The Subtle Art of Facilitation

BPM project durations are usually measured in weeks-to-months – not months-to-years. With this velocity, you can’t afford to get stuck in the rut of traditional “define & design” techniques based on multiple rounds of 1-on-1 analysis meetings. In fact, I’d go so far as to label this as rework which increases a project’s cycle time!

I’m an enthusiastic supporter of the workshop format, where not only speed, but also quality, visibility and buy-in are greatly enhanced compared to the 1-on-1 approach. You could say it’s a way of applying process improvement methods to the way we carry out process improvement itself (or “PI²” as I like to call it).

In a previous blog, I shared some secrets of success for the “2 x 6 workshop“. One of the critical success factors is utilizing a facilitator – “an impartial, objective analyst to run the session, keep it crisp and in-focus”. Let’s dive into that a bit more. Why do we need the facilitator role, how does it add value to the process of process improvement, and how can it be done well?

Whether you’re defining your project scope, capturing the “As Is” process, or designing a new & improved process, an impartial facilitator can provide these kinds of benefits:

• As a guide, not a referee, the facilitator can lead participants to their own (joint) conclusions, gaining inherent consensus. The attendees walk out of the workshop aligned to the outcome that they have contributed to.
• With a fresh perspective – not being an expert in the given process – the facilitator can question, challenge, and seek clarification. For the facilitator to understand the process, as a layperson, the outputs must be very clear and straightforward. Such clear and straightforward analysis is of benefit to all involved – from the sponsor signing off the project, to the developers implementing the proposed solution.

• The facilitator is focused on realizing the objectives of the session within the allotted time. You may be surprised at how much can be achieved in a relatively short time-frame, when assisted by sharp facilitation skills.

On the other hand, without dedicated facilitation, there is the possibility that the session may:

• Not yield the required objectives, or drag on well past the agreed time.
• Produce poor results, such as a sub-optimal process re-design.
• Break down into arguments, based on “irreconcilable” differences between those with different viewpoints & vested interests in the planned change.
• Result in “bad press” for the project, fueling doubts & resistance to change from which the project may never recover!

So what makes a good facilitator?

• To paraphrase the real estate proverb – “Communication, communication, communication!” An excellent listener, able to coalesce multiple fragments of information and summarize back to the audience
• Considerable patience. The ability to elicit the best possible information from participants who may be nervous, angry, rude, bored or just plain apathetic!
• Flexibility – to be able to modify the approach appropriately, situationally, and deal with the unexpected

Here are some specific recommendations, from my own experience:

• Stay focused on the specific objectives of the current workshop. If modeling the as-is, stick to the way things are at the moment, no matter how bad it is -  don’t allow the participants to leap ahead to solutions. If modeling a “blue sky To-Be” then ensure everyone can brainstorm freely without fear of criticism or self-imposed constraints or limitations
• A little well-placed, friendly humor can be very effective at breaking the tension and getting a team to gel quickly.
• Like an air traffic controller – use “holding patterns” to take the level of detail up or down as necessary. It’s ok to ask for more detail to understand a critical activity, for example, but in other cases you need to cut the tangential discussions and bring the session back on course
• Timing – your participants will appreciate you concluding the workshop on time, and having short breaks – 5 or 10 minutes – no longer than one hour apart. Even the most enthusiastic participants will find their concentration waning after 45 – 50 minutes, so let them freshen their coffee but make sure they’re back promptly
• Some basic rules, such as mobile phones switched to silent, and “only one person talking at a time” may come in handy and should be agreed up front
• Never criticize or rebuke – the facilitator should have the soft skills necessary to firmly, yet politely, deal with the devil’s advocate, the incessantly chatty, the dissenter
• Practice makes perfect. There is no single correct way to do this, nor should there be – give it your own personal touch!

And by the way – there is no law against having fun – enjoy it!