And in connection with the other discussion on the difference between a COACH and a FACILITATOR one of the interesting challenges is to change a ‘consultant’ (= coach?) into a ‘moderator’ or ‘facilitator’.
Most consultants have been trained as ‘experts’ in a specific topic and all their life they have been trying to demonstrate that they are successful products of their education. The consultant role – of ‘having to know a solution’ – is a clear proponent of that process. So, they are supposed to know and to give advice…. and that is what they do … and they actually prefer not to hear when they were actually wrong …
In the facilitation role you should demonstrate actually the total opposite! Even though you may think to know you are not supposed to show! Actually, you have to create a second nature to ask and show interest in an honest way. And very often you will be surprised that reality is different from what you thought! The more you facilitate the more humble you become!
For some this is a very difficult and fundamental change in their way of relating to people and situations. Suddenly it is not you that is important and is to shine but the individual participants in the group! And all of them equally, even though you may not even feel close to some …
Some of you may have experienced that the consultant role may trigger e.g. arrogance, tension, resistance and defensive attitude, while the facilitation role does trigger mutual interest, affection, bonding, collaboration and commitment.
For those of you who have experienced this change could you share your experience in applying this facilitation role and how tricky the ‘consultant trap’ is?
And for sure we believe that this skill would also be very useful as management style in projects or even commercial companies to motivate stakeholders, workers, and employees? Some argue on whether participatory management is preferred over ‘dictatorial’ management?
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