Towards a model of effective group facilitation

Purpose – This paper aims to report on research into managers’ and facilitators’ perceptions of effective facilitation. Design/methodology/approach – A total of 20 managers from across five industry sectors, and 20 facilitators from larger organisations or working as consultants, were interviewed in‐depth regarding stories of effective and wholly or partially ineffective facilitation experiences. These stories are analysed within a constructivist‐interpretivist paradigm. Findings – Four stages important to facilitation are identified: Preparation, Event, Satisfactory Outcomes and Transfer. Strategies and considerations are evident in the first three stages but poorly discussed and under‐utilised strategies in the last. Research limitations/implications – Further research is suggested to identify strategies for implementing outcomes; consider the contribution internal facilitators can make to the facilitation process; appreciate of the context within which the facilitation takes place; and the impact of organisational size and culture of the facilitation process. Practical implications – Facilitation is likely to be more effective if facilitators share a common language with the participant group; are conscious of the Transfer stage through‐out the process; and work to ensure affective, as well as effective, outcomes. Managers may also consider training, empowering and utilising their internal facilitators to a greater extent, in recognition of the value‐adding their knowledge about the organisation brings. Originality/value – This paper adds a multi‐dimensional framework of facilitation to the empirical evidence for academics and practitioners working in the areas of facilitation and group effectiveness.