Facilitator's Library

It is a classic problem! In fact, it's a product of our education, socialization and training in most Western institutions. We are incentivized, rewarded, and affirmed for our abilities to solve problems quickly. Don't underestimate the challenge in going against so much conditioning!

In what ways are you as a person practicing your ability to slow down? Do you have a mindfulness practice: reading, reflecting, journalling, walking, yoga, mindfulness meditation?

In facilitated sessions, are you ensuring you are leaving enough time on the agenda to truly stay in "divergent" thinking? Use time and design as your guide to stay true to your intention.

In what areas have you observed the benefits of "finding the middle ground"? When it goes well, what has it helped you achieve? Can you consolidate that to a simply purpose or values statement, and post that somewhere prominent? 

• The "When Co-Creation Fits" grid asks some healthy questions to help you determine the nature of your problem

• The "How Might We" formula gives you three questions to ask

1. Who is the community I am serving?
2. What is the future state we hope for?
3. What are my design constraints?

The "Reframe" tool from THNK is a healthy way to get underneath a problem, and one's limiting beliefs.

Establish your decision-making criteria: Consider conducting a workshop in order to establish your decision-making criteria. Having clear, shared purposes will help you all feel like you can fairly and equitably make decisions, based on a shared understanding of what constitutes a "good decision."

Be clear about the roles: In the Google Sprint format, one specific person is given the role of Decider. They are equipped to make decisions during stalemates or ties. By making it clear that they are indeed the owner of the decision, it helps things move more quickly.

Don't undercut the value of the humans offering feedback: The involvement of others, and the relationships you are building, are also part of the culture you are creating. 

Only ask for input when you intend to use it: If you don't intend to use stakeholder input, don't ask for it. Right-size your approach, and only using co-creative methods if it matches your needs.

Remember, your whole reason for choosing a design thinking process is to WIDEN input, gather perspectives from the margins, hear from the many and not just the few — you could say this question is your whole job as a facilitator and process designer! 

In live sessions, always ensure there is room for all people to process information at the speed that works for them. If possible, provide reading materials in advance. Allow folks time to reflect, think, process and share.

Throughout a process, make it known who actually has the decision making authority  — be honest about whether that is democratically shared, or if it sits with one person.

You might find this webinar useful, all about Practicing Inclusive Engagement.

In a sense, all these tools are extremely pragmatic. What's the easiest way to achieve group consensus? Develop innovative ideas? Break through a disagreement? Facilitation is an extremely pragmatic skillset, and saves countless of hours, days, weeks, months otherwise wasted solving the wrong problem. Invite them to see the pragmatic value that design thinking brings. 

Lovely question.