Thank you again to all those who attended this session yesterday, and especially to IAF Belgium for the invitation.
This session introduces a simple but powerful and versatile model that can be applied as a tool and even as a guiding principle. It can help facilitators to engage and empower their groups with greater confidence and versatility, to better enable them to make the change that they are seeking in the world.
The session is equally suitable for newcomers to facilitation and for experienced facilitators who are new to ICA’s Technology of Participation (ToP) methodology, and those who would like to deepen their understanding of the ToP ‘ORID’ model as a design tool.
Hosting the 2020 online Annual Meeting of IAF England & Wales last month was one of my last acts as chapter Chair before completing my 2 year term at the end of December. I am sharing here the zoom recording of the meeting, and also the 2020 Board report (pdf) that we presented as a Board and Leadership Team.
It is also now just over 5 years since I took over as organiser of the IAF London meetup group, and it will very soon be time this month for the new England & Wales Board (and separately also this month the IAF global Board) to meet again to make plans for the year ahead.
So I thought I would share a little of the story of these 5 years, and a few reflections from my own experience of what I think has worked for us.
In a small way I had supported Julia Goga-Cooke and Martin Farrell in their hosting of the first meetups of IAF England & Wales, in London from November 2013. We met monthly on Thursday evenings in a meeting room near Charing Cross for 2 hours of informal networking and learning exchange. We had groups of up to around 8 or 10, sometimes only one or two (even none!). Nevertheless we attracted a small but loyal band of regular attenders, who came to appreciate our little community greatly.
When I took over as host in November 2015, I sought to grow the community at first by diversifying the meetups. I continued the London networking and learning meetups in a meeting room every other month, as afternoon sessions of 3-4 hours to encourage and enable people to travel further to attend. I alternated those with bi-monthly evening social meetups in a pub, and added monthly morning networking meetups in a coffee shop.
I found that my meetup.com organiser fee entitled me to 3 meetup groups for the price of one. So I launched new regional groups for the North of England and South West, and invited others to host monthly local coffee meetups near them and to share in hosting of regional networking & learning meetups on a quarterly basis.
We asked some of our regulars what they have appreciated most about IAF E&W Meetups and why should others be interested, and listed some of their replies on our web page.
#IAFMeetups offer a wonderful opportunity to learn from each other, to share experiences and to practice new ways of facilitation in a friendly and fun environment. I look forward to each meet up and enjoy being with fellow facilitators from different nationalities ❤️
Setting out as a facilitator on my own was a scary decision but I have met so many great people through the @IAFEnglandWales meet ups, wheather thats someone to run an idea past or even to try out something new with. Its a really wonderful community to be a part of!
In 2019 we invited all of our growing community of meetup hosts around the country to form an expanded Leadership Team of around 30, with an online home in Basecamp. In that year’s election we expanded the Board from six to nine. We also launched the Wales meetup group, supported sister groups to launch in Scotland and Ireland, and launched the monthly UK & Ireland online coffee meetup.
For International Facilitation Week in 2019 our national event in Birmingham became a two-day Annual Conference, attended by around 100. We also launched the #IAFpodcast Facilitation Stories that week – an initiative sparked by a conversation at a London meetup earlier that year.
Early 2020 saw a dozen or so attend our first overnight Leadership Team meeting in Birmingham in January, and the launch of IAF England & Wales Hubs to support IAF facilitators and friends to pursue a shared interest together – the first being the Climate Hub. Then of course we took all of our meetups online, and then our October 2020 Annual Conference as well…
The 2020 Board report shared here illustrates something of the experience and outcomes of IAF England & Wales this past year in text and images, and the Annual Meeting recording illustrates the experience and outcomes of many of those involved in their own stories and from their perspectives.
I am enormously proud of what we have become as a community – and not least how that community has innovated and transformed itself, and enabled those involved to innovate and transform their own facilitation practice and businesses, this past year.
I am enormously gratified, also, to be able to step down from my own leadership role with great confidence in the strong, distributed and very facilitative leadership that remains in place. I mean my successor as Chair Helene Jewell, and the newly (re-)elected chapter Board of nine and wider Leadership Team, and also the IAF England & Wales community as a whole as well.
Our IAF England & Wales 2020 plan, like those of previous years, includes a few simple principles that we have developed over the years to capture how we have sought to work together as chapter. For me these reflect much of what has worked for us in terms of chapter leadership over the past 5 years.
IAF England & Wales is a not-for-profit unincorporated association, constituted as a Chapter of IAF according to Chapter Bylaws approved by the IAF Board in 2011 and governed by an elected Board of local IAF members
As a chapter of IAF we are guided by the Vision, Mission and Values of IAF and we engage actively with other chapters, and with the Association as a whole, both to learn and to contribute. Our Bylaws are adapted from those of IAF as a whole and our Board structure and roles are adapted from those of the global IAF Board. This has helped us to build alignment.
