momentary pause that allows for creativity and freedom to step in. Silence can be like “ma” – a moment of space where light sneaks in and ideas emerge.

Tricia Ratliff, a member of our online community, mentions this: “…a master facilitator taught me in the 90’s that when she has enough time, she adds an extra moment of pregnant (sometimes awkward) pause here and there. Why? Because that’s when that odd brilliant thought pops up that otherwise wouldn’t have been considered and she said we can’t afford to lose those.”

If we are uncomfortable with silence as facilitators, then how much time are we giving our participants to develop ideas beyond the information we share? 

“We used to believe “Silence could happen any time but it should be short.” But our suggestion is, “Silence should be long enough so that interaction can spontaneously come out.”” 

Provides inclusivity for neurodivergent participants & supports shy members, and accommodates for cultural differences. 

While some participants may find the act of sharing outloud to be easier than breathing, others may find it daunting or less-than-natural. Silence, therefore, can act as a neutralizer. Planned periods of silence can equalize the amount of processing allowed for all participants, and, especially if followed by intentional structure in sharing these thoughts out loud, can serve those who may need a little extra courage. 

Reshma Khan, a Voltage Control Certification Alum, spoke on our podcast about the uncomfortability that silence once brought in facilitation. She pushed past it and “found that holding silence can also mean holding a space such that all voices in the room get their equal turn to speak.” Silence suddenly created equity, not uncomfortability. Because the facilitator or others in the room are not the most powerful voice anymore, others are able to step in when they need to.

Along the same train of thought, different cultures interact with silence in different ways. For instance, many Asian cultures allow room for silence and are actually quite comfortable with it, while Western cultures may fill the space, considering silence “awkward.” We don’t generalize to make a point, but only to ask, “What if filling that silence is preventing others from fully processing what’s been communicated?” In cross-cultural contexts, silence may be necessary to allow for information to sink and soak into the minds of all attending, especially if there is a language difference! 

Purposeful Silence vs. Adaptive Silence vs. Detrimental Silence

Even so, there is also silence that can be detrimental to the group: silence without purpose. 

Priya Parker, in her book The Art of Gathering, made known to many of us that purpose is integral in all decision making, especially when it comes to gathering. It follows, then, that silence must have purpose, too! 

Silence should be avoided if participants don’t understand why it is being held. One of our community members, Adam Haesler, shared his insights on how to frame silence: 

1. The intention for silence is clear, and the choice of silence instead of discussion or some other activity is outlined and the team is in alignment. 
2. The intention of each person is clear; they know why they will benefit from this time in silence

When incorporating silence into your practice, we have a couple tips that will set you up for success! 

Outline silence at the beginning 

We have the opportunity to, before even beginning our session, declare the purpose of silence and said, “we are committed to silence today. That is because it is helpful in slowing us down, in connecting us with the moment, in allowing for contemplation, and for letting ideas come to the surface. You will see me interact with silence today in that manner.” The participants then know that you will shape and use the silence as the meeting goes on, and you save them from the uncertain hesitancy that often comes with long pauses. 

Erik Skogsberg, our VP of Learning Experience, encourages facilitators to frame it from the outset as a “pause” instead of “silence.” Silence, “awkward silence,” and the “silent treatment” all have negative connotations; if we frame it as a chance to pause, to reflect, and to slow down, suddenly this silence brings with it an abundance of opportunities and it doesn’t just signify a “lack” or “absence.” 

Point silence out as it occurs

Erik continues to describe what happens when he waits to point out silence as it occurs, and adapts: “I’ll pose a question and wait, and see that folks are squirming, and use that as a chance to say ‘You’ll see that I’m comfortable with silence; I’d encourage you to think about what your relationship is with silence, as well.’” He explains that after that, there is a shift in the energy of the room. People are nervous, but they suddenly seem to slow down; even the agenda begins to seem spacious!

Getting comfortable incorporating silence 

As we think about the movie A Quiet Place, and how odd a silent world is, perhaps we can consider how to channel such a powerful subject as we lead. 

Khan described her relationship with silence before and after certification on our podcast: “… over the years, and more so… with the certification and with the experience that’s come with it, I’ve come to realize that … silence is most likely people reflecting for themselves…”

If you’re wanting to learn more about facilitation and the certification that Reshma mentioned, we recommend that you check out our Certification Program! This program provides you with a 3-month long, immersive experience that will shape your skills and equip you with the confidence to lead as a facilitator. 

The post A Quiet Place: Embracing Silence appeared first on Voltage Control.

Imagine this: you’re facilitating a workshop, and the room is buzzing with energy as participants delve into breakout sessions. Discussions are vibrant, ideas are flowing, and the volume is rising. But now, it’s time to bring everyone back together, and you find yourself competing with the lively chatter. Sound familiar? Regaining the attention of a large, distracted group can be a challenge, but it’s a crucial skill for any facilitator. In this post, we’ll explore effective techniques and tricks to smoothly transition from breakout sessions back to the main group, drawing inspiration from both professional facilitators and kindergarten teachers.

Introduction: The Importance of Managing Attention Transitions

Before diving into specific techniques, it’s important to understand why managing attention transitions is essential. A well-timed and effective transition keeps the session on track, maintains the group’s energy, and ensures that key points are communicated effectively. The smoother the transition, the more productive the session will be.

The Power of Signals and Cues

Hand Signals: A simple and effective way to regain attention is through hand signals. Raising your hand or using the peace sign can signal participants to quiet down and focus on you. This non-verbal cue is easy to implement and quickly becomes a familiar part of your facilitation toolkit.

Raise Your Hand If You Can Hear Me: This technique builds on the simplicity of hand signals. When you raise your hand and say, “Raise your hand if you can hear me,” participants quickly notice and follow suit, leading to a room full of raised hands and silent anticipation.

Sound Cues: Introducing a specific sound cue, like a bell, chime, or a distinctive clap pattern, can be very effective. The key is consistency; using the same sound each time will help participants recognize the signal and respond accordingly. Bells and chimes have a pleasant tone that can cut through the noise without being jarring. Tingsha, small cymbals used in Tibetan meditation, produce a clear, resonant sound that can gently yet firmly grab attention.

Visual Signals: Visual cues, such as holding up a brightly colored sign or using a digital timer on a screen, can also capture attention. These cues are especially useful in larger rooms or virtual settings where sound might not travel as well. Using a timer that counts down can visually indicate to participants that it’s time to wrap up their discussions.

Call-and-Response Techniques

Examples: Call-and-response phrases are not only fun but highly effective. Phrases like “If you can hear me, clap once,” followed by “If you can hear me, clap twice,” engage participants in a playful yet structured manner. Other examples include “1-2-3, eyes on me,” and “Hands on top, that means stop.” These methods create a rhythmic pattern that naturally attracts attention.

Clap Once, Clap Twice, Clap Three Times: This variation involves clapping sequences that increase in number, such as “Clap once if you can hear me, clap twice if you can hear me,” and so on. It engages the auditory senses and creates a fun, interactive way to regain focus.

