effective facilitation. working towards consensus.

has relevance to: Working with others (FT103);
Switching from doer to enabler (FX101); How to involve as a Mentor? (ZF101);

Scott wrote in grp-facl forum:

One of the most effective meetings I have ever sat through was when Lou,
the company president, had all 30 of us mid and upper level managers go
through a process of taking apart our company budget, line by line, to
make a forecast as to what would be possible insofar as improvements if
we redefined what we were doing and what we did. Most interesting,
since we were in a transition mode in our retail sales situation.

This process took weeks of all-day Saturday meetings. Lou was most
definitely NOT a passive observer but let everyone have their say, build
a consensus of opinion, and the like. He would allow people to voice
their thoughts on what sales of "line item X" would be and sometimes
offer information as to what a few of the 126 stores were doing that
exceeded or fell short of the others.

By the end of the whole process, our next year's sales projections rose
from about $125 million to almost $200 million. Without an increase in
stores! And, we left there dedicated to making those improvements that
were under our control to make this happen.

Lou did not tell us what to do, he simply asked us what was possible and
how it needed to happen insofar as resources, planning, systems changes,

This was 22 years ago. And we took the stock from about 2 (and nearly
bankrupt) to over 30 within three years.

So, I will take the position that a facilitator CAN have definite
interests in outcomes and can take a position when needed to challenge
assumptions and build teamwork. A facilitator should also be interested
in facilitation of outcomes and implementation when that situation warrants.