“Help the group see the issues and opportunities ahead and around them. Take people through mini-version of the journey you have been through yourself. Reflect back to the group what they have brought up within the process so far. Summarise, without coming to a conclusion yourself. Create a space to allow the stakeholder groups in the organisation to articulate with freshness some key changes they’re ready to make based on their new understanding of what needs to be done…” Read more.
“There is no best way to tackle a social or environmental problem. There are only good strategies and interventions, and finding those depends on the context of the problem. Finding a good strategy is easy enough in theory, but in practice this means taking the time to examine power dynamics, historical attempts to shift the needle on an issue, and mapping the kinds of feedback loops that are perpetuating issues….” Read more.
“For others who feel like “artists of the invisible” as Alan Kaplan puts it, I wanted to share these five shadows that I’m working with. I invite you to notice for yourself what role these or other shadows may play in your life as you move forward and live a life you want. I have learnt that whatever you tend to lean on as your strengths, can also be doors to your weakest weaknesses. Some of these shadows inhibit your personal growth, while others more directly hinder your growth as a facilitator. I am trying to make peace with every shadow by dancing with them – this is not a list of habits to quit, these are shadows I cast which and I’m now paying close attention to where they fall…” Read the e-book.
“If the team wants your help with a decision making process or help facilitating a discussion: Suggest a process, explain how it works & the value of it & ask them if they think that process feels relevant right now so they feel they have decided to do the process and can own it a bit while also building their capacity to use the technique in the future…” Read more.
“We develop our understanding of the needs of our imaginary participants over time through many conversations, surveys, interviews and focus discussions with people who we consider to be similar to those people we are aiming to engage with the programme. This allows us to challenge our thinking with real-world input across every aspect of our design….” Read more.