Benefits: These techniques work well because they create a sense of unity and participation. The rhythmic nature of call-and-response also makes it easier for participants to tune in and follow along. It’s an excellent way to bring the group back together without having to raise your voice.

Call-and-Response Techniques

Variation: Enhance this technique by displaying a visual countdown timer on a screen or using a smartphone app. This adds a visual element to the auditory cue, reinforcing the transition. Participants can see the time ticking down and prepare accordingly.

Method: Counting down from 5 or 10 is a straightforward method to signal the end of a breakout session. It provides a clear and finite transition period, helping participants mentally prepare to refocus. Counting down with a calm, authoritative voice sets the expectation for silence and attention.

Interactive Engagement

Quick Polls: Using tools like Slido or Mentimeter to conduct quick polls can instantly grab attention. A question that requires everyone’s participation not only refocuses the group but also re-engages them with the session content. Asking a simple question related to the discussion topic can make the transition smoother and more meaningful.

Icebreaker Questions: Pose a thought-provoking question or a fun icebreaker to redirect focus back to you. This method is particularly effective when transitioning from high-energy discussions to a more reflective main session. Questions that connect personally with participants can also foster a deeper engagement.

Movement-Based Techniques

Stretch Breaks: Incorporating short, guided stretch breaks can help reset the group’s energy. Simple stretches or breathing exercises provide a physical and mental break, making it easier to regain focus. Guided stretches can also promote a sense of well-being and relaxation.

Group Exercises: Quick physical exercises that involve standing up, shaking out, or simple yoga poses can also be effective. These activities help dissipate excess energy and prepare participants to re-engage with the session. Movement re-energizes the body and mind, making it easier for participants to refocus.

Lessons from Kindergarten Teachers

Songs and Rhymes: Kindergarten teachers often use catchy songs or rhymes to regain attention. Adapting this technique for adults can be both fun and effective. A short, familiar tune can quickly quiet a room and redirect focus. Rhymes like “Tootsie roll, lollipop, we’ve been talking, now we stop,” can be surprisingly effective with adults too.

Magic Words: Introducing a “magic word” that signals everyone to stop and listen can be surprisingly effective. Words like “abracadabra” or “hocus pocus” add an element of fun and novelty, capturing attention. You can create your own “magic word” that resonates with your group.

Quiet Critters: This concept involves using small toys or props that appear only when the room is quiet. While this might seem juvenile, a playful approach can lighten the mood and quickly get participants to refocus. Quiet critters can be small, fun objects like stress balls or themed figurines that only come out during quiet times.

Choosing the Right Technique for Your Style

Personal Fit: The best technique is one that suits your personal style and feels natural to you. Some facilitators are more comfortable with hand signals, while others might prefer sound cues or interactive engagement. Experiment with different methods to find what resonates most with you and your group.

Introducing Early: Seed your chosen technique before you actually need it. At the beginning of the session, explain the signal or cue you’ll use to regain attention. This way, participants will know what to expect and how to respond, making the transition smoother when the time comes.

Practical Tips for Implementation

Consistency: Whatever techniques you choose, consistency is key. Using the same signals or cues regularly helps build familiarity and responsiveness. Participants will quickly learn to recognize and respect your cues.

Practice: Practice these techniques regularly so they become second nature. The more comfortable you are with them, the more naturally you’ll be able to integrate them into your facilitation. Practicing in front of a mirror or with a small group can help you refine your approach.

Adaptability: Be prepared to adapt your techniques based on the group’s size, dynamics, and culture. What works for one group might not work for another, so flexibility is crucial. Always have a backup plan in case your primary method doesn’t work as expected.

Example Scenario

Let’s imagine you’re facilitating a large workshop. The room is divided into small groups, each engaged in animated discussions. You’ve set a timer for the breakout session, and as it winds down, you raise your hand—a pre-established signal for attention. The room gradually quiets as participants notice and mimic your gesture. To reinforce the transition, you follow with a call-and-response, “If you can hear me, clap once.” The room is now focused, and you proceed with a brief stretch break to reset the energy. Finally, you use a quick poll to re-engage the group with the session’s main content. This seamless transition not only regains attention but also keeps the energy positive and focused.

Additional Resources

Links to Tools: Consider incorporating tools like timers, sound apps, or engagement platforms to enhance your facilitation. Tools like Slido, Mentimeter, or even simple smartphone apps can be valuable additions to your toolkit. These tools can make transitions smoother and more engaging.

Further Reading: For those interested in diving deeper, consider exploring books and articles on group management and facilitation techniques. Titles like “The Art of Facilitation” by Dale Hunter or “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner offer valuable insights. These resources can provide further strategies and techniques to enhance your facilitation skills.

Conclusion

Transitioning from breakout sessions to the main group can be challenging, but with the right techniques, it’s entirely manageable. From hand signals and sound cues to interactive engagement and playful methods borrowed from kindergarten teachers, there are numerous ways to regain attention and keep your sessions running smoothly. Remember to pick the technique that suits your style best and introduce it early so participants know what to expect. Experiment with these techniques, find what works best for your groups, and share your experiences. Together, we can create more effective and engaging facilitation experiences.

By incorporating these techniques and tricks, you’ll be well-equipped to manage transitions smoothly and maintain a productive and focused environment. What are your go-to strategies for regaining attention? Share your tips and experiences in the comments below!

The post How to Regain Attention After Breakouts appeared first on Voltage Control.

Facilitators have an unseen role. 

While careful, considerate facilitation is crucial for team health, productivity, and growth, facilitators may not always be recognized for their efforts. The effect of a facilitator is like the temperature of the room: it alters the mood and experience of everyone involved, but in a hidden manner. 

A study done on the way facilitators interact with participants says that the “facilitator is a leader who needs to be present enough to navigate discussions, yet invisible enough to not get in the way of participant learning.” Therefore, we see this tension in facilitation: hosting with a heavy hand while also taking attention away from yourself and moving it toward the purpose. 

What About Chill Hosts?

Many of you have read Priya Parker’s “The Art of Gathering,” which examines the idea of having a heavy hand to host well, protecting your guests from themselves, from each other, and from boredom or confusion. She directly opposes “chill” hosting, claiming that “…pulling back, far from purging a gathering of power, creates a vacuum that others can fill.” 

While this is true, and a chill host with the aim of being noninvasive creates a space for others to take hold of the gathering, being “unseen” as a facilitator does not mean being “chill.” Our goal is to facilitate with a heavy hand, to guide the group toward purpose, but ultimately it is to influence participants into a new way of thinking through their interactions, not to make it about you as the facilitator. You could call it, “invisible involvement.” 

Invisible Involvement

As facilitators, we want

1. Our methods to be present and working without us standing out;
2. Our team moved toward a more sustainable way of engaging with one another without the need of our constant help;
3. A realm that our team feels is comfortable without them having to say it;
4. To be a catalyst without getting the praise.

Nate Hughes, a Voltage Control Facilitation Certification alum, describes his perspective shift surrounding facilitation similarly: “It wasn’t just about leading or directing; it was about creating spaces for ideas to flourish, for collective wisdom to emerge.”

This lends to the concept that facilitation is more about crafting culture and environments than it is about one-off meeting methodologies. The long-term effects of what a facilitator brings to the table can be seen in how companies and teams engage with each other as time moves on. One of our Certification Alums, Julie Baeb, says it like this: “This isn’t just about new techniques; it’s about fostering a culture of innovation and empathy.” 

Job Title, or Not!

Nate Hughes, mentioned earlier, also describes facilitation as a sort of hidden, secret skill: “​​It wasn’t labeled as such at the time, but in retrospect, every team meeting and strategy session was a step towards understanding the art of facilitation. The realization that facilitation was not merely a skill but a critical component of leadership was becoming clear.”

To this point, many successful facilitators don’t even have “facilitator” in their job description, but they use facilitation to guide discussions and navigate conflict. Successful COOs, project managers, teachers, and event planners are great examples. SessionLab’s State of Facilitation 2023 mentions, 

“It is also important to recognize that facilitation is a fundamental skill for leaders, though many masterful facilitators don’t consider themselves as such… facilitation need not be a job title or identity to have value, as it is essential to almost any role….”

This all implies that facilitation may not be something your team knows you do, and it may not be in your job description; but as a broken AC unit makes everyone uncomfortable and sweaty, so does a lack of good facilitation methods. Good facilitation often goes unnoticed, but its absence is strongly felt. 

Absence of Facilitation

Examples of such situations, where guests may feel that absence, include:

1. When a group must attend a meeting but are confused on its purpose, leading to an unproductive flow 
2. When nobody will speak up and be honest, leading to a stalled, awkward stage in decision-making 
3. When it feels like “team-bonding” is just something to check off a list
4. When a participant wants to share ideas but hesitates to avoid conflict or embarrassment 
5. When the team needs a break or food, but nobody thought of it ahead of time

Obviously, there are so many more situations in which our lack of invisible involvement can create less-than-ideal situations. But when things do go right, and facilitation is creatively employed, we see that participants walk out knowing that they just had a productive meeting, and that they aren’t as drained as they expected (perhaps without even knowing why).

John Rabasa, one of our Facilitation Certification alums, describes his first facilitation meeting like this: 

“But the reason this session sticks in my mind is how the group felt after the meeting. They had the same energetic skip in their step I had felt myself coming from the offsite. Although I may not have used the term then, the fact that I had facilitated the brainstorming made us a better team, and I had an undeniable sense of pride from it.”

Practical Tips and Techniques

It takes a special, practice-driven, mindful approach to drive your team to success without detracting from their chemistry and claiming attention accidentally. Often, this takes nuance depending on the circumstance. Listed below are some ideas for managing your facilitation while keeping the team’s interaction at the forefront.  

Consider these techniques:

1. Consider using open-ended questions to encourage discussion. This provides teams with the opportunity to look to one another for problem-solving and ideation, instead of looking toward the facilitator alone.
2. In moments of silence, don’t push for an answer. This gives people a chance to think without your voice being the focal point.
3. Establish clear objectives at the start of each meeting. Creating ground rules allows for the team to get aligned quickly at the beginning, so that they feel empowered & ready to take ownership in the purpose at hand.
4. Utilize visual aids to clarify complex ideas. This equips guests with the necessary tools to comprehend information on their own. 

Try out a technique listed above, or take some time to reflect on where your methods fall on a spectrum from overt to subtle. Are you accidentally diverting your teams’ eyes to the front of the room when they could be looking inward or at each other? Consider what it would look like if you walked away in the middle of a session; would there be a lasting change in the way those participants engaged?

In Conclusion…

For years my professional identity was a software engineer and software executive. While facilitation and the ability to lead with curiosity and collaboration were critical elements to my style and why I was successful in my role, I never thought of myself as a facilitator. One day, almost 20 years into my career, I had the profound realization of how essential these skills and abilities really were for me. 

The secret and unseen role of being a facilitator is a wonderful, encouraging, and life-changing role, although it is sometimes thankless. Although the art of facilitation may go partially unnoticed in the eyes of our team, let’s be like an air-conditioned room and provide a space for our teams to thrive for meetings to come!

Take a moment to reflect on how often and to what degree your work is impacted by getting the best out of folks that you gather. Notice what surfaces for you, what it means to you, and what actions you might take as a result.

If you’re wanting to shed more light on your role as facilitator and grow your skills as an effective facilitator, we recommend that you check out our Certification Program! This program provides you with a 3-month long, immersive experience that will shape your skills and equip you with the confidence to lead as a facilitator. 

The post The Unseen Role of Facilitators appeared first on Voltage Control.

According to Rubin, “creativity is a fundamental aspect of human existence.” In a corporate workplace, though, creativity can be deprioritized in favor of logistics and analysis, with a focus on speedy results that leaves less time for innovation. Can Rubin’s insights help bridge the gap between the current state of the modern workplace and the power of creativity?

In this article, we’ll break down key insights from The Creative Act that can be used by facilitators and collaborative leaders to drive innovation and revitalize problem solving.

Who Is Rick Rubin?

Rick Rubin, author of the The Creative Act: A Way of Being, has had a storied career in the music industry and beyond. In order to understand the insights in The Creative Act, it’s worthwhile to review his biography and understand the context of his experiences.

Born in 1963, Rubin is most well-known for cofounding Def Jam Recordings alongside Russell Simmons in 1984. Most seasoned music lovers know the historic and cultural importance of Def Jam, which quickly became “a maverick independent label inspired by downtown New York City’s vibrant street culture and the emerging sound of hip-hop, pioneered by iconic stars like LL Cool J, Slick Rick, The Beastie Boys and Public Enemy.” Def Jam would go on to play a key role in popularizing hip hop and other groundbreaking music trends.

Rubin is also well-known for his work as co-head of Columbia Records, beginning in 2007, where he stayed until 2012. Rubin has had an immeasurable impact on the music industry, and, with the release of his new book, has sparked discussions on the power and methodology of creativity in realms beyond the music industry.

Key Insights for Facilitators from The Creative Act

Rubin’s book is highly accessible, as it can provide benefits to people of all stages of life in both their personal and professional lives. Let’s dig into how a few of the 78 Areas of Thought can work for facilitation and collaboration. 

Organizing the Creative Process

Rubin acknowledges that his creative process does not look like some may expect it to, writing:

“When outside observers come into the studio, they often can’t believe how clinical the process looks. They imagine a big music party. But we’re constantly generating detailed notes to focus points and experiments to test.”

Rubin’s process is loosely organized into four stages: Gather, Experiment, Craft, and Complete. These stages are similar to the design thinking model, which has the stages of Emphasize, Define, Ideate, Prototype, and Test.

Design thinking (which is not just for designers) utilizes a creative problem solving process that helps teams move past the first ideas to discover creative solutions. Rubin’s approach is very similar to this type of facilitation, identifying creativity and innovation outside of traditionally artistic venues.

Embrace Constraints

Creativity does not occur in an unlimited space. There will be limitations on many decisions and experiences, but those do not mean your creativity has to be limited. Instead, utilize these constraints as challenges to think outside of the box and look for innovative solutions.

