Meetings can be boring. Lets face it, we simply haven’t been taught how to co-operate, in fact we have been trained our whole lives how not to cooperate. Everything in mainstream schools prepares us for a life of conflict and competition. So, when we try to work together some of us, maybe unconsciously, maybe totally aware, rush into it like a competition. We have to be heard, we have to get our views across, we are right!

But, this does not help when a group of people decide to undertake a project together. So, it makes sense to learn from others who have experience of what goes wrong in meetings, and to follow some simple guidelines of how to make meetings run smoothly and achieve understanding if not full agreement.

Meetings are necessary, as a place to communicate ideas, make plans, discuss ideas and delegate responsibilities. The facilitator role in a meeting is a little similar to the old chairman, but with a few differences. It is not a position of power or authority, but a great responsibility, where one person agrees to ignore their own feelings during the meeting, and to concentrate on the dynamics of that meeting.

Seeds for Change have a very useful factsheet concerning the role of the facilitator (which means: making easy, the act of assisting or making easier the progress or improvement of something), and there website has other very useful information to help activists (yes, if you are seeking to start working for a post carbon society, working with your neighbours, you are an activist!).

A facilitator is essentially a helper for the group to have an efficient and inclusive meeting. Depending on the group a facilitator might:
help the group decide on a structure and process for the meeting and to keep to it
keep the meeting focussed on one item at a time until decisions are reached
regulate the flow of discussion – drawing out quiet people and limiting over-talking
clarify and summarise points, test for consensus and formalise decisions
help the group in dealing with conflicts.

To ensure that the group is using the most effective means of working through topics the facilitator might introduce tools such as brainstorming, go-rounds or small-group discussion. See our Briefing on Tools for Facilitating Meetings for an overview of such tools.

Superficially a facilitator fills a role similar to that of the traditional chairperson. There are however important differences. A facilitator never ‘directs’ the group without its consent. At no time does the facilitator make decisions for the group or take on functions which are the responsibility of the group as a whole. A good facilitator stays neutral and helps the members of the meeting be aware that it is their business being conducted. The success of the meeting is the mutual responsibility of the whole group. The facilitator needs to be aware of this and always get the group’s agreement before using processes or tools.

Facilitation is a vital role that needs to be filled at every meeting. In small groups this function may be shared or rotated informally. However, difficult meetings or meetings with a larger number of participants (more than 8 or 10 people) should have always have a clearly designated and experienced facilitator. All members of the meeting should feel responsible for the progress of the meeting, and help the facilitator if necessary.

We would suggest that initially at least a few of the people you are working with should learn how to facilitate a meeting. Eventually though you should aim to empower everyone in your group to be able to take this role, and it should rotate so that no one is doing it too often. It may be that one person is very good at it, and everyone loves their style and how much you get agreed, while another person may rush the meeting too much for some of you, and yet another might allow too much discussion so meetings go on for too long. But by allowing all to take turns you ensure that everyone is empowered and has the skill, so that whoever manages to make any meeting, it will still be fine within agreed parameters.

It is good to empower everyone, and allow everyone a turn, and not to allow the role to end up stagnated with any one person or small group. Share the responsibility, to spread the skills throughout your group.

A Facilitator’s Skills and Qualities

Little emotional investment in the issues discussed. Avoid manipulating the meeting towards a particular outcome. If this becomes difficult, step out of role and let someone else facilitate.
Energy and attention for the job at hand.
Understanding of tasks for the meeting as well as long-term goals of the group.
Good listening skills including strategic questioning to be able to understand everyone’s viewpoint properly.
Confidence that good solutions will be found and consensus can be achieved.
Assertiveness that is not overbearing – know when to intervene decisively and give some direction to the meeting.
Respect for all participants and interest in what each individual has to offer.
Clear thinking – Observation of the whole group. Attend both to the content of the discussion and the process. How are people feeling?

Feelings are important. In traditional heirarchical meetings feelings are ignored or sidelined, and the focus is only on the matters to be discussed. Some collectives have regular ‘feelings meetings’ purely to discuss how people feel about the direction of the group etc. This is a great way to allow people to express themselves, but sometimes quite a challenge to facilitate. In our society as a whole how often are people asked how they feel? In a local sustainable community everyone has a vested interest in the feelings of everyone else, and a feelings meeting can allow people to be subjective about their feelings and so get to express things that may be bothering them without the baggage connected to those feelings.

If we truly want an inclusive, sustainable, caring society, we must learn how to listen to each other, how to express difficult subjects without anger or shame, and we must learn how to do so without damaging our community. Good facilitation, and hence well-trained facilitators can make this easier.

Some people are natural facilitators, but that doesnt mean you shouldnt allow those who find it difficult to have a go. They can gain enormous self respect from doing so, and you as a group will grow together.

We advocate consensus decision making, because although this is difficult, it does not leave anyone feeling like their viewpoint has not been listened to, and seeks to find a common ground that all can live with. Conventional voting arrangements always leaves a loser, someone or generally someones who dont agree with the group decision and invariably feels like a loser. In some instances where a decision is needed quickly, voting is better, but generally what do you need to do that is more important than working at a decision that everyone likes?

Facilitating for consensus
Below are some tips for facilitating a group that is using consensus decision-making. For an in-depth discussion of consensus please have a look at our briefing Consensus Decision-making.
A real consensus comes only after bringing differences out into the open. Encourage everyone to present their viewpoints, especially when they may be conflicting.
Listen carefully for agreements and concerns. When a decision cannot be made, state points of agreement and of hesitancy. Find out where worries come from, so that they can be resolved or new proposals drawn up that take them into account.
Test for agreement periodically. This helps to clarify disagreements. State the tentative consensus in question form and be specific. If you are not clear how to phrase the question ask for help.
Do not mistake silence for consent. Insist on a response from every participant. The group needs to be conscious of making a contract with each other.
When there is time pressure or the group has lapsed into nit-picking, it can help to state the perceived agreement in the negative: Is there anyone who does not agree that . . ?
Be suspicious of agreements reached too easily – test to make sure that members really are fully supportive of the decision and do agree on essential points.
When no agreement can be reached, try the following: Ask those disagreeing for alternative proposals / Propose a break or silence or postponing the decision to give people time to cool down and reflect / If the decision is postponed it is often a good idea to engage conflicting parties in conflict resolution before the issue is brought up again.
When one or two people are blocking consensus, ask if they are prepared to stand aside, to allow the group to proceed with the action (standing aside = not being involved in a decision and its consequences). It may help if the group assures them that the lack of unity will be recorded in the minutes, that the decision does not set a precedent and that they are not expected to carry out the decision.

Of course, you may collectively decide that consensus isn’t for you – but we would suggest that you step back and look at the dynamics of your group if this is the case. And even if you are voting, we’d suggest that you have a full and open discussion about the subject, ensuring that everyone feels able to contribute, before you vote. Take it as close to consensus as time allows, before counting the yays and nays.

Top Tips for Facilitators

  • Design a good agenda. Set time limits and tackle all points.
  • Watch both for content and process.
  • Keep the group moving towards its aims.
  • Use lots of facilitation tools.
  • Get the best possible contribution from everyone.
  • Create a safe and empowering atmosphere.
  • Put a stop to domineering, interrupting, put-downs and guilt trips.

We also suggest that an agenda is pinned up, or publicised on the net, or some other place where your members can see it, think about it, and add topics to be discussed. You ideally want everyone to feel like this is their group, their meeting and that you are all equals in your ability to contribute and take part.

There is nothing quite so empowering as leaving a meeting that has efficiently and effectively dealt with issues, dicussed ideas and come up with plans of action, in which no one has left feeling like a loser. Good meetings can help forge very strong community links, while poor meetings can turn people off, disempower individuals and fragment your community into warring factions. Your community is your security and how your meetings work could mean the difference between life and death in the near future.

The seeds for change facilitation guide.

And some simple tools, that you may find useful in your meeting.

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