Subject: [Master Facilitator Journal] It's Not the Spanish Inquisition - March13, 2007
Master
Facilitator Journal | Issue #0293, March 13, 2007 ....
Dear
friends,
As facilitators, we are naturally observant and insightful when it comes
to observing and assessing the group dynamics. Still, we are human,
and being human, we filter available data through our lens of biases,
experience, and conditioning. With every observation we make, at best
we can only make inferences as to what's really going on. These inferences
may often be right on, but not always. We'll serve our groups well by
always remembering this.
This week's article, "It's Not the Spanish Inquisition,"
teaches us a simple perspective that will help us navigate our groups
via curiosity, a perspective that will show us the path of least resistance
as we move our groups through the most heated situations. I hope you
enjoy it!
Have a great week!
Steve
Davis
Publisher and Founder of FacilitatorU.com
It's
Not the Spanish Inquisition As
insightful as you are, understand that you still make inferences,
so navigate via curiosity.
Intervention
Skill
As facilitators,
we are naturally observant and insightful when it comes to observing and
assessing going dynamics. Still, we are human, and being human, we filter
available data through our lens of biases, experience, and conditioning.
With every observation we make, at best we can only make inferences as
to what's really going on. These inferences may often be right on, but
not always. We'll serve our groups well by always remembering this. Further,
the idea that any conclusions about our observations are subject to question,
is even more important when making facilitative interventions from within
the group as a participant.
Armed with these insights, you might be tempted to ask, "So what?"
And to that I say, "That's the spirit!" The spirit of curiosity
is what I'm talking about. Here's an example. Tell me, how would you respond
to the following two scenarios if you were on the receiving end?
Two Interventions
"OK, I can see what's going on here. You just don't respect each
other much in this group. Once you get past this, you're group can move
forward."
Or...
"Hmmm, let me check something out with you. It seems that most inputs
shared in this group are met with criticism. What is this about?"
As a group member, how would you respond to each of these interventions?
What's the difference? The first one comes across as a foregone conclusion,
the second as an inquiry. An attitude of curiosity is one of innocence
and pleasant to relate to. An attitude of certainty leaves little room
for exploration. Among the top coaching skills my friend Thomas Leonard
used to teach was one he called, "Navigate via Curiosity." This
is a perspective that also serves group leaders quite well.
So how does one "Navigate via Curiosity" in a group. Here is
an interesting approach...
Application
Navigating via curiosity is more an attitude than a skill. Your comments
will come mostly in the form of questions asked in a neutral or innocent
tone. You'll come from a place of sincere curiosity, realizing in fact
that "facts" are only perceptions that we've stopped questioning.
A tool
that can help you come from the perspective of curiosity was brought to
my attention by my friends Dike and Peg Drummond of www.SuperTeams.com.
They suggest using the "Columbo" persona to probe a group, especially
when you're trying to influence it from within.
For those who grew up post "70's", Columbo was a detective character
played by Peter Falk in the nighttime series "Columbo." Columbo
was an unassuming and seemingly absent-minded character. He dressed in
sloppy clothing, drove a dumpy car, smoked a fat cigar, and also seemed
to ask the most innocent and naïve questions, usually in passing.
His trademark move was to spin around on his way out the the door at the
close of an interview, rubbing his brow, saying, "Oh I'm sorry. If
you don't mind, there's just one more thing that I just don't understand…."
Columbo's disarming, humble, and innocent attitude, always got him the
answers he needed to solve the most difficult cases.
What if you were to "navigate via curiosity" to help your groups
solve their most difficult cases? What, if anything, would you have to
give up doing or being? Oh, and there's just one more thing that I've
been meaning to ask. What, if anything, would you have to change about
the way you see yourself as a group leader?
Action
So now's
your chance, answer these questions and send them to me. I'd love to hear
what you come up with... What if you were to "navigate via curiosity"
to help your groups solve their most difficult cases? What, if anything,
would you have to give up doing or being? What, if anything, would you
have to change about the way you see yourself as a group leader?
Just reply to this email to submit them.
Resource
F$ree Report: This Meeting Sux, I'm Stepping in...With Conscious Acts
of Leadership.
Download
this concise 9-page report that includes:
Quick
but effective things you can do right now to change the course of your
next meeting whether you're the designated leader or not!
Three
reasons why it's in your best interest to exercise leadership in your
meetings no matter what your position.
The two
basic skills you can use over and over again to change the course of
your meetings.
How to
correct five of the top dysfunctional behaviors in meetings as a participant.
How to
have the right "attitude" as a participatory leader to make
the greatest impact in your meetings.
An opportunity
to become part of a Free Meeting Synergy Working Group to receive coaching
to be a more effective group leader.
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In
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Monday Introduction to the
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4. Juggling.
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Tuesday Relating with compassion
and understanding.
6. Be Ignorant.
7. Make Smiles Happen.
8. Hold 'em High.
9. Acknowledge the Elephant.
10. Turn on Your Crap-Detector.
Wednesday Group
Dynamics and Facilitation
11. Build the Container.
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13. Mine the Unexpected.
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Thursday Organizing and Presenting
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19. Make Experiences, Not Speeches
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In addition to the 5-Day training described above,
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Pricing
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Registration...
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