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SCENARIO A: Chhiengmay was the initial founder of the Santa Ana Asthma Prevention Community Workgroup and has taken a lead role in its development, thus she tends to have a dominant role in group discussions. She has a lot of expertise to offer, yet is not always sensitive to social and emotional dynamics.  At this meeting, she has just made a proposal to the workgroup members and they are having significant resistance to the proposal.  Your sense is that she’s trying to push it through. Omar, one of the workgroup members, brings up a concern, and Chhiengmay responds, “Well I know this community and I really don’t think that’s anything we have to worry about.”
[What do you say and/or do next?]

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SCENARIO B: This medical center has committed to working on its vision and mission statements, and somehow it remains uncompleted. The topic was scheduled for tonight’s meeting, but then during agenda review (at the start of the meeting) it comes out that Xiomara and Michael, the committee members responsible for drafting vision and mission statements didn’t meet.  The facilitator suggests putting the topic off again. Annette one of the committee members is frustrated with the group not working on this and has been disappointed with the situation for several months.  Annette stands up and says “I’m not willing to consent to anything else until we get this done.”
[What do you say and/or do?]

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SCENARIO C: The Irvine Health Department has a manager named Lindsay who many others find difficult to work with because she has a condescending tone, often raises her voice and frequently talks over other staff members. During a managers meeting a discussion began about the responsibilities of each manager of each workgroup.  Lindsay is not present at the meeting. Chanbopha declines to serve on the finance workgroup with Lindsay and starts telling the story of a difficult encounter they had. Eden interrupts and says, “I’m really uncomfortable with Lindsay being talked about behind her back.”
[What do you do and/or say next?]

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Based on this situation, I would take a more directive approach to shutting down the conversation and by reassuring the participants of the meeting that the conversation is confidential. While I could have facilitated the conversation for Chanbopha could feel cathartic regarding her experience with Lindsay, the topic of conversation was not appropriate for everyone in the room to hear. Hearing only one side of the story could lead to bias against Lindsay which could lead to her feeling isolated from the rest of her team members. Although Chanbopha's issues with Lindsay are valid and real, it is best to redirect the conversation for a private conversation between her and a HR representative.

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In this scenario, as a facilitator, it’s important to manage both the group dynamics and the emotional climate of the meeting. When Eden expresses discomfort about Lindsay being talked about behind her back, it’s important to validate her feelings to maintain trust and a respectful environment. The conversation about Lindsay could lead to gossip, so I would guide the group to focus on the task at hand while maintaining respect. I would encourage the group to think about solutions and create a more collaborative environment, applying reframing to shift from negative feelings to positive outcomes. For those uncomfortable speaking in front of others, private discussions might be beneficial to address lingering issues without singling anyone out. Additionally, I would reinforce expectations for respectful communication to ensure that future discussions remain productive. By using active listening, reframing, and emphasizing respectful dialogue, I would aim to defuse tension, encourage constructive conversation, and guide the group toward a positive resolution. The goal is to address concerns while preserving the integrity of the group's relationships and focusing on solutions.

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Based on the scenario, I think balancing participation and reflective listening, along with using the exploratory approach will help the group navigate the disagreement. I would acknowledge Chhiengmay perspective. However, allowing the group to voice their thoughts would not only encourage others to share but it will allow others to get a deeper understanding on everyones perspectives. The exploratory approach supports this process by encouraging the group to reflect on diverse viewpoints without immediately pushing for a decision, helping create a more inclusive and thoughtful conversation.

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In scenario B, I believe it would be best to take a directive approach in combination with the facilitation techniques of participation and listening of all committee members. As it was stated, the group's progress was delayed because of an incomplete vision and mission statement due to two members being responsible for those topics (Xiomara and Michael) not arriving at the meeting, with another member, Annette, being frustrated at the situation. Therefore, the best thing to do in a situation is to be directive by creating a plan to move forward, acknowledge/listen to Annette's frustration, and use the meeting time as a start to create a vision and mission statement instead of delaying it again. In other words, being directive would allow for the participation of all members currently there to start the drafting process and ideas together while addressing/ listening to Annette's frustration to calm Annette down.

