Navigating unwritten pressures Photo by Mariola Grobels (UNSPLASH) Introduction:  Your TOR vs your ‘real job’ as an expert facilitator   You may be contracted to design and facilitate an event or process, or be assigned a key role as an internal staff person.  Most parts of facilitation Terms of Reference (TOR) are matched to specific deliverables:  a concept note, an agenda and session plans, an evaluation strategy, facilitation of a process. Through 40+ years of consultanci

Introduction to the tactical series on faciltiating nine client system pressures that can weaken a process.

Part 2 of the series: Preparing for power and politics in group dynamics 2.1.A MANAGE UPWARDS as part of facilitation Photo by Marlis Trio Akbar (UNSPLASH) Introduction In our last posts in this series, we named nine shadow pressures from client systems that facilitators face. This blog tackles the two that relate directly to power and hierarchy:  the pressures to agree with the boss (pressure 1) and exempt senior figures (pressure 3).  Topics:  How to use a private briefin

Part 2 of the series: Preparing for power and politics in group dynamics 2.1.B MANAGE OUTWARD - ENSURE EQUITY IN THE ROOM Image by Budha Elemental 3D (UNSPLASH) Introduction Our last posts provided insights and tips on managing upwards to address client system facilitation challenges.  This one focuses on managing outward – ensuring equity in the room. Two client system pressures apply, dividing the blog into two parts:  Accommodate dominant voices:   allow disproportionate a

When Image Outweighs Honesty Introduction This post addresses two shadow pressures where organizational survival instincts clash with process integrity, the need to: make the organization look good; protect the image and emphasize a positive narrative over honest and often messy dialogue (pressure 2 of 9) affirm success to external stakeholders; downplay weaknesses to maintain funding or political support (pressure 7). These pressures often lead to spin over substance, ris