Facilitation 
Complex Environments Particpatory Action Research
An Evolution in Governance
“to facilitate” = to make easy
“A process in which a person who is acceptable to all members of the group, substantively neutral, and has no decision-making authority intervenes to help a group improve the way it identifies and solves problems and makes decisions, in order to increase the group’s effectiveness.”
Roger Schwarz , The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches (Revised Edition), Jossey-Bass, 2002, page 5.
[Facilitation is] “… the art of leading people through processes toward agreed-upon objectives in a manner that encourages participation, ownership and creativity from all involved.”
David Sibbet , Principles of Facilitation: The Purpose and Potential of Leading Group Process , Grove Consultants International, 2002, page IV.
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A facilitator contributes structure and process (how) so groups can function effectively and make high-quality decisions (what).
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The Services of a Facilitator are Most Helpful When:
Complexity science tells us that:
Change is continuous...prediction and control are impossible, we need to be prepared to adapt
In living systems…relationships and connections are critical; diversity is a strategic advantage; small changes can have big effects
‘Good enough’ visions…should be supported by minimum specifications or principles to leave room for new ideas to emerge
Self-organization…requires a constant flow/access to information and the capacity/commitment to reflect
Paradoxes and tensions exist…we need to work with them and challenge assumptions; sustain creative tension; mix cooperation with competition
To apply these ‘lessons’ we must:
Ruth is a member of the Plexus Institute – a learning community made up of individuals interested in exploring the application of complexity principles in organizations.
Planning in Complex Environments
For many organizations the future feels unknowable – external environments are in constant flux and many aspects of that environment are complex and beyond their control. Planning within this context is challenging – but complexity science leads to certain tools that can be helpful. These include identifying minimum specifications– defining only a few key requirements which must be met in order to achieve a shared vision; scenario planning – envisioning and preparing for a variety of possible futures; and multiple simultaneous strategies – following the rapid response cycle of planning, doing, reflecting and acting.
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Adapting to Changing Environments
Not only are today’s environments complex and unpredictable, but they are also characterized by constant change. Leadership’s role in enhancing an organization’s change-ability and sustainability resides in its own capacity to create the conditions that allow people to embrace and shape change.
Conditions that support and encourage passion, adventurousness, and resourcefulness enable people to respond to new challenges. For people to respond to challenges they must be able to access and integrate vast quantities of information and multiple perspectives. Responsiveness to, and innovation in, complex situations can be enhanced through the use of a combination of intentional and emergent strategies. Diversity of strategies, people and ideas is a key ingredient that improves the likelihood of sustainability.
By keeping the flow of information open leaders can encourage everyone to be alert to emerging opportunities. Leaders should also promote the exchange of ideas within the organization so that everyone is aware of their ability to contribute to make a difference. An organization's success ultimately depends on its peoples’ ability to thrive in complex environments.
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How can NP organizations evaluate their programs and demonstrate accountability in a way that is practical, credible and meaningful?
How can I learn more?
With Participatory Action Research (PAR)...
PAR is a research method that is qualitative, quantitative and participative. It has as its twin goals the achievement of both action and research in the same evaluation method. Cost-effective evaluation approach responds to pressures of accountability, simplicity and responsiveness.
Participants (e.g. individuals receiving service and related individuals) are involved in collecting and interpreting data. The data can be a combination of quantitative and qualitative indicators. This combination strengthens the qualitative data, provides a deeper understanding of the quantitative data and leads to action more directly.
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Download a copy of “Participatory Action Research: A guide for community-based organizations”. This guide was developed in 2003 for Participation House, London in collaboration with their Quality Outcomes for People Committee. It provides an overview of the PAR process and an explanation of how the process was successfully applied at Participation House.
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The Board’s list of roles and responsibilities are constantly being refined; despite this, boards are often considered to be only marginally relevant. In “Governance as Leadership”, Chait, Ryan and Taylor suggest that the Board’s work needs to be reframed. Their framework for board work describes much of what I have observed working with boards over the last two decades and offers a fresh framework on governance.
Traditional governance models such as Carver’s Policy Governance model create a rigid divide between the Executive Director/CEO and the board. In adhering to this division, the board, the organization, and the community often become disconnected. In many cases this has also resulted in individual board members becoming bored and disengaged.
Chait, Ryan and Taylor suggest that it is time that governance reclaims its leadership role – by functioning in 3 modes:
These activities are not entirely new, and most boards are familiar with and comfortable working in the first two modes; unfortunately this often means they spend most of their time on those activities. Some governance models suggest this is appropriate, but it perpetuates the disconnection by keeping board and executive work separate. Chait et. al propose that a balance of the three is desirable particularly over the long term.
The "new work" of the Board involves: