An example from The Solution Room
I’ve been facilitating The Solution Room, a popular plenary session, for 9 years. It’s a 90 – 120 minute session that engages and connects attendees, and provides peer-supported advice and support for a current professional challenge chosen by each participant. Participants routinely evaluate the session as a highly helpful and valuable experience.
Over the years I have made numerous small improvements to The Solution Room. Here’s the process I use, developed intuitively over time, illustrated with a recent tweak.
Obviously, if you’re going to improve what you do you need to practice. Each time I run The Solution Room is an opportunity to implement any new ideas gleaned from the previous time I ran it. Even if I don’t have any changes to make, practice typically makes my delivery and the consequent session a little better.
Noticing stuff that’s happening is a key component of learning from experience.
During The Solution Room, each participant has a turn facilitating exploration and support of another participant at their table. While preparing everyone for this phase, I verbally share a set of directions on how to do this. Here they are:
- Read the challenge that is in front of you out loud.
- Start asking questions of the person whose challenge it is to clarify the issue. If necessary, encourage everyone at the table to join in to ask clarifying questions and give advice and support.
- Take notes of the ensuing discussion on the paper in front of you.
While running recent Solution Rooms I noticed that table facilitators had no problem implementing #1 and #2, but #3, the note taking, was sometimes skipped during the intense discussion that followed each challenge presentation.
Now I’ve noticed something that could be improved, it’s time to respond. “Respond” means think about what I might be able to do to make my process better.
Typically, for me, this involves musing over a period of time on what I noticed. (I typically run five or six Solution Rooms a year, so there’s no big time pressure to implement a change.) I’ve found this works best when I don’t immediately fixate on the first idea I get. Coming up with three or more options seems to lead to the best outcomes.
I considered rephrasing my instructions, emphasizing the importance of the note taking in some way beforehand or during the “rounds” of peer consulting. Finally I had the idea of creating a laminated card with the instructions on each table, and asking table members to pass the card around to each consultation facilitator in turn.
The next step then is to implement my potential improvement. For The Solution Room, I need to create the instruction cards and modify my instructions to participants so they remember to pass the card to the next facilitator.
At the next opportunity, I test my change, by implementing it and noticing what happens.
Continual improvement needs an action loop. We go back to practicing, noticing…
Conclusion: Improve your facilitation practice!
I hope this continual improvement practice I’ve shared helps you improve the quality and effectiveness of your facilitation. Do you have your own approach to improving what you do? Share your ideas in the comments below!