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Our Stuff

Our  training “stuff” includes

  • Facilitation courses –  one day or two day for face to face, or half day online option
  • Facilitating online
  • Courses in facilitative approaches to training and education
  • Advanced facilitation techniques

Get to know us and our approach with a short workshop – face to face or online

WORKSHOPS

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We promise a high energy, high impact experience to bring the value of high engagement facilitation to your people. make stuff happen can give you a workshop that will make a difference.

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Facilitation Skills – one and two day workshops

Is your common experience of meetings boredom and time wasting? Do you and your colleagues often seem to work at cross-purposes?

We can help you make your time count: leading dynamic discussions, influencing and inspiring groups, making conflict work for you, getting great results.

Attend our one day course “Facilitation Essentials” or two-day course “Face2Face: Engaging People in Groups”. Build your capacity to:

  • Run purposeful meetings, clarify expectations, use techniques that fit your purpose
  • Find out why facilitation is such a valuable skill
  • Make the fundamental distinction between content and process – what is the meeting about and how is it being conducted
  • How to engage participants in spirited interaction and robust conversation
  • Build dialogue between participants – find and expand the common ground

The make stuff happen TOOLBOX

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We have a robust repertoire of tools to introduce based on extensive testing and problem solving in organisation.

Check out some resources and links here:

Or read some blogs on the fascinating art of facilitation

 

 

 

 

Facilitation – a brief history

As an amateur student of the history of ideas, I have been curious about the origins of facilitation as a discipline. I realise now that this is a fantasy. Facilitation is more a loose collection of practices and concepts, rather than a neatly bounded subject. It is a ‘soft’ skill rather than a discrete body of knowledge . It does not have a specific and singular theoretical or practical origin. One can trace multipl
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But what about the Theory?

It is tempting. and perhaps misleading, to identify specific theories as generative of cultural movements and practical behaviours. Often there is a complex relationship between the two, and theory often emerges in response to practices and patterns that have become current or concerning. Note a useful caution from the German philosopher Hegel that “the owl of Minerva spreads its wings only at the falling of the dusk
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Managing Oneself – Lessons in and from facilitation

Managing oneself might be the greatest challenge in facilitation (and the most interesting opportunity for personal and professional growth).   When things go wrong it is never easy.  A woman in my training class, who had a persistent stance of opposition and bewilderment, commented that a good trainer should be able to pitch to the lowest skill level in the class. It was an attack and an invitation. The comment
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Neutral! Are you joking?

Professional facilitators are meant to be independent. They are not partisan participants in the difficult conversations they host. This independence translates as neutrality on the issues in contention. In circumstances where there are not necessarily polarised positions, this neutrality also means that the facilitator does not introduce her own ideas into the conversation. The role is to support the group to shape
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Circle of influence, circle of concern – A tool

There are times when individuals or teams get overwhelmed by concerns about looming events – restructures, change initiatives, job insecurity. People may be feeling powerless and demoralised. This activity aims to help focus people on aspects of work over which they have some control. And defuse unproductive concerns. It can take 15–40 mins depending on the scale and intensity of the concerns. 1. Prepare a large flip
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Keep a light touch

“Each time a facilitator does something for a group, he or she deprives others of a chance to be responsible.” – Janoff and Weisbord A number of times in this text, I have offered gentle advice about keeping a ‘light touch’. There are so many layers beneath the apparent simplicity of this advice. When teaching facilitation I often advise students to keep a ‘light touch’. There are so many layers beneath the app
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But it’s just a meeting

In my facilitation courses I introduce students to all sorts of tools to make their meetings more stimulating, and more engaging. I have managed to get up to nine headings including items such as checking expectations, changing pace, framing the culture, shifting the levels of interaction (individual, pair, small group, plenary), structured stimulus activities. Specific ideas underneath these headings include stand-u
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Dealing with difficult people

When times get tough… While there are some toxic people in the world – people who will disrupt or sabotage a meeting under any circumstances – these are rare. Most ‘difficult’ people are difficult for a reason.  In the most basic terms, they expect or experience not being heard.  Returning to the opening page of this book (’Thinking big and thinking simple’),  they come into a conversation unable to
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Management myths

Authenticity is a myth, planning is abstract idealism, facilitation is a fool’s game, and don’t even mention mindfulness. As a natural-born masochist, I enjoy having my assumptions shattered. That’s what I do in my spare time. So a few months ago I went to a two day workshop on Complexity Science. Searching for interesting approaches to dialogue and meaningful conversations, I had fallen upon Ralph Stacey’s assertion
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