IAF facilitators & friends, our wider network, welcomes everyone with an interest in facilitation in E&W, IAF members and non-members alike. Non-IAF members from among the wider network may be appointed by the E&W Board to the wider IAF E&W Leadership Team.
The greatest value that an Association like IAF can offer its members, in my experience, is the opportunity to exercise leadership in service to others and to the world at large. Thus we have not sought to provide a service to members so much as to build an open community to support members and others to serve each other and the wider world. We have used social media and online platforms as well as face-to-face and virtual meetups to broaden and deepen our connections. This has enabled us to build engagement.
We are a community of facilitators, after all, with a mission to promote and advance the highest professional standards among all those with an interest in facilitation. This has helped us to build credibility.
We seek to reflect and also broaden the diversity of the facilitation community
This is perhaps the principle that we have had least success in living up to, as yet, and so perhaps it is the one that is most deserving of greater attention. I believe that such attention is demanded by our Values and Ethics as facilitators and by our Values as an Association, so I am encouraged by the Board’s ongoing committed to this. This will increasingly help us to build our impact.
We follow our passion & energy, and those of our community. We lead to inspire more leadership, rather than to gain followers – so we encourage, challenge & support others to lead sessions, to host meetups and to lead in other ways
As facilitators we make it easy for groups to achieve amazing results, so in other leadership roles we make it easy for ourselves and each other to do so as well. Perhaps my greatest source of pride in my leadership of IAF England & Wales is to have had my name taken as short-hand for the experience of finding oneself to have volunteered for a leadership role – in other words, to have been ‘Gilbraithed’! I am prouder still to hear talk among my fellow chapter leaders of doing the same to each other and to others in future, taking their own and each others’ names as short-hand. This has helped us to build our leadership.
We manage our finances on a low-cost, low-risk, break-even basis.
In order to make it easy on ourselves and each other as leaders, and to make our community as widely accessible as possible. This has helped us to build our resilience.
This story of IAF England & Wales is a story of IAF as a whole as much as it is a story of the chapter. I believe that the chapter has had some influence on the story of IAF as a whole over these 5 years, but I am quite certain that the reverse is true.
I am proud and gratified also that IAF and its global and regional leadership has provided such an enabling and empowering environment for such a story to unfold in England & Wales, and in a rapidly growing number of other IAF chapters and groups around the world. I think it was well deserved that IAF won the AAE Award for Best Membership Engagement in 2019.
I am excited that the IAF global Board this month will be reviewing a new ‘IAF Scale of Participation’, developed by Marketing Director Jeffer London with inspiration from New Power. This could help to build a global journey of leadership development, in conjunction with the IAF Professional Development Pathway.
All of this time I have worked remotely, in and with geographically distributed groups, as well as face-to-face. I have been using online technology in this work for as long as it has been available.
I have never sought to make online facilitation a particular speciality, however – until now, of course. I have not made LEGO® Serious Play® a speciality either, in spite of having enjoyed a long and distinguished early childhood career in LEGO®!
I believe that a facilitator is first a facilitator, and only second an online facilitator or a LEGO Serious Play facilitator. I believe that the keys to mastering facilitation lie in the values and the stance of the facilitator, the competencies and the disciplines, rather than the space or the platform, the methods or the tools.
I know Sean, and that he is a competent, experienced and accomplished facilitator. Questions are the primary tool of every facilitator, and I know that he asks good questions and that he asks them well. In an early meetup of IAF England & Wales, in London in perhaps 2013, he posed the question: “Is there such a thing as a universal principle of facilitation?”
It didn’t take me long to think and respond that, in my own facilitation at least, there is certainly something approaching that – the ‘ORID’ model underlies of the ToP Focused Conversation method and the ToP methodology as a whole.
I know that Sean has since integrated this approach in his practice, and in his previous book ‘Mastering The LEGO Serious Play Method’. I was sufficiently inspired by the metaphor of ORID as a universal principle that I blogged about it then and have used it in my training ever since.
Many facilitators have rapidly developed a speciality in working online this year, as Sean and I have as well. Some have done so more quickly and easily than others, and some with greater enthusiasm. Most, in my experience, have had reservations about some of the very real limitations of online facilitation. Only recently I think more of us are becoming belatedly more aware of some equally real limitations of face-to-face, and some real advantages of working online.
