Facilitation is called for in all sorts of circumstances.

• There will normally be a briefing meeting where the situation is discussed and a decision is made as to whether facilitation is the best approach to achieve the objectives.



• A meeting between the sponsor and the facilitator is held at which the two become acquainted and matters of confidentiality are decided.  From here, the style of the programme will depend on what has been negotiated and the outcomes that have been agreed.



• The facilitator questions the sponsor in depth and may give questionnaires to complete prior to the meeting.  There may be some time spent with the facilitator interacting with the participants, watching the acted out management style so that this can be highlighted and worked with (and improved) in the facilitated meetings.



• The venue, and all administrative arrangements are completed by the executive after liaison with the facilitator, who will advise on optimum requirements.



• An agenda is agreed. Often it is best to keep this very vague but it is accepted that most commissioning executives have a need to know what will be covered in the time that they, and their colleagues, have committed to such a venture. It is a fact that a skilled facilitator will be very sensitive to issues as they are raised and often what appeared to be the correct problem to be 'solved', turns out to be a symptom of something deeper. The more felxibility the facilitator has, the more likely he or she will be able to help the group to deal with the real issues.



• The meeting (which can last from half a day to perhaps three days) takes place.



• Follow-up sessions are planned and carried out. Rome was not built (or changed!) in a day and in the same way, executives who look for quick-fix or short-term results will be disappointed! At the review sessions, learning is highlighted and acknowledged (both from successes and failures).