100% współpracy jest możliwe - trening Convergent Facilitation

Day 1. Introduction to Convergent Facilitation

1. Overview

1. The reasons why compromise doesn't work and alternative ways to make decisions that people fully support

Using the Convergent Facilitation Decision-Making Framework to discover break-through solutions to problems that seemed unsolvable

The Convergent Decision-Making Framework

Keeping individuals involved without sacrificing the engagement and energy of everyone else

Keeping the meeting moving forward without leaving anyone behind

1. Phase 1: Criteria Gathering

1. Purpose: come up with a list of criteria to guide the rest of the process
2. Flow:
   1. Facilitator captures what's important to everyone in noncontroversial language
   2. Group takes ownership of the entire list
3. Facilitation skill: Identifying what's important and expressing it in noncontroversial language to reach common ground

1. Phase 2: Proposal Creation

1. Purpose: Create a proposal that attends to as many of the criteria on the list as possible.
2. Flow:
   1. Picking who makes the proposals (the entire group, a committee, or multiple committees)
   2. Engaging with group(s) to create proposals based on people's suggestions matching them up to the criteria list
3. Facilitation skills:
   1. (If needed) Forming a committee that is most likely to bring back a proposal that a larger group will support

1. Tracking - what to take note of as you facilitate so you can make transparent transitions that build trust: purpose, time, people, criteria, open loops

1. Phase 3: Decision Making

1. Purpose: reach a decision that everyone supports wholeheartedly
2. Flow:
   1. Evaluating proposals, then choosing where to start
   2. Inviting dissent relative to the circumstances, the level of support, constraints, and more
   3. Engaging with dissent to identifying whether and how to make changes to proposals
3. Facilitation skills:
   1. Evaluating proposals based on criteria to identify which proposal is most likely to become a decision

1. Gauging willingness by setting the Threshold of Willingness/Dissent to find the sweet spot that maximizes collaboration and efficiency within existing constraints
2. Engaging with dissent to ensure that the final decision sticks

1. Dealing with Outliers

1. Purpose: creating convergence between outlier and group
2. Flow: engage with both group and outlier to see where openness to shift occurs

1. Facilitation skills:
   1. Making conscious choices about how to use your power as a facilitator
   2. Stepping in to increase trust, connection, and flow
   3. Making transparent transitions to increase trust in the process under stressful conditions, and invite everyone to participate in shaping the outcome

Day 2: Convergent Facilitation (continuation)

1. Power differences

1. Dealing with power differences within the room
   1. Why power is a challenge to collaboration
   2. Structural/positional power
   3. Social power and privilege
   4. Intensity, privilege, and facilitation
2. Facilitating when part of the group
   1. How to include your own preferences and needs?
   2. When you also have structural and/or social power
   3. Facilitating from the sidelines

1. Facilitation tips

1. The inner work of facilitation
2. Dealing with "difficult" people
3. Embracing humility and uncertainty
4. Making requests in a group when facilitating
5. How to listen to participants

Practice