So, it is not only LEGO Serious Play practitioners that might take heart and find inspiration in the many innovations that Sean shares in this book. There is much here for all of us to learn from – not least, the rigour and creativity with which he has designed ‘a digital process that uses bricks’ [substitute your preferred tool or method here] ‘rather than an analogue process poorly rendered online’.
I’ve heard it said that, in online facilitation, every participant brings their share of the meeting room with them. This is a challenge for LEGO Serious Play practitioners perhaps more than most, and one to which this book rises admirably.
As Sean makes clear in his Guiding Principles, success in achieving outcomes rather than just engagement through facilitation comes largely from the planning and preparation, and from the capacity to divert nimbly from the plan when the moment requires improvisation.
All of this can be considerably more complex and difficult online than face-to-face. So, if this is what can be done with LEGO Serious Play, think what else can be possible online!
Finally, we are in the midst of a climate emergency, as well as a public health emergency. I believe that the two are not unrelated, and that they demand new ways of connecting, communicating and collaborating that are less carbon intensive as well as more COVID-19 secure, and that are more creative, compassionate and empowering as well. I believe that facilitation has a central role to play on the latter, with bricks as well as without, and that designing and delivering facilitation well online must play a part on the former.
I have witnessed an extraordinary flourishing of creativity and innovation among facilitators in response to the pandemic and lockdown of recent months, and an extraordinary generosity of sharing of it as well – largely, of course, online.
I am delighted to see this valuable and timely new book enter the fray, and just in time for International Facilitation Week! I am proud to be able to welcome you to it, and grateful to Sean for sharing it.
On the weekend that David Attenborough addresses members of the public who are taking part in the UK’s first climate assembly, starting in Birmingham, I am heartened to know that more and more of us are seriously raising and addressing concerns about climate change, and challenging and supporting others to do so as well. I am heartened too by the increasing recognition of the role that engagement, deliberation and facilitation have to play.
This is a question that I have been pondering more and more myself, especially as I take something of a sabbatical this winter in Sitges, in Spain, to give me some extra time to “reflect, write and learn, and to look ahead to my next seven years of freelance facilitation“. That seems to be working, even though I have found little time for writing and most of the time I have devoted to learning has been spent studying Spanish. My last couple of blog posts have helped, and I didn’t even have to write them. I reflected on my career and my facilitation practice with James Smart in an interview with Session Lab, and on the importance of values in facilitation with Helene Jewell for the IAF Facilitation Stories podcast. And I have done a little reading and research, including estimating my own personal and professional carbon footprint.
What I have learned, and what (more) can I do?
Carbonfootprint tells me that the average annual carbon footprint for people in the UK is 6.5 tonnes of CO2 equivalent (CO2e), for the EU about 6.4 tonnes and worldwide about 5 tonnes – and that the worldwide target to combat climate change is 2 tonnes. It’s free carbon footprint calculator tells me that my own carbon footprint for 2019 amounts to about 10.3 tonnes – 6.2 from flying and 4.1 from everything else.
It comes as no great surprise then that the single most effective way for me to reduce my own carbon footprint is to fly less. I flew 31 single flights in 2019, all within Europe, 8 personal and 23 for work. That compares to 24 and 25 in 2017 and 2018, however those two years included two trips to the Middle East, two to North America, one to Africa and one to Asia & Australia (and a few business class upgrades), resulting in emissions of around 12-13 tonnes per year from flights alone. So, while I have already somewhat reduced the carbon impact of my flying, I think it is clear that I am still among the minority of problem flyers in the UK that needs to stop taking so many flights.
Reducing the rest of my carbon footprint will be harder. Travel and household energy are typically the areas of highest personal carbon impact, and it seems that mine are otherwise already low. I live in central London, I don’t own a car and rarely hire one, and I travel otherwise largely by bus and train or on foot locally. So the carbon footprint of my non-flight travel amounted to around 0.2 tonnes in 2019. I live in a small, modern and well insulated flat, and I understand from Ecotricity that their supply of 100% renewable household gas & electricity already contributes precisely zero to my carbon footprint. An equivalent supply of non-renewable energy would otherwise contribute around 0.9 tonnes.
The remainder of my emissions are from ‘secondary’ sources, largely consumption – of food, drink, clothing and other products & supplies, use of appliances, and recreational and professional activities. For me these amounted to around 3.8 tonnes in 2019 – 1.5 on hotels, restaurants and the like (much of that for business), and 2.3 on the rest. Already I have substantially reduced my meat and dairy intake in recent years, albeit primarily for health reasons. I have never had much interest in shopping or expensive hobbies and I don’t keep pets. Traveling less could certainly reduce the contribution of my hotel & restaurant consumption.
What does that leave?