Facilitators often have to help participants overcome their ideas about constraints. Meeting participants may see the constraints or limitations on a problem as insurmountable and thus not worth even attempting to overcome. Skilled facilitators can spark inspiration from these constraints, encouraging creativity instead of complacency.

Collaboration Is Key

In The Creative Act, Rubin explores the power of collaboration by detailing his experiences working with artists of a variety of genres. He encourages digging deeper when there is disagreement, noting that there is usually an underlying issue that is worth exploring.

By exploring these disagreements rather than ignoring them, Rubin seeks to utilize the full spectrum of talent within the group. He writes, “The synergy of the group is as important—if not more important—than the talent of the individuals.”

Prioritize Ideas over Ego

In a podcast discussion with Lex Fridman, Rubin recounts the challenge of bringing people to work together and test out each other’s ideas. Instead of allowing any one person to veto an idea, Rubin believes in testing every idea, removing the ego from the process.

For facilitators, this occurs in the “groan zone,” where all ideas are encouraged and built upon. A skilled facilitator will also create a safe, inclusive space where all participants know that they can be honest and open without fear of retribution.

Get to the Essential

In that same podcast, Rubin discusses the opposite end of the spectrum: making the final cuts for an album. He explains that if they have twenty-five songs and need to select just ten for an album, instead of focusing on which songs should be removed, he would focus from the ground up, deciding which songs they cannot live without.

Rubin explains, “So going past even the goal to get to the real heart of it and then say, okay we have these five or six that we can’t live without. Now, what would we add to that? That makes it better and not worse.”

He continues, “And it’s just it puts you in a different frame when you start with building instead of removing and you might find that there’s nothing you need to add. Sometimes something happens when you get to the real essence. Then when you start adding things back, it becomes clear that it was just supposed to be this, this tight little thing.”

This mindset can work well for facilitators when it comes to helping participants move toward a consensus. Focus on building rather than removing ideas that do not work.

The Power of Artistic Identity

Rubin puts an emphasis on developing an artistic identity. This may seem foreign to analytical professionals, but, with patience, anyone can tap into an artistic perspective on the world. 

In an interview for On Being with Krista Tippett, Rubin says, “The real practice of the artist is a way of being in the world.” For Rubin, creativity is not just listing off unique ideas, but, rather, an integral part of everything one does.

For people with strong artistic identities, this creativity can permeate deeply and meaningfully into every action, while other people may limit it to a superficial level. By allowing for a wider view of the world, you can see that possibility goes beyond the surface.

Taking Breaks: Not Just for Meetings

Skilled facilitators already utilize breaks in meetings and sessions, with breaks necessary to keeping participants engaged and innovative. Rubin also sees breaks as an important tool.

By taking regular breaks, you can realize a vital change in perspective. In particular, when feeling stuck and overwhelmed, rest and relaxation can defuse tension, reset the brain to a more neutral filter, and offer space for new creativity. Often, people will return from a break with new ideas and a refreshed perspective on the problem.

Awareness Takes Practice

Awareness can be a superpower, but it takes practice and dedication to be able to tap into intentional awareness, according to Rubin. Awareness is a non-forced state, which can be difficult for some people to imagine, let alone achieve.

The world around us offers an incredible, unlimited source material for creativity, yet most people walk around with a filter on, unaware of what’s around them. Through a strong sense of artistic identity, you can reawaken a childlike curiosity for the world around you, becoming more sensitive to experiences and environments, which can then be the source of inspiration and innovation.

Rubin practices daily meditation to cultivate his awareness, incorporating this meditation in the rituals of his life. For those unsure where to start when it comes to creativity, meditation can be a great, accessible practice.

Envisioning the Impossible

The suspension of disbelief can be a powerful tool when it comes to innovation. In an interview with Ezra Klein on The Ezra Klein Show, Rubin says,

“I talk, also, in the book about how you have to believe that something that doesn’t exist can exist to bring it into the world. If you start with the idea that it’s impossible, then it’s impossible. We believe our way into things, allowing them to come into being in the world.”

Traditional workplace meetings may call for purely practical solutions, grounded in what’s been done before and what is most logical. By allowing space to envision the impossible, Rubin encourages innovation that operates outside the status quo.

Skilled facilitators will create a safe, engaging environment where participants can comfortably put forth their most creative ideas, even if that means some suspension of disbelief.

Balance Discipline and Freedom

In The Creative Act, Rubin waxes on the balance between discipline and freedom. While the two concepts may feel naturally oppositional, Rubin actually sees discipline as “harmonious relationship with time.” With the right amount of and use of discipline, you can have more time to get to the creative acts and exploration you want.

A creative life is not one with no rules and a commitment-free schedule. A creative life makes time to practice awareness and curiosity in pursuit of new solutions, views, and experiences.

Learn to Embrace Creativity in Facilitation with Voltage Control

Rick Rubin’s The Creative Act: A Way of Being challenges traditional views of creativity, offering tips and techniques for reinvigorating your approach to creativity in both work and life. For facilitators, this book can be particularly beneficial, as many of the themes that the storied music producer discusses are highly applicable to the practice of facilitation.

At Voltage Control, we believe creativity is a necessary and powerful tool for facilitators—our Facilitation Certification program heavily emphasizes creativity. To integrate creativity into your daily practice, join Facilitation Lab, a vibrant community of facilitators and collaborative leaders committed to lifelong learning. Facilitation Lab hosts a free virtual meetup every week that you can attend to get a taste of the community.

Contact Voltage Control to learn more about what creativity can do for you and your business.

The post Rick Rubin’s “The Creative Act”: Insights for Facilitators appeared first on Voltage Control.

Table of contents

• What Is a Conflict Resolution Meeting?
• Why Conflict Occurs in the Workplace
• 6 Steps for Facilitating a Conflict Resolution Meeting
  • 1. Establish Ground Rules
  • 2. Identify and Involve All Parties
  • 3. Set a Time Limit for Discussion
  • 4. Create a Safe Environment for Discussion
  • 5. Use Active Listening Skills to Understand All Perspectives
  • 6. Develop an Action Plan to Resolve the Conflict
• Learn Facilitation Skills for Better Conflict Resolution Meetings

Conflict can feel inevitable in the workplace. On top of causing headaches for everyone involved, workplace conflict can be costly. Disagreements and conflict can lead to lost time and revenue, as well as a less tangible impact on morale and corporate culture, as the tension from persistent conflict can promote employee disengagement.

With employee stress reported at an all-time high, business owners and leaders should seek to address and remediate workplace conflict quickly and effectively to prevent further stress. This is done through a conflict resolution meeting, which can require unique facilitation skills that some managers may not have.

In this article, we outline the basics of the conflict resolution meeting and share a quick guide to facilitating a conflict resolution meeting.

What Is a Conflict Resolution Meeting?

A conflict resolution meeting is a dedicated meeting to address persistent or significant disagreement related to one or more employees in a workplace. Conflict resolution meetings are not needed for regular, healthy disagreements that naturally occur in the workplace. 

Instead, they should be used for conflict that cannot be overcome by standard communication or conflict that can negatively impact productivity, business performance, employee wellbeing, and corporate culture. The conflict may or may not be in violation of company policies, and the appropriate leaders and managers should always be made aware of the need for a meeting.

