Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 12, Issue 47;   November 21, 2012: On Facilitation Suggestions from Meeting Participants

On Facilitation Suggestions from Meeting Participants

by

Team leaders often facilitate their own meetings, and although there are problems associated with that dual role, it's so familiar that it works well enough, most of the time. Less widely understood are the problems that arise when other meeting participants make facilitation suggestions.
Silly putty dripping through a hole

Silly putty dripping through a hole. Silly putty is an example of a non-newtonian fluid. There are many kinds of non-newtonian fluids, but silly putty, which is a dilatant material, is particularly interesting in the context of facilitation suggestions by participants. In silly putty, the shear viscosity increases with applied shear stress. That is, the harder you hit it, the more viscous it becomes. It can drip through a hole, as shown above, but if you hit it with a hammer, it cracks. Here's a link to a video of what happens when you drop a 50-pound ball of silly putty off the third story of a parking garage. It shatters!

Making facilitation suggestions to a meeting in which you are yourself a participant can have analogous consequences. The resistance of the group can depend on their perception of your investment in your suggestion. If you seem to be heavily invested, they are more likely to reject your suggestion. Photo by Glitch010101 courtesy Wikipedia (CC BY SA 2.0).

Meeting participants who make procedural suggestions to the Chair, or facilitator, or to the meeting as a whole, are taking on a portion of the role of facilitator. When these suggestions are welcome, well timed, and infrequent, they can improve the flow of the meeting.

And sometimes facilitation suggestions create problems. Offering a process suggestion can be a risky move, even when the group is stuck or in chaos. Here are some tips for improving the chances of making suggestions that actually help.

Accept that the participant view is biased
Involvement in the discussion can obscure your view of it. This is why dispassionate facilitation by an uninvolved party is so helpful.
Facilitation suggestions from participants can still be helpful, though, if you present them from an honest personal perspective, and if they are received as information about how the discussion looks from your perspective.
Accept the facilitator's skill
If someone is acting as the formal facilitator, he or she might already have thought of any process suggestion you might offer. And there might be good reasons for not adopting it, or not adopting it yet.
A suggestion might nevertheless be welcome, if you offer it in a way that acknowledges the facilitator's skill and perspective.
Neutrality helps
If you've already taken a position on the matter in question, or if people believe they know what your position is, some who hold other views might interpret your facilitation suggestion as a ploy to advance your own position on the matter, even if that isn't your intention. This is especially likely if the discussion is polarized. And it doesn't matter to others whether they can divine how your suggestion advances your position — they can doubt anyway.
Your Your facilitation suggestions
are more likely to be accepted
if you've been neutral
on the matter in question
facilitation suggestions are more likely to be accepted if you've been neutral on the matter in question, not only in the current discussion, but in all previous related discussions.
Alliances can erode credibility
Even if you've taken no position on the matter in question, facilitation suggestions can be seen as attempts to seize or consolidate power within the group. For instance, if someone who's seen as an ally of yours would benefit from the suggestion, doubters might assume that the two of you have a deal going.
Restrict your facilitation suggestions to matters that don't advance your own position or the positions of anyone regarded as allies of yours.

Timing is perhaps the most important factor that affects acceptance of facilitation suggestions. Ideas offered to save time by avoiding a process you regard as wasteful are rarely accepted. Ideas offered after significant time has been lost in a futile search for resolution are more likely to be accepted. The long way around is sometimes the shortest path. Go to top Top  Next issue: Why Others Do What They Do  Next Issue

101 Tips for Effective MeetingsDo you spendyour days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrentuGepUNApfZrqcNHner@ChacnITliHCxMgnvmORjoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Effective Meetings:

Two different chairsTake Any Seat: I
When you attend a meeting, how do you choose your seat? Whether you chair or not, where you sit helps to determine your effectiveness and your stature during the meeting. Here are some tips for choosing your seat strategically.
King Pyrrhus of EpiroDivisive Debates and Virulent Victories
When groups decide divisive issues, harmful effects can linger for weeks, months, or forever. Although those who prevail might be ready to "move on," others might feel so alienated that they experience even daily routine as fresh insult and disparagement. How a group handles divisive issues can determine its success.
The Samuel Morse Telegraph ReceiverRemote Facilitation in Synchronous Contexts: III
Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part III of a little catalog of suggestions for remote facilitators.
Barack Obama, 44th President of the United StatesSpeak for Influence
Among the factors that determine the influence of contributions in meetings are the content of the contribution and how it fits into the conversation. Most of the time, we focus too much on content and not enough on fit.
XP-80 prototype Lulu-Belle on the groundRationalizing Creativity at Work: II
Creative thinking at work can be nurtured or encouraged, but not forced or compelled. Leaders who try to compel creativity because of very real financial and schedule pressures rarely get the results they seek. Here are examples of tactics people use in mostly-futile attempts to compel creativity.

See also Effective Meetings and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

Prof. Tom PettigrewComing February 21: The Ultimate Attribution Error at Work
When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
Daffodils of the variety Narcissus 'Barrett Browning'And on February 28: Narcissistic Behavior at Work: I
Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentQxJsbHwliOhJVQkner@ChacAKBQmLowUmbTMaXBoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.