As well as reducing our own carbon footprints, we can all use what influence we have to challenge and support others to reduce theirs as well. This can include how we vote, and how we spend and invest. Also how we donate and volunteer, and how we exercise influence and leadership in our in our own workplaces, communities and societies. I have long taken environmental and sustainability considerations into how I vote, and in my choice to invest in an ethical pension. I could donate and volunteer more, and I could pay more attention to how I spend and invest. I suspect that I could make much more of an impact in how I exercise influence and leadership, and particularly in my professional role as a facilitator.
As facilitators we can, of course, take care to use recycled flip chart paper and refillable marker pens, and venues that provide these and that recycle and use renewable energy. There are some more ‘easy hacks’ here. Such measures can be worthwhile for the indirect impact they can have by influencing others, as much as for the direct impact of reducing emissions themselves.
However, the greatest contribution to the carbon footprint of a facilitation contract is likely to be associated with any travel, board & lodging involved in meeting face-to-face. That would include our own as facilitators, of course, but especially that of the group – and even more so for a larger group and where air travel may be involved.
So, we can seek to work with clients in the contracting and design process to limit and reduce the carbon impact of the facilitation process as a whole – for example by choice of venue and design of face-to-face events, but also by the use of more online facilitation and blended or hybrid approaches (those that involve face-to-face and virtual elements in sequence or at once).
We can also choose not to seek or to accept work that would likely involve a high carbon impact, perhaps by referring a distant client to a trusted colleague or IAF Certified Professional Facilitator located closer to the group or the venue. We can of course also choose to seek work particularly from groups and organisations that are working to respond constructively to the climate crisis and not from those that are not.
We may find ourselves faced with new ethical dilemmas. If I decline a facilitation contract, could that result in a higher carbon impact than accepting it and working with the client to reduce its carbon impact? Or could it result in a less effective and socially beneficial meeting or process without affecting the carbon footprint? If I decline to travel to provide facilitation training to a distant group that requests it, could that result in more flights and a greater impact due to participants’ travel to my scheduled public courses in London and Brussels?
We can also share and collaborate with each other as facilitators, to explore what else we can each do and what we can all do together and as a profession. This post is inspired in part by just such conversations at recent IAF England & Wales facilitation meetups and our 2019 annual conference, including for example on Greening our practice with Penny Walker and on Climate Conversations with Susannah Raffe.
I am looking forward to considering how IAF E&W can support more of such collaboration at our annual face-to-face Leadership Team meeting in Birmingham this coming week. I hope that the global Board of IAF may be having a similar conversation at its annual face-to-face Board meeting, that is taking place in Kuala Lumpur as I write.
I understand that it is planned already to hold fewer, larger CPF assessment events in order to reduce assessor travel. Will that reduce or increase travel and carbon impact overall? Will this year’s single IAF Global Facilitation Summit in Sweden, the home flygskam (flight shame), have a higher or lower carbon impact than the usual 3 or 4 regional conferences each year? What can be done to limit the carbon impact and maximise the beneficial social impact of this year’s summit in particular, and IAF as a whole?
We can also choose to ‘offset’ emissions by supporting projects that aim to tackle climate change and help to improve the lives of some of those most affected. In 2019 I ‘offset’ 72 tonnes of CO2e by donating £540 to Climatecare, roughly equivalent to my total personal & professional carbon footprint since I went freelance in 2012 – on that basis, improbably good value!
I shall seek to limit and reduce my own personal & professional carbon footprint – my aim is to contribute no more than the current UK average within 5 years, ie. a reduction of around 37% from my 10.3 tonnes in 2019 to 6.5 in 2024.
I shall seek to use what influence I can to challenge and support others to respond constructively themselves as well, both personally and professionally – starting by including a short statement to that effect at How I work and in future proposals to clients.
In particular, I shall seek to:
fly less, and travel normally by rail (and perhaps sea) to destinations that can be reached within a single day or overnight journey
travel less overall, and mostly to places accessible to London without flying – that includes Sitges, in case you were wondering
consider carbon impact as well as price and convenience in deciding whether and how to travel (and never air miles)
make the most of travel by taking time to take advantage of and enjoy both the journey and the destination
work more with groups and organisations that are working to respond constructively to the climate crisis, and less with those that are not
work with clients to limit and reduce the carbon impact of our work, including by choice of venue and process design and by the use of more online, blended and hybrid approaches
consider the likely carbon impact as well as likely value (to the client, to me and to the wider social good) of prospective work in deciding whether to accept it or perhaps refer it
collaborate with other facilitators to explore what else we can each do, and what we can all do together and as a profession, and with IAF on what we can do as an association
support projects, campaigns and politics that aim to to respond constructively to the climate crisis
periodically reflect on my progress relative to these goals, and share what I else learn and plan as a result.