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I would acknowledge that there are tensions and underlying emotions in the room. The drafting of the vision and mission statement has obviously been stalling, and Annette's irritation is understandable. Helping the group proceed in a positive manner would be my main objective. I would respond to the group's concerns by using reframing strategies and active listening. Saying anything along the lines of "Annette, I understand your frustration. allowing for a conversation regarding the reasons behind the lack of progress in the work. I'd create a safe space for open discussion by asking Xiomara and Michael to discuss the things that kept them from meeting. I would take the approach of turning this tense situation into a chance to solve problems. Next, I would use a group method known as "structured brainstorming" to get immediate action.

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As a facilitator, I would address this situation with a more directive approach. Acknowledging both Eden's and Chanbopha's experience with Lindsay, it is important for other team members to be heard and acknowledge but at the same time it is important to maintain a respectful environment for everyone in the meeting but for Lindsay who is not present. At the same time try to redirect the purpose of the meeting which is to discuss the responsibilities of each manager of each workgroup. I would be state to the members of the meeting that there is a way to communicate the concerns in a respectful and constructive way and even bring up the way to address the issues directly to Lindsay in a respectful and through the appropriate outlets.

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In the reading, the section of styles of facilitation mentions agreed goals and how members should establish an agreed and shared goal in order to move on in the project in this scenario. The two members who didn't meet to work on the drafting vision together didn't come to terms on an agreed goal of what they wanted to do thus making the group fall behind yet again on their mission. In the principles and values of facilitation, listening is listed first as the members should all listen to each other and communicate how they feel on this mission. They should acknowledge Annette's feelings and come together as a group to discuss the issue and engage the group in problem solving. In this situation, considering everyone's feeling is important and what they feel is valid because no one is communicating and it's causing frustration within the group. Have everyone talk to each other and figure it out step by step until the everyone is on the same page about the mission.

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Based on what is happening in this scenario, Xiomara and Michael may be suffering with social loafing. This is as described in our reading Understanding Group Formation, which defines it as how a group will work better than an individual, but each individual will work less hard when they are a part of a group. This means that Ciomara and Michael may have each expected the other to do more work or they may have put off working on the vision and mission statements because they were meant to work on it together. I might try to focus on inclusion and listening for my response. Annette has a clear problem and is frustrated, so the best thing to do would be to first listen to her, even if that means moving the conversation to somewhere more private or confidential if the issue can not be resolved right away. I would also ask those she is frustrated with to join the conversation, as well as anyone else with appropriate ideas, so that we might resolve the issue and get the task completed.

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In this scenario, ensuring that all parties are heard equally is essential for navigating the disagreement within the group. To facilitate the discussion, active listening and giving people the time they need to speak will help out with this situation. Methods like the exploratory approach will promote an atmosphere where all sides are valued equally, reducing the potential for conflict and creates a more inclusive conversation

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In scenario B, I would like to clear the air and address the tension in the room and why we may feel the way we do. First off, it is crucial to address Annette's frustration and validate her concerns to ensure she feels heard. One of the facilitation techniques I would utilize is the directive approach. By creating a plan, it involves taking control of the situation to refocus the group, establish clear next steps, and ensure progress is made. This technique is useful when discussions become unproductive or when emotions, such as Annette’s frustration, start to dominate the conversation. This is effective because it reestablishes focus and it prevents further delays by shifting the group’s attention toward immediate action. As a facilitator, it is important to work around disagreements and miscommunication to make everything run smoothly.

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In this situation, I would go with a cathartic facilitation style. It is clear that Lindsay’s behavior has caused some tension among the group, and it’s important to create a space where people can express their feelings about it. When asking a question like, “And was that a very painful time?”, it could help others process their emotions and open up about how they’ve been impacted by Lindsay’s behavior as well. This approach allows the group to acknowledge the difficulties without just focusing on the problem. It also shows support and empathy toward everyone involved by providing them with a safe space. It would also address Eden’s concerns about talking about Lindsay when she is not there, allowing her to express why it may bother her. Encouraging emotional expression helps the group move towards a more productive discussion about how to address the situation. The solution would likely address all of the group members needs, such as Eden’s in wanting Lindsay as part of the discussion.

