ator uses structured techniques and communication skills to “ease” this process, towards the end of the emotional and cognitive growth of the group and its members, and is neutral toward the content of the discussion, or meeting. A facilitator, then, is an expert on group process. Some examples of facilitated events are: strategic and other planning, decision making, conflict resolution, problem solving, creative Trainers and human resource development consultants sometimes do not recognize the “fuzzy line” that separates facilitation skills from presentation skills. For instance, we see a great deal of notice paid in our own “Interchange” to the presentation skills required of a competent trainer, but relatively little attention in the newsletter to what facilitation skills might be required of an adept trainer. In fact, I cannot remember the last issue where facilitation was discussed at all. Perhaps, then, there is an overemphasis on how to be an entertaining, dynamic, fun-loving, exciting presenter and trainer? If so, we need to remember that these skills are only a part of an effective trainer’s skill set.

What Are Facilitation Skills?

A useful distinction between the two is made on the group facilitation listserve website wherein training and presentation are defined as a process primarily to transfer information or skill (content) between a trainer and a participant group. Facilitation, however, is what we do when we are focusing primarily on processes in the group itself: how the group communicates, problem-solves, resolves conflicts, and makes decisions.

Janelle Brittain, author of Facilitation and the Speechless Speaker, makes the distinction this way: “Speakers view their mouth as their primary instrument. Facilitators view their ears as their primary instrument.”

Put another way, the facilitator listens without judgment, does not need to control interactions and outcomes, can think on may different levels simultaneously, and makes it possible for others to think and act.

The facilitator uses structured techniques and communication skills to “ease” this process, towards the end of the emotional and cognitive growth of the group and its members, and is neutral toward the content of the discussion, or meeting. A facilitator, then, is an expert on group process. Some examples of facilitated events are: strategic and other planning, decision making, conflict resolution, problem solving, creative d

I cannot remember the last issue where facilitation was discussed at all. Perhaps, then, there is an overemphasis on how to be an entertaining, dynamic, fun-loving, exciting presenter and trainer? If so, we need to remember that these skills are only a part of an effective trainer’s skill set.

What Are Facilitation Skills?

A useful distinction between the two is made on the group facilitation listserve website wherein training and presentation are defined as a process primarily to transfer information or skill (content) between a trainer and a participant group. Facilitation, however, is what we do when we are focusing primarily on processes in the group itself: how the group communicates, problem-solves, resolves conflicts, and makes decisions.

Janelle Brittain, author of Facilitation and the Speechless Speaker, makes the distinction this way: “Speakers view their mouth as their primary instrument. Facilitators view their ears as their primary instrument.”

Put another way, the facilitator listens without judgment, does not need to control interactions and outcomes, can think on may different levels simultaneously, and makes it possible for others to think and act.

The facilitator uses structured techniques and communication skills to “ease” this process, towards the end of the emotional and cognitive growth of the group and its members, and is neutral toward the content of the discussion, or meeting. A facilitator, then, is an expert on group process. Some examples of facilitated events are: strategic and other planning, decision making, conflict resolution, problem solving, creative

itation listserve website wherein training and presentation are defined as a process primarily to transfer information or skill (content) between a trainer and a participant group. Facilitation, however, is what we do when we are focusing primarily on processes in the group itself: how the group communicates, problem-solves, resolves conflicts, and makes decisions.

Janelle Brittain, author of Facilitation and the Speechless Speaker, makes the distinction this way: “Speakers view their mouth as their primary instrument. Facilitators view their ears as their primary instrument.”

Put another way, the facilitator listens without judgment, does not need to control interactions and outcomes, can think on may different levels simultaneously, and makes it possible for others to think and act.

The facilitator uses structured techniques and communication skills to “ease” this process, towards the end of the emotional and cognitive growth of the group and its members, and is neutral toward the content of the discussion, or meeting. A facilitator, then, is an expert on group process. Some examples of facilitated events are: strategic and other planning, decision making, conflict resolution, problem solving, creative

n and the Speechless Speaker, makes the distinction this way: “Speakers view their mouth as their primary instrument. Facilitators view their ears as their primary instrument.”

Put another way, the facilitator listens without judgment, does not need to control interactions and outcomes, can think on may different levels simultaneously, and makes it possible for others to think and act.

The facilitator uses structured techniques and communication skills to “ease” this process, towards the end of the emotional and cognitive growth of the group and its members, and is neutral toward the content of the discussion, or meeting. A facilitator, then, is an expert on group process. Some examples of facilitated events are: strategic and other planning, decision making, conflict resolution, problem solving, creative

ator uses structured techniques and communication skills to “ease” this process, towards the end of the emotional and cognitive growth of the group and its members, and is neutral toward the content of the discussion, or meeting. A facilitator, then, is an expert on group process. Some examples of facilitated events are: strategic and other planning, decision making, conflict resolution, problem solving, creative development, and team initiatives.

This source further clarifies the distinction by noting that, “Where training and presenting involve telling and teaching the participants, facilitation involves helping the participants discover for themselves (emphasis added).” A facilitator must be able to read not only individuals, but the interactions between individuals, and the subtleties of group dynamics.

Michele Whitmore, a contributor to the IAF website, says that, “The facilitator notices patterns in group interaction and brings it up to the group for exploration.” A skilled presenter, too, “notices” these patterns, but at the same time is interested in knowledge and skills transfer.

Isabel Rimanoczy