Organisational Facilitation

Organisational facilitation can be offered as a way of helping an organisation to develop, clarify its goals and direction, and similar things. It can also be offered as a direct form of remedy when things have gone wrong.

Organisations, like individuals, can become impaired in their best functioning in a number of ways. More optimistically, they may simply need greater clarity, and various forms of growth, and development. There is a spectrum of situations between these two emphases.

Many impairments are simply exaggerations of valid aspects of organisation, and shade into developmental needs.

Strong central decision making can become exaggerated into blind authoritarianism.

A creative consensual culture can become exaggerated into chaos.

Good communications can become exaggerated into navel gazing over everything that happens, or decision that needs to be made.

There are other similar forms of greater or lesser partial lopsidedness.

But ultimately every organisation which is not functioning well is dysfunctional in its own way. Every organisation which needs development is developing in its own way.

Each organisation needs to be understood and open up its potential in its own unique way, like people. Usually the major problem is how an organisation has got out of balance, in quite simple ways, within its different aspects, and the skill of facilitation is to restore a creative balance.

The function of an organisational facilitator is to open up the organisation to its own potential, not to take over leadership or create dependency. Each organisation at its core is doing what it needs to do, but it may need to be more in touch with what it is actually doing at core.

Facilitation can be offered in the form of simple facilitation of a workshop, or more than one workshop, in which the facilitator simply manages the process, enabling the leadership of the organisation to concentrate on resolving whatever it needs to resolve.

Or it may take the form of more extended consultancy and team and staff development.

What is needed is always individual in the light of the needs of the individual organisation, and therefore needs to be established through dialogue with the leadership of the organisation.

I have a mass of organisational experience and of creative and experiential understanding on which to draw to help evolve interventions which will be of value in a particular organisational situation.