What was also enlighten about the process, I too had my personal bias. In my thoughts, I would regard an issue as a non-issue but after asking the questions of my colleague and how they explained from their point of view. I gained an appreciation for the mutual learning approach to facilitation; as I was able to understand why these issues were such a pain point and how it affected them directly. The question that asked them, if they were the boss what would they do to address the problem? allowed them to wear the shoe of the person in charge.

 

In that question, after reviewing each of their responses, they still made a recommendation based on what they believe was appropriate without questioning what the entire picture was. As the facilitator, one would now have explore why management took the approach they did, under what circumstances decision was made and employee’s feedback on issues and ensure all parties are communicated to. 

“I understand the situation: Those who disagree don’t” – This assumption is true to some situations where I have been in. It is important as a facilitator to listen to all group members. Jumping to conclusions without knowing the why or how could create more misunderstandings. Ask questions and keep an open mind during conversations. Allow individuals time to explain their ideas.