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In this scenario, I would use both directive and exploratory. Directive because it is important to address those who are having issues with Lindsay in a professional manner rather than airing it all out. Allowing them to express their frustrations can help them find a better course of action for the situation then they can go from there. It is always best to consult with a superior or confront Lindsay herself about the situation instead of gossiping about her. Exploratory would also work as this can allow open-ended conversations with people's own personal experiences and how it made them feel. Asking questions like, "How do you think we can make this group function better together?" can help the group work more efficiently and help address the issues. These two techniques can help them solve the issues at hand rather than having them turn into workplace gossip.

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In this situation, I would take on the facilitator role as others may not speak up and the founder may continue to act dominant. I would encourage participation to allow everyone to share their ideas and understand why they are resisting the proposal. This allows everyone's voice to be heard. By hearing other people's concerns besides Omar, this may bring up serious issues that Chhiengmay has not thought about or come to the realization that it may actually be a serious issue. I would also encourage Chhiengmay to actively listen and offer solutions to the members concerns. This shows that Chhiengmay understands their concerns but is prepared for what is to come if there were problems with the proposal.

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I would say something like this: "I totally get why you’re uncomfortable, Eden, and it’s really important to be respectful when talking about others. It's never easy when things feel like they're being said behind someone's back, and we should always try to handle situations in a way that keeps the team atmosphere healthy. But at the same time, if there are issues with working with Lindsay, it might help to talk about them in a way that can lead to finding a solution. We all want to work together smoothly, and it’s important to make sure everyone is on the same page about how we approach our work. Instead of focusing on personal experiences, maybe we can shift the conversation to what specific things would help make the finance group work better. If there are things that make it difficult to collaborate with Lindsay, it might be best to bring them up directly with her or with someone who can address those concerns in a productive way. We want to create an environment where everyone feels comfortable speaking up and can get the support they need to do their best work. I think it’s really important for us to handle things professionally, even when there are frustrations, and focus on how to improve things for everyone involved. Ultimately, the goal is to find ways to make our team stronger and to resolve any issues in a way that helps us all succeed. Let’s keep working towards that by focusing on solutions rather than just the problems."

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As a facilitator in this situation, I would attempt to facilitate a more inclusive discussion, especially because it feels like Chhiengmay is really pushing her proposal without fully considering any other workgroup members’ concerns. It’s really crucial to create a space where everyone feels comfortable sharing their thoughts and ideas, and to do so, I would try to incorporate the participative approach. First, I would acknowledge Chhiengmay’s expertise and efforts—this way, Chhiengmay feels recognized and appreciated for her contributions, which will set a positive tone for the discussion. Next, I would attempt to encourage open dialogue by inviting other workgroup members to speak about any concerns they may have, namely by emphasizing that it is important to engage in a thorough discussion to address any concerns that may come up and to strengthen the proposal. This will help ensure that all viewpoints are considered and that the proposal is comprehensive and effective as possible. My end goal is to create an environment where people feel safe and that they can voice their opinions without being immediately shut down.

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Regarding the situation with Lindsay at the Irvine Health Department, when Chanbopha raises concern and Eden stands up for Lindsay, I would probably employ the directive approach. I would ask Chanbopha and Eden to both explore their feelings and express them in a kind manner about Lindsay. I might even use the strategy of sharing, but would be very careful especially since the person in question is not there. I would listen and respect each person's point of view. I think it is especially important to consider the value of personal experience. While Eden might or might not like Lindsay, her experience is still valid. This same principle goes for Chanbopha.

After hearing everyone's point of view, I might go find Lindsay and discuss what her next steps might be. I would take care to be an active listener as she shares her point-of-view. Maybe Lindsay has never been talked to before about her behavior, and changing her tone and interrupting people could be easily fixed. Lindsay, as a manager, should be celebrating her employees and letting go and moving on if she has been wronged by them before.

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For Scenario B, I would start by saying, “Thank you, Annette, for speaking up, I can see this matters a lot to you.” Then I’d ask everyone in the room to share quickly how they feel about the delay and what they think should happen next. After hearing from the group, I’d bring up that we use 15 minutes right now to come up with some rough ideas for the mission and vision together. This way, we don’t delay it again. I’d also ask Xiomara and Michael to meet before the next meeting and bring a draft to share. Lastly, I’d check in with Annette to make sure this plan feels fair to her.

