Facilitative Leadership in Non-Profits
The following blog is my recollection of the presentation
and materials used in the workshop. The following passages that have a ( JK )
prefix contains my thoughts resulting from workshop topic discourse.
Facilitative Leadership in Non-Profits WORKSHOP –
Facilitated by Al Onkka, Aurora Consulting. aonkka@auroraconsult.com
612.584.3953
Up until recently, leadership took the form of a strong
hero – one having a certain charisma needed to direct subordinates to some
directed action. This “top-down” method of human organization was responsible
for most of the events of history. A new concept involves a process whereby the
membership of groups determines for themselves directions and actions.
The Hero model involves fewer individuals coming up with
facts, deciding those facts, and then telling others what needs to be done. In
this model, the hero is also the supervisor making sure that actions are
conducive to his visions. The new model
called Facilitative, has an understanding that the members of the group have
the correction knowledge and needed actions for challenges. In this case, the
facilitator becomes the host that accesses the learned experiences of the time.
Any leadership is needed to solve problems and problems
could be classified into 2 areas; Technical and Adaptive. Exploring issues that
may come with email transmissions, a Technical-related problem may involve the
working of the email system. In this area, there is a technical fix to repair
the broken system. In Adaptive-related problem, the issue may involve the fact
that no one is emailing the recipient. It is important to know which type of
problem is being faced and the leadership needed to address the problem. The
link between problem understanding and related solutions then become obvious.
A technical problem has technical solutions and therefore
the correct solution is “out there” for application. For Adaptive problems,
solutions require a certain level of exploration and learning.
Facilitative Leadership contains certain values: it Values Human Resources, it supports participation,
and it builds consensus through shared commitment. Facilitative Leadership also enables
collective actions while working better (but not necessarily easier). In the
Facilitative Leadership model, members of the organization need to have a high
level of self-awareness of the roles being played.
Conversations within Facilitative Leadership focus on
communication and this is highly structured. Benefits of this model result in a
shared understanding, appreciation, and sharing of the related issues.
In any conversation, most persons are not listening to
the speaker but are thinking about their reply to the speaker. In a role of a
Facilitator and used in Facilitative Leadership, members must listen to
understand what is being presented. This could be quite a stretch for most
people but a necessary component of the method.
In Facilitative Leadership, the conversations flow into a
defined pattern of Divergent Thinking to Convergent Thinking. Divergent
Thinking expands the possibilities of the topic/issues. Convergent Thinking
takes the results of divergent thinking and focuses on what is
applicable/important.
The components of Divergent Thinking are Objective and
Reflective analysis. These two areas involve accumulation of data, facts,
reality from a situational point of view; one perspective more material, and
the other more emotional. The components of Convergent Thinking are
Interpretive and Decisional. These two areas involve assigning what it means
and then deciding on a course of action.
With Facilitative Leadership, facilitators must not
“teach” but ask for understanding. In asking for understanding from the group,
the wisdom of the group can be accessed. Conducting of formal facilitative
meetings must be done with Divergent and Convergent Thinking methodology. The
goal for such meetings is to build consensus.
Remembering the core values of Facilitative Leadership,
we see:
All sessions need to be documented. The recording
documents can be posted for archival value, showcasing consensus, and perhaps
build confidence in the process.
JK: This model assumes that there is both quality and
training of all participants. I’m thinking that all people need training in
this new model of decision-making process. Rather than just conduct or facilitate
a meeting according to the stated conditions, perhaps there needs to be a
strong “hero”..or benevolent leader that could conduct the meeting as a
learning laboratory until necessary skills are learned.
John Krochmalny
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