Managing External Relations - Disaster Management Center ...

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2
Chapter
Summary
Facilitation skills are useful for running or participating in meetings, making
presentations, and networking, regardless of whether there is a large group or
only a few people involved. Facilitation is based on a democratic approach
where each person can contribute and shares responsibility for group outcomes.
The facilitator sets the tone for an honest and open exchange.
Planning for facilitation should be based on the functions of the group and its
members, focused on the process as well as the content, and based on an
understanding of group dynamics. Groups go through fairly predictable cycles
within a meeting as well as in their development over time. Seating arrangements
should be planned to have an optimum effect on group dynamics.
The facilitator should observe behaviours in order to anticipate problems.
Assumptions about behaviour should be tested for accuracy by encouraging
feedback. Feedback can help to influence behaviour, but should be given
in a non-evaluative manner. Feedback should be obtained from more than
one person and can be very useful to evaluate a meeting or press briefing
after the event.
Conflict is a natural process. The outcome is dependent on the way it is
managed. There are five generally described styles of conflict management:
avoidance, accommodation, competition, compromise, and collaboration.
Collaboration achieves more positive results for more people than compromise,
which is preferable to competition. However, different styles may be useful in
different circumstances.
Problem solving is part of the collaborative process. Conflicts are often the
result of misunderstandings and can be resolved by opening lines of
communications. The problem should first be diagnosed in regard to the
parties, issues, environment and tactics used. The problem may be solved
through testing the perceptions of the parties, analysing the problem,
and generating and evaluating solutions.