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I would acknowledge the lack of responsibility and validate Anette's frustration. For this scenario, I would use delegation as a facilitation tool to address the issue by assigning new people to this task. I would also tap into a directive approach as to make a new plan moving forward ensuring everything gets covered, and that people are held accountable for the work they do or don't. Participation of all members should be expected, and having a task be left unfinished for several months in unacceptable and can leave room for complacency. With that in mind, as a facilitator, I would remind Annette that there are other items on the agenda that have to be addressed and completed. I'd note the plan in place to make up for lost time with the statements and how we could ensure completion. I would then push to move to the next agenda item. One error should not cause the entire meeting to be halted.

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Based on this situation, I would take an Exploratory facilitator approach. An exploratory approach will allow space for all voices to be heard and a guide for productive conversation. When Chhiengmay dismisses Omar’s concern, I would intervene and say the following “thank you, Chhiengmay. Although, you have a good understanding of this community. It is important we give space for other members to speak their thoughts as well. Omar brought up a good concern. Omar, can you share more about your concern?”

After Omar shared more about his concern I would give a chance for the rest of the members to speak and give feedback. By asking open ended questions, members will be able to dive deeper into their ideas and concerns.

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After reading scenario C, I feel like I would engage with the approaching part of facilitation which is interpretive and cathartic. It's not that I like drama but I would like to help summarize what she's trying to say in a more respectful manner. I see it as if I would want someone to have my back for me, I would do it for them. I also feel that it's valid to express one's feelings in a working environment but to engage in a more educated and respectful manner it would be best to do that in a one on one conversation. No matter what there's always going to be that one kind of coworker or manager that gives a hard time.

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After reviewing the situation, I believe that a facilitator would benefit using two different approaches. A directive approach would be important for the facilitator as it allows them to  intervene and create a productive and professional intervention. The facilitator could also use cathartic facilitation to allow members in the workspace to express their feelings. Allowing and supporting open expression can make the meeting or discussion more productive, it could also allow the members to share their concerns in a safe space where they feel more comfortable expressing their concerns. I believe that a cathartic approach acknowledges and validates Eden and Chanbopha's concerns and emotions about Lindsay while the directive approach redirects and ensures that the discussion leads to a solution.

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In scenario C, I would first take a directive approach. I would first acknowledge Lindsay's concern about feeling uncomfortable. I would then politely advise Chanbopha that it was not appropriate to bring up his issues about another coworker in a public setting. I would then set up a time to privately speak with Chanbopha using exploratory and participative approaches. Learning more about their feelings can help me understand what is going on and get more clues on how to solve the situation. If possible, I would also try to politely speak with Lindsay one on one and give her constructive criticism on ways to speak a bit more friendly.

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I would respond by acknowledging Annette’s frustration and using a facilitation technique that would normalize conflict and turn it into productive action. I’d say something like:

“Thank you for speaking up, Annette. I understand you’re frustrated, and this is clearly important. Since Xiomara and Michael didn’t meet, let’s use this time together to start drafting the vision and mission as a group. We can build on any ideas they’ve started, and at least make real progress tonight instead of postponing again.”

This approach respects Annette’s concerns, avoids further delays, and shifts the group from inaction to collaboration. It also helps prevent the team from falling into a pattern of relying on others to take initiative, and instead encourages shared responsibility.

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In this scenario, to best address this situation, I would approach it with professionalism and sensitivity. With that said, I would acknowledge concerns and discrepancies, such as Chanbopha's experiences and Eden's discomfort. Doing this would help alleviate Chanbophas's unpleasant experiences while also providing Eden with the assurance that Chanbopha isn't necessarily talking badly but has distasteful experiences. Additionally, offering support and encouraging direct communication is beneficial for addressing issues with Lindsay and mediating discussions to resolve interpersonal conflicts. For instance, saying something along the lines of, "Although it is a little daunting to engage in open communication, it would be valuable to discuss concerns with Lindsay, and hopefully, it can lead to mutual understanding and resolution. It is in the team's best interest to work effectively and smoothly to collaboratively achieve the team's goals." Overall, using these strategies can best facilitate uneasy conversations among a team and could help bolster an environment for open and reassuring communication.

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The situation seems like Annette is frustrated because nothing is moving forward, so I would acknowledge her frustration and assure her that her feelings are valid because delays can be discouraging, and express my gratitude of her being committed to getting the task done. Next, I would address the root issue, which is moving forward with the vision and mission statement instead of delaying it again because it has been put off far to long and members are getting frustrated by it. We can take some time to brainstorm ideas together and finalize it at a later time.

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Based on the scenario, it seems that there is some disagreements on how one of their managers named Lindsay works in the department. However, as there were some disagreements from Chanbopha, there were also some who felt uncomfortable about the direction the meeting was heading. Which is why as a facilitator, what I would do to resolve these issues at the meeting, I would first take a directive approach by guiding each person to gather their thoughts and share them in a professional manner, rather than making it seem disrespectful, which can cause some uncomfortable feelings among the group. I would pose a question like "Is there anyone here in our department that makes it difficult to work with?", and if the tone of the topics becomes troublesome, then I would shut it down and bring everyones attention back to the task at hand, because while there may be some things that may to be cleared, as a facilitator we have to listen to the way people feel about certain conversations, which is why it is either to keep or end a conversation if it seems to be successfully achieving something or not.

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If I were in this situation, I’d try to step in and make sure everyone in the group felt heard. Chhiengmay has a lot of experience and cares about the work, but it’s also essential to make space for other voices—especially when there’s pushback. After she responds to Omar that way, I’d say something like, “Hey Chhiengmay, I appreciate your input—you’ve been doing this for a long time, and your insight is valuable.” At the same time, I think it’s essential that we hear out what Omar is saying, too. Omar, do you mind expanding a bit more on your concern so we can all understand where you're coming from?” That way, I’m not shutting anyone down, but I’m also helping to balance the conversation and maintain a collaborative atmosphere. People are more likely to support a decision when they feel like they’ve genuinely been part of the process.

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Scenarios like this one are often seen in workplaces that use collaboration. Although Chhiengmay holds an authoritative position, it is crucial she allows her colleagues to effectively collaborate alongside her. If I were on her team in this scenario I would respectfully remind Chiengmay of her responsibilities as a facilitator which include ideas such as listening, respect, and equality. If she incorporates this style of facilitation, it is likely everyone of would collaborate effectively, creating a better sense of performance.

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I would approach scenario B by I would use active listening as my primary facilitation technique, starting by acknowledging Annette’s frustration. After listening, I would summarize what I heard, scheduling conflicts, lack of clarity on roles, and mounting frustration so that all parties know their perspectives have been understood. If more extensive drafting is needed, I would schedule a dedicated work session within the next few days, assign specific responsibilities and establish a realistic deadline to circulate a near-complete document to the group for final input. Throughout this process, I would periodically check in with Annette to confirm that her concerns about continuous delays are being addressed, and I would ensure that Xiomara and Michael feel supported in completing the assignment. Through this, demonstrating respect for each person's perspective can allow the group to move towards the original vision.

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I would choose scenario A and use active listening to address the situation. I would address and understand both Chhiengmay and Omar. Being an active listener helps ensure I get both points of view while keeping the conversation open. I would tell Chhiengmay that I appreciate her knowledge and leadership within the workgroup and community, but I would also like to consider the perspectives of others who may have concerns. I would ask Omar if he can elaborate on his point and speak on his perspective to address it all together. This allows me to have a balanced discussion while not being biased or choosing sides. Being an active listener allows both parties to feel heard. I want to ensure that everyone has a chance to voice their concerns.

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As a facilitator, it is important to guide the group, and sometimes unexpected things can occur therefore, it is important to make good decisions and respond to changes. I think it would be appropriate to use an exploratory technique because that way, you are able to ask open-ended questions, which will allow them to express themselves based on the question. That way, I will be able to get to the root of the problem and come up with a solution. I would also use a participative style in order to encourage members to speak about their own experiences and feelings about the situation by staying respectful and professional. I would also use a sharing style to allow others to share similar or different experiences to allow different perspectives. Lastly, I would use a cathartic approach to provide them with a safe place to express their emotions.