Facilitation
Facilitation
Section titled “Facilitation”Good facilitation is the difference between a productive meeting and a waste of time. The facilitator’s job is to serve the group — not to lead the discussion, but to create the conditions for everyone else to contribute.
The Facilitator’s Role
Section titled “The Facilitator’s Role”A facilitator is not the smartest person in the room or the one with the most to say. A facilitator:
- Keeps the conversation on track
- Ensures every voice is heard
- Manages time
- Summarizes and clarifies
- Stays neutral on content while guiding process
Rotate the facilitator role at every meeting. This builds shared ownership and prevents any one person from dominating.
Structured Discussion Techniques
Section titled “Structured Discussion Techniques”Round-Robin
Section titled “Round-Robin”Go around the group. Each person speaks for 1-2 minutes on the topic. No interruptions. After everyone has spoken, open the floor for responses.
Best for: check-ins, initial reactions, ensuring quiet members are heard.
Steelman Discussion
Section titled “Steelman Discussion”Before criticizing an idea, restate it in its strongest possible form. The originator must agree that you’ve represented it fairly. Only then may you offer critique.
Best for: controversial topics, avoiding straw-man arguments.
Chatham House Rule
Section titled “Chatham House Rule”Participants may use information from the discussion, but may not reveal who said what. This creates safety for candid conversation.
Best for: sensitive topics, new groups building trust.
Adapted from the IrregularChat Discourse Guidelines, which operationalize Chatham House Rules for online communities.
Six Thinking Hats (de Bono)
Section titled “Six Thinking Hats (de Bono)”Assign each person (or round) a “hat” — facts, emotions, risks, benefits, creativity, process. Separating thinking modes prevents arguments.
Best for: decision-making, evaluating proposals.
Franklin’s Standing Questions
Section titled “Franklin’s Standing Questions”Adapted from the original Junto, these questions drive structured inquiry. See our full Meeting Agenda template.
Managing Common Problems
Section titled “Managing Common Problems”| Problem | Response |
|---|---|
| One person dominates | ”Let’s hear from someone who hasn’t spoken yet.” |
| Conversation drifts | ”Interesting — let’s park that for later and return to our question.” |
| Tension escalates | ”Let’s take a two-minute pause, then restate the core disagreement.” |
| No one speaks | Switch to Round-Robin or pair discussion before returning to group. |
| Someone is disruptive | Address privately after the meeting, referencing specific behavior. |
After the Meeting
Section titled “After the Meeting”The facilitator’s job isn’t done when the meeting ends:
- Summarize key points and decisions — Share within 24 hours
- Capture action items — Who committed to what?
- Solicit feedback — “What worked? What should we change?”
- Hand off — Confirm who facilitates next time