Radical team wisdom #3
Jul 16th, 2007 by robynjay
[image: Brenda Anderson]
Really good project facilitators stand out like beacons.
However putting your finger on what it is that makes them great - what the essence is - is sometimes difficult to identify.
In Chapter 8 of The Radical Team Handbook, Redding begins to capture this.
1. They create a sense of urgency and embrace change
‘Leaders supporting radical teams demonstrate a consistent and passionate commitment to fundamental change.’ (p.182)
LearnScope is about innovative e-learning solutions to meet the identified needs of learners and clients. It’s about analysing current practice and moving that forward. It’s about identifying potential from new and emerging technologies and educational philosophy.
Great facilitators are open to new ways of thinking and working. They do not impose their own values, hesitations, bias, or expectations. They challenge and question, but they resource and support diversity and investigation. They know how to assist individuals to pinpoint passions and potential, to identify pathways, and to articulate learning and issues.
They give ownership of direction, decisions and outcomes to the team.
2. They create safe learning environments
‘Teams watch carefully for signs that indicate how secure it is to take risks’ (p.183).
The challenge for facilitators in a world where we mistakes are punished and where change is feared, is to create an environment where team members feel good about taking risks, experimenting and questioning the status quo.
[image: mikehipp]
3. The act as a role model
In my experience the ONLY way to achieve the above is to model it. By this I mean not only that you yourself adopt a risk-taking, change-agent personae… but that you celebrate and openly/actively support that in the team members.
- acknowledge your ignorance
- present perspectives as assumptions to be investigated, not facts to be treated as givens
- demonstrate that you are prepared to change your thinking and reframe your understandings
4. Ask a lot of good questions
‘A key way to be a role model for learning is to demonstrate strong inquiry skills’ (p.183).
In my experience as lecturer in higher education, the ability to question and think critically really challenges many VET practitioners. Perhaps in part this is related to a fear of exposing poor practice or mistakes? As an Education undergraduate we were required to critically reflect on each lesson we taught, to openly discuss ‘flops’ (and goodness knows we all have them) as well as what worked well, and to constructively evaluate alternative approaches to try out. It has stood me in good stead.
5. Focusing thinking
My advice to teams is always ‘keep it simple’, but there will be times when the complexity of opportunity and issues can lead teams to a point where they seem about to explode (or implode).
When these rough spots occur a good facilitator needs to step in an simplify the situation, refocus the team on the critical issues, and provide some guidance to get things moving again. Facilitators sometimes DO need to step in to provide focus but they must step out again to allow teams to maintain ownership and accountability.
6. Help manage the politics
‘… radical teams are going to ruffle some feathers before projects are complete’ (p.184)
Our team facilitators are not always in positions where they understand organisational politics; sometimes they are external. In this case a close relationship with an internal sponsor or ‘champion’ is vital. What Redding suggests is that you need a leader of some description to guide you through the ’sometimes treacherous waters of organisational politics’. This is often done in the background negotiating space and freedom for the team to conduct its trials and explorations.
Without a doubt the effectiveness of the team facilitator can make or break a project. It’s a role not to be taken lightly and one that not everyone can fill.
I refer you back to Paula Williams’ words of wisdom from the 2007 Induction Day for more great ideas and advice.
As a facilitator what words of advice can YOU offer?
As a participant what do good facilitators do to make your project experience worthwhile?