Any serious allegations such as harassment and bullying should be addressed immediately by HR.

Conflict resolution meetings are often conducted by managers and leaders who may or may not have the facilitation skills necessary to lead the process. Though they are typically well-intentioned, organizational leaders do not represent a neutral enough party for the best possible conflict resolution. At the very least, the leader or manager is not perceived as neutral by both parties equally, which makes it difficult for both parties to then be completely forthcoming.

Experienced facilitators can serve as that truly neutral party, guiding all the involved parties through the often uncomfortable conflict resolution process. Conflict resolution is an invitation, not a demand, with the goal of coming to a satisfactory agreement for all parties. 

Why Conflict Occurs in the Workplace

Not all conflict in the workplace is negative. Healthy conflict can be a part of a normal decision-making process, with the involved parties working through their differences in opinions to reach a satisfactory resolution. It’s normal for employees to have disagreements, as workplaces bring together a variety of personality types in conflict-inducing situations.

Sometimes, though, conflict reflects a larger issue, an underlying problem that crops up regularly. The University of Oklahoma points out a few primary causes of workplace conflict, including:

• Poor communication
• Different values
• Differing interests
• Scarce resources
• Personality clashes
• Poor performance

No matter the initial cause, workplace conflict can typically be classified by type: task-based conflict, relationship conflict, and value conflict. Sometimes conflict can be connected to poorly defined job roles, too, with the expectations of the employee not aligning with what the manager assigns. Identifying the cause and type of conflict can be helpful in the conflict resolution process.

6 Steps for Facilitating a Conflict Resolution Meeting

It’s important to remember that conflict is unique to the individuals involved and the nature of the workplace. The below steps for facilitating a conflict resolution meeting serve as a basic outline, but your conflict resolution meeting may look slightly different based on your scenario.

1. Establish Ground Rules

To ensure an equitable workplace, policies and procedures should be easily accessible by all employees—and enforced fairly across the board. Reference how the conflict involves any policies from your employee handbook and official procedures, and, if you’ll be utilizing any additional documents or resources, review them prior to the meeting.

As part of facilitating a conflict resolution meeting, you may also put together guidelines of how participants should interact. This can include the use of “I” statements and the focus on the specific problems rather than on people.

If any documentation will be a part of the meeting, be consistent on how that is recorded and ensure that it remains confidential. Conflict resolution meetings can be highly personal and should not be shared with anyone outside of those in the meeting and leaders who need to know the outcome.

2. Identify and Involve All Parties

There’s no worse feeling than realizing you were left out of a vital meeting; that holds true for conflict resolution. While your initial planning and investigation meetings may not involve all parties, the ultimate conflict resolution meeting should bring everyone together and give all parties time to share their feelings. 

Facilitate the conflict resolution meeting in a private office and at a time that works well for all parties involved. Be cognizant that this meeting may be a source of anxiety for some of the parties and thus may affect when they want to schedule the meeting.

Some conflict resolution meetings can be successfully conducted by a manager and the involved employee, particularly when the conflict is task-related. For more persistent or involved conflict, though, a dedicated facilitator can be hugely beneficial, serving as a neutral party and leveraging the unique power of their emotional intelligence and facilitation skills. 

When utilizing a facilitator, emphasize early in the meeting that the facilitator’s role is not to control the conversation but to serve as a resource for the benefit of the participants.

3. Set a Time Limit for Discussion

Set a clear amount of time for each involved party to share their feelings and goals, and share the expectation for that time limit up front. The conflict resolution meeting is meant to be a safe space to share feedback, but it’s important not to spend too long rehashing past events. Instead, make it clear that the focus will be on identifying the cause of the conflict and moving toward a resolution.

This time limit can also help prevent escalation and tangents. It also importantly prevents employees from avoiding the conflict, which is a less-recognized style of conflict management, as everyone involved has their own period of time to share their honest feelings.

The conflict resolution process can be highly uncomfortable, so sharing these time limits and expectations ahead of time can help alleviate anxiety. Participants will know what to expect.

4. Create a Safe Environment for Discussion

Approach the conflict resolution meeting with an open mind, encouraging honesty and open feedback. If your organization has corporate values, it may be useful to restate your corporate values up front, centering them in the meeting.

You can also ask the meeting attendees to agree to basic rules, such as:

• Participants will work in good faith toward a solution.
• Participants will treat each other with respect.
• Participants will take ownership for their actions.
• Participants will make an effort to understand other viewpoints.

As you facilitate more of these meetings, your conflict resolution management strategy may grow to include a clear set of rules and expectations that is documented and shared, rather than a simple verbal reminder.

A great facilitator will include scheduled break times for longer conflict resolution meetings, and they may also find it necessary to take unscheduled breaks when emotions get too high for discussion to be productive. The conflict resolution process can look different for every disagreement, and thus is not a process that can be rushed to fit within short time frames. It’s important to be realistic and open to giving a bit more time if things are continuing in a productive manner, as moderated by a skilled facilitator.

5. Use Active Listening Skills to Understand All Perspectives

Successful conflict resolution strategies rely on active listening to hear opportunities for compromise. Good active listening will quickly begin to relieve any tension in the meeting, as it makes it clear to all parties involved that you hear their stories and you validate their feelings.

As the conflict is discussed, restate the main facts and reflect the emotional side to ensure that you are accurately understanding the employee’s experience. As the time limit is reached, summarize the most important components of the discussion.

6. Develop an Action Plan to Resolve the Conflict

As you gain a full picture of the conflict, look for areas of collaboration or compromise between the employee and the area of conflict, whether that involves a task or another person. Focus on positive efforts that move everyone forward toward their goals, while staying grounded in your organization’s guidelines and values.

Identify every employee’s role in the action plan and clearly assign any follow-up tasks. Be sure to distribute these tasks fairly and with consideration to the current workload and other tasks that must be completed as part of each person’s role. 

After the meeting, share next steps regarding the action plan. If it seems necessary, schedule a follow-up meeting to check in on the conflict and ensure future conflicts have not cropped up.

Take time to reflect on the conflict, noting any larger patterns that this conflict is indicative in the workplace. The content of the conflict resolution meeting should remain confidential, but the knowledge you gained from it can be leveraged to better help future conflict situations.

Learn Facilitation Skills for Better Conflict Resolution Meetings

The importance of conflict resolution skills cannot be understated in today’s corporate culture. Facilitators and collaborative leaders alike are called upon regularly to navigate the tricky conflicts that occur from the different personality types in the modern workplace.

At Voltage Control, we know our way around a conflict resolution meeting—we help leaders and teams harness the power of facilitation for conflict resolution and beyond through our certifications, workshops, and more. Voltage Control also hosts the popular Facilitation Lab community, which features a free weekly meetup where you can engage with and learn from other facilitators from around the globe.

Contact Voltage Control to learn more about conflict resolution facilitation training for your organization.

The post How to Facilitate a Conflict Resolution Meeting appeared first on Voltage Control.

Table of contents

• What Is Participatory Decision-Making?
• 4 Core Values of Participatory Decision-Making
  • 1. Full Participation
  • 2. Mutual Understanding
  • 3. Inclusive Solutions
  • 4. Shared Responsibility
• Facilitating Participatory Decision-Making
• “The Groan Zone”
• Effective Group Decision-Making through Open Discussion
• Implementing Participatory Decision-Making for Your Organization

Facilitators exist to bring together a group of people in a positive collaborative process, managing their disparate opinions and overcoming conflict to achieve a goal. As a part of facilitation, facilitators often use participatory decision-making, which is the intentional invitation to employees, stakeholders, or other individuals to take an active part in the decision-making process.

Many leaders today are looking for ways to improve corporate culture and overturn outdated practices. When used correctly, participatory decision-making can help achieve this by generating greater alignment and more engaged employees, particularly when implemented by a skilled facilitator.

In this article, we’ll break down participatory decision-making and how facilitators use it as outlined in the third edition of Facilitator’s Guide to Participatory Decision-Making.

What Is Participatory Decision-Making?

Participatory decision-making, sometimes called participative decision-making, is the use of a collaborative process when making business decisions that involve not just leaders but also employees and other stakeholders. This level of organizational employee participation can establish a positive relationship between typical employees and the organization’s leadership.

In the Facilitator’s Guide to Participatory Decision-Making, the value of participatory decision-making is explained as “unleashing the power of face-to-face groups, first to raise awareness and evoke mutual compassion, and then—potentially—to embolden participants to align their aspirations and undertake new, jointly developed actions that aim, with hope and courage, to address, and even resolve, the world’s toughest problems.”

Participatory decision-making is closely tied to another practice: participative leadership (sometimes called collaborative leadership). Harvard Law School defines participative leadership as “a type of democratic leadership style in which subordinates are intentionally involved in organizational decision-making.” Effective group decision-making can replace a traditional autocratic style and lead to better business outcomes. 

Participatory decision-making has been studied by researchers interested in group dynamics and leadership styles—notably, the efforts of participatory decision-making were examined in Black and Gregersen’s Participative Decision-Making: An Integration of Multiple Dimensions, published in 1997.

4 Core Values of Participatory Decision-Making

In order to promote success in the participatory decision-making process, facilitators should go beyond foundational facilitation skills with these four core values.

1. Full Participation

The level of employee participation can be closely tied to the success of a meeting. Great facilitators of participative decision-making have an understanding of the value of this participation, often intuitively. According to Facilitator’s Guide to Participatory Decision-Making, “In a typical business-as-usual discussion, self-expression is highly constrained.” With full employee participation, all participants can explore endless possibilities of ideas, going beyond the typical familiar opinions and embracing diverse perspectives.

A great facilitator will build a safe, welcoming environment where all participants feel comfortable sharing their thoughts. Facilitators can also manage outspoken individuals who have the tendency to dominate conversations to give other less bold attendees a chance to participate.

2. Mutual Understanding

Facilitators should establish that the participants must accept that their peers have unique perspectives and needs during the process. In participatory decision-making, the common ground is clear: the problem. Everyone has their own unique decision-making style to bring to the table, and thus, by considering the problem from one another’s point of view, more diverse ideas can be generated. 

3. Inclusive Solutions

Just as the process of participative decision-making should work for and include everyone, the solutions that are generated should be inclusive to the needs of everyone in the group. Inclusive solutions are usually not clear-cut from the outset; instead, these solutions emerge as the participatory decision-making process goes on.

The nature of participatory decision-making supports the creation of these desirable inclusive solutions, as the process requires the sharing of differing perspectives, debating the options, and addressing any objections.

4. Shared Responsibility

The responsibility for the process, decision, and outcome should be shared among the participants. This starts during the participatory decision-making meeting by distributing the roles of keeping notes, scheduling follow-ups, and managing other tasks. Facilitator’s Guide to Participatory Decision-Making explains, “Understanding this principle leads everyone to take personal responsibility for making sure they are satisfied with the proposed course of action.”

Facilitating Participatory Decision-Making

In practice, groups do not tend to naturally follow a smooth trajectory toward consensus. Facilitators can benefit from visualizing the ideal pathway in participative decision-making, like Sam Kaner’s “Diamond of Participation,” shown below.

During participatory decision-making, a challenge is introduced. The initial discussion is the Divergent Zone, where familiar opinions are quickly established and divergent thinking begins, allowing a variety of ideas and perspectives to be introduced, combined, and refined. This divergence of ideas is critical to creating an innovative, sustainable solution. 

Next is the Groan Zone, which we’ll discuss in detail next. After the Groan Zone, convergent thinking occurs in the Convergent Zone, where participants can consolidate their thinking and refine their ideas, allowing them to finally come to the Closure Zone and a final decision.

An idealized model of the decision-making process may skip over the Groan Zone—but this section is where groups can find common ground and grow in their insight. Facilitators should never force the process into an ideal model, as that will squeeze out the opportunity for organic innovation and collaboration.

In a “business as usual” meeting, participants do not move past the familiar opinions and convergent thinking that they are used to. Participatory decision-making requires a more thorough approach to addressing the problem.

“The Groan Zone”

In the center of the Diamond of Participation lies the Groan Zone. This stage is the most challenging and uncomfortable part of the process, occurring after divergent thinking has been embraced and many ideas, notes, and objections have been generated.

Now, participants must organize their ideas and make sense of what they’ve discussed so far to move forward and refine a plan. “Structured activities are directive,” says Facilitator’s Guide to Participatory Decision-Making, “they’re designed to let people follow clear procedures, and they pull for sincerity, earnestness, and relationship building. All these characteristics can ground a group whose communication is poor.”

Facilitators can utilize a range of structured thinking tools to help participants work through this stage, from open discussion and debates to categorizing and counseling. Facilitators must also manage the energy during this time period, preventing boredom and burnout.

Effective Group Decision-Making through Open Discussion

Open discussion is one of the most standard aspects of any meeting since it’s typical to freely talk about a particular topic without much structure, but that freedom can lead to meandering conversations that don’t produce any real progress.

Skilled facilitators have the tools to navigate open discussion in participatory decision-making effectively, preventing the meeting from being difficult to sit through or unproductive. Facilitators should manage the flow of discussion to ensure optimal participation as well as work to increase understanding between participants even when they have diverse or conflicting perspectives.

Open discussion facilitation techniques can include:

• Stacking – This technique involves identifying who would like to contribute to a certain question or discussion point prior to anyone speaking. Those who want to participate are “stacked” or listed in a certain order to ensure everyone has their time to speak.
• Using the Clock – Facilitators can call out a set amount of time for specific feedback or to invite anyone who hasn’t contributed yet to speak while raising the stakes by setting a clear time limit.
• Tolerating Silences – Silence can be uncomfortable, but it can also mean that people are thinking. Skilled facilitators know that thoughtful, intentional silences during participatory decision-making can be hugely beneficial.
• Paraphrasing and Mirroring – Reflective listening techniques like paraphrasing and mirroring are staples for effective facilitators, as they provide clarity and ensure that the participants are driving the decision-making process, not the facilitator.
• Making Space – Facilitators can look out for individuals who may have something to say but not get the chance to. A facilitator can use their role to specifically call out and thus make space for those participants, ensuring that they are not ignored.
• Sequencing – Similar to stacking, sequencing involves intentionally organizing the flow of conversation. In the case of sequencing, the sequenced items are topics or perspectives rather than participants.
• Deliberate Refocusing – This technique is a non-neutral intervention that moves the focus from one topic to another at the facilitator’s discretion. 
• Tracking – Facilitators can manage multiple topics and lines of thought by tracking each one, ensuring that they dedicate time to returning to each of the topics.
• Framing – Facilitators remind the participants of what the purpose of the meeting is, asking them to rethink the particular content they are discussing with that in mind.

These open discussion techniques are just a few of the ways a facilitator may manage open discussion during the participatory decision-making process.

Implementing Participatory Decision-Making for Your Organization

Participatory decision-making supports sustainable agreements where all team members are engaged and committed. The process can be difficult, but a skilled facilitator can assist in working through the Groan Zone and toward a refined decision.

At Voltage Control, we are leading experts in facilitating participatory decision-making processes. We help leaders and teams harness the power of facilitation through our certifications, workshops, and beyond. Voltage Control also hosts Facilitation Lab, a facilitator community. The Facilitation Lab weekly meetup provides a free place to engage with and learn from other facilitators in a way that deepens learning and exposure to new techniques and tools.

Contact Voltage Control to learn how participatory decision-making can change the future of your organization.

Kraner, S., Lind, L., Toldi, C., Fisk, S., & Berger, D. (2014). Facilitator’s Guide to Participatory Decision-Making (Third). Jossey-Bass. 

The post Facilitator’s Guide to Participatory Decision Making appeared first on Voltage Control.

“The way we gather matters.” The opening line of Priya Parker’s The Art of Gathering elegantly and succinctly sums up the focus of this book, which is jam-packed with useful and inspiring information for anyone who hosts events. As someone who facilitates design sprints and innovation workshops for a living, I found Parker’s book to be incredibly enlightening, and in reading it, I added more than a few new tools to my repertoire.

One of the things I appreciate about The Art of Gathering is that it comes from a different perspective than many of the books I’ve read on the subject; namely, her book is not rooted in the design or innovation spaces. Trained in group dialogue and conflict resolution, Parker comes at the topic with a broad definition of gatherings — they can be big or small, personal or public, casual or high-stakes.

This book is relevant not just to those working in start-ups or corporate settings but to anyone. From dinner parties and baby showers to family reunions and funerals, Parker tells us how to gather more effectively.

There are many practical takeaways from The Art of Gathering, but below, I share the seven that I’ll carry forward with me in my work as an innovation facilitator.

1. Have a Clear Purpose

One of the first things Parker writes about is that before you gather, you should be crystal clear about why you’re meeting. You may think you know why you’re meeting, but Parker says: “A category is not a purpose.” In other words, a purpose is not: “I’m getting married” or “I’m hosting a meeting about our new product release.”

Parker urges readers to get really specific about what they want to accomplish and achieve through a gathering. She says: “drill baby drill” — ask “why?” until you find an articulation of what you truly need to accomplish. By doing this, you will move from a “basic, boring purpose” to one that is “specific, unique, and disputable.”

“The purpose of your gathering is more than an inspiring concept. It is a tool, a filter that helps you determine all the details, grand and trivial.” — Priya Parker

Parker shares that when you have a good purpose, it helps you make better decisions. Your purpose is your “bouncer.” It lets you know what is right and wrong for your particular event.

2. It’s Not “The More, The Merrier”

After you have your specific purpose nailed down, deciding who should be at your gathering is the next order of business. Parker writes about the need to exclude people from events. It’s completely ok and even necessary, she says: “Thoughtful, considered exclusion is vital to any gathering.” (This is a topic I often have to bring up with clients when planning design sprints; too many people lead to an ineffective sprint, so I’m always encouraging a limited and focused participant list.)

But, what’s wrong with over-including, if you can? Parker feels that overinclusion is a reflection that you don’t know and aren’t committed to your purpose. She urges those planning gatherings to ask themselves questions such as: Who fits and helps fulfill the purpose? Who threatens it? Who do I feel obliged to invite? Parker says we must be courageous enough to keep away our “Bobs” (the people we feel obliged to include). There’s nothing wrong with “Bobs,” but they don’t necessarily fulfill the event’s purpose.

“When I talk about generous exclusion, I am speaking of ways of bounding a gathering that allows diversity in it to be heightened and sharpened, rather than diluted in a hodgepodge of people.” — Priya Parker

3. Don’t Forget “The Chateau Principle”

Parker writes about something that I hold to be very true as well — where your gathering happens has a tremendous impact on the outcomes of the event. As Parker says: “venues come with scripts.” In other words, we will act more formally in a courtroom than in a meeting on a comfy couch.

“You should…seek a setting that embodies the reason for your convening. When a place embodies an idea, it brings a person’s body and whole being into the experience, not only their minds.” — Priya Parker

Parker calls this “The Chateau Principle,” which means you shouldn’t host a meeting in a chateau if you don’t want to “remind the French of their greatness.” (The name comes from a story she shares about an ill-fated corporate merger meeting that was hosted in a castle in France.)

Spaces embody the vibe we are going for in our gathering. The surroundings we choose for a meeting or party can make or break the mood, support or undermine our purpose, and encourage or discourage attendees to escape from their typical mindsets.

4. The Non-Chill Host

We often think it is ideal to be laid back and relaxed as a host of a gathering, but Parker reminds us that this is not the case. Guests want their host or facilitator to be in control of the event. As she puts it: “Who wants to sail on a skipperless ship?”

It’s more than ok to set up rules and keep to the agenda that you have set for a gathering. When you don’t steer the ship as the host, you create a vacuum for others to fill, and they might not do it in the way you want.

“A gathering run on generous authority is run with a strong, confidenthand, but is run selflessly, for the sake of others.” — Priya Parker

Parker talks about “generous authority” as a guiding principle for hosts. It is a way to behave that protects, equalizes, and connects your guests. She suggests exuding what she calls “half-Egyptian and half-German authority” (inspired by a friend of hers), which combines the right balance of warmth and order during your gathering.

5. Pregame is Everything

Typically we think that events begin when they begin. Parker reminds us that events actually start long before: they are initiated in how guests are prepared for the gathering. According to Parker: “90% of what makes a gathering successful is put in place beforehand.” For example, you may take time to individually meet with stakeholders before a big meeting, or maybe you send an inspiring article to the attendees of an upcoming dinner party.

Parker shares helpful tidbits about how to positively “prime” your attendees before an event. It’s everything from how your name your gathering (is it a “lockdown” or “brainstorm”?) to how you greet attendees. and usher them into a gathering space. To illustrate the concept of ushering, she talked about the immersive theater experience Then She Fell, where the audience was seated in a small reception area and given a special elixir and a set of keys before entering the alternative world of the show.

Whatever you do, resist the urge to start your gathering with logistics and, instead, launch in a way that sets the tone for the rest of your time together.

6. Don’t Be Afraid of Heat

We’ve been told again and again not to talk about things like politics and religion during gatherings, but Parker has some contrary thinking here as well: “Good controversy can make a gathering matter more.” She feels that too much harmony can make an event dull. Furthermore, in shying away from difficult topics, you might not accomplish what you need to in your gathering.

“I bring good controversy to a gathering only when I believe some good can come out of it — enough good to outweigh the risks and harm.” — Priya Parker

Parker shared how she once encouraged well-mannered architects to dig into potentially controversial work topics. She designed a moment where the architects would have to participate in a virtual “cage match” to debate divergent strategies for the future of their firm. For Parker, “good controversy” can be just that, but it requires someone to design the structure and space for it to happen.

7. How to Say Goodbye

Finally, Parker urges us to think carefully about how our gatherings end so they don’t peter out with a whimper. “Close with a closing,” she says. She tells us never to start a meeting with logistics and we shouldn’t close with them either.

“A good and meaningful closing doesn’t conform to any particular rules or form. It’s something you have to build yourself, in keeping with the spirit of your gathering, in proportion to how big a deal you want to make of it.” — Priya Parker

She suggests a couple of natural ways to close an event. First, you can encourage the guests to make meaning and reflect on what happened. Second, you can have guests share how they are going to reenter the world with the new information they’ve received from the gathering. It’s about connecting our gatherings back to our daily lives. How can a piece of the event stay with attendees? Parker states: “Part of preparing guests for reentry is helping them find a thread to connect the world of the gathering to the world outside.”

Interested in experiencing professional facilitation at your next event? Voltage Control can train your leaders and teams on how to plan, organize, and execute meetings and events that are innovative and built to unlock potential and unleash everyone.

The post My Favorite Learnings from Priya Parker’s “The Art of Gathering” appeared first on Voltage Control.

Where you hold your Sprint is critical. Whether you are running a Design Sprint, Innovation Workshop, Visioning Session, or another type of workshop, your venue or space is part of the event’s success. When planning your next workshop, I recommend that you consider these seven things.

1. LOCATION

Location is often the first consideration. Start with any geographical or budgetary constraints. Often, we pick a location based on where the majority of the workshop participants reside in order to reduce travel costs.

However, it’s important not to settle for whatever rooms might be available at your office. Many offices lack spaces that are ideal for workshops, so we recommend that you consider remote offsite locations. The investment is worth it. Working offsite might be helpful to get people out of their typical mindset. A change of scenery can be helpful for some companies, especially environments entrenched in the status quo.

Sometimes, instead of prioritizing the budget, we have to consider the availability of resources. Is there a participant or expert that we really want to include in-person? Perhaps we want to co-locate with our target users so that we can do our interviews in person. The opportunity cost could easily eclipse any additional cost of an outside venue.

Pro Tip: Check out websites Peerspace and Breather to find great creative spaces to hold your Sprint!

2. SPACE

It might seem nit-picky, but you should carefully consider the details of the room itself. First, it can’t be too small! Choose a space that is big enough to accommodate all attendees at the table(s). Don’t forget that you need enough room to move around and huddle at the walls.

A good rule of thumb is to pull all the chairs out from under the table so there is just a bit of space from the seat of the chair to the table. Is there still enough room to walk past the chair? That’s the absolute smallest room you should accept! Make sure to select a room that can proportionately accommodate the expected number of participants while respecting their personal space.

Pro Tip: For a Design Sprint with seven people, we recommend a room no smaller than 12 x 20 ft.

To take a more scientific approach, consider Proxemics. Proxemics, the study of personal space and boundaries, can give you some quick rules of thumb. During a Sprint, where seven people are in a single room, everyone is operating for an entire workweek in the Personal Distance Zone, which ranges from 2–5 feet. This space is reserved for friends and family — people you know and trust. It’s an easy and relaxed space for talking, shaking hands, gesturing, and making faces.

3. ENVIRONMENT

Think about how the workshop space will make your participants feel. This isn’t touchy-feely stuff, it’s actually key to the success of your event. Is it conducive to focus and fun? Is the space pleasant to work in and free from distractions? Consider air quality, decor, lighting, and the general vibe of the space.

Windows are always nice so that folks don’t feel like they are locked in a closet all day. A room that gets natural light from a window is always a good bet. Fun fact—daylit environments are known to increase productivity! A related consideration is the room’s temperature. Make sure you can control the temperature of the room so people aren’t too hot or too cold. (Or, make a note of it, so you can tell participants to bring a sweater!)

Pro Tip: Music is a powerful way to make your environment more inviting. Bringing a small speaker so you can play appropriate tunes when people arrive, during breaks, or even during brainstorming sessions.

4. FURNITURE

Ideally, your venue comes equipped with all the furniture you’ll need. You’ll need at least one chair for every participant. But, you also don’t want too many chairs or superfluous furniture cluttering up space.

Look for rooms that have tables that are easily moved and can be configured into different arrangements depending on your activities. For example, do you need to be seated in one large group for brainstorming? Or, will you be breaking into smaller groups? In that case, you need tables that can be utilized for breakout teams.

Pro Tip: Factor in time before your workshop starts to rearrange the room and make it *just right* for your agenda and participants. You’ll need at leave 20–30 minutes and more than one person to help!

5. WALL SPACE & WHITEBOARDS

One of the most important features of a great workshop venue is space for creation. You absolutely need dedicated space for hanging ideas, posters and/or Post-its. Make sure there is enough space on the walls to pin or tape things or that there are plenty of whiteboards.

For Design Sprint and most other workshops, you typically need two large whiteboards or 3–5 small ones. If you can’t get whiteboards, the 3M flipcharts can work. If so, consider buying an easel stand or two so they have something to sit on.

Pro Tip: If you have walls to hang on, they should be smooth enough that Post-it notes will stick to them. Avoid the comedy of errors of constantly falling Post-its at all costs!

6. AV / TECH

Ask about the venue’s audio-visual features and make sure it covers your needs. Usually, you can get by with a TV or projector with HDMI, VGA, or Airplay, which is used for projecting your presentation.

Also, having WiFi is preferred, but you could get away without it. Although, your participants might not like it!

7. REFRESHMENTS

When you are looking at venues, think about where the participants will eat. Well-fed participants are happy participants! If you do not have a separate space for lunch, there should be room in your space to accommodate lunch. Have an additional table at the ready where you can lay out your lunch spread without disturbing your workspace.

Lastly, this might sound mundane, but be sure that there are adequate recycling, compost, and landfill containers for the team in the space. Bonus points if you can get the waste bins out of the room after lunch to prevent any distracting odors throughout the afternoon.

These are the criteria we use at Voltage Control when planning and facilitating Design Sprints and innovation workshops for our clients.

Pro-tip: with these considerations in mind, use our Workshop Design Canvas download to design your workshop like a learning experience pro.

Are you in need of a facilitator for your next meeting or workshop? We’re here to help. Voltage Control facilitates events of all kinds, including design thinking workshops, innovation sessions, and Design Sprints. Let’s chat!

The post 7 Things to Consider When Choosing a Workshop Venue appeared first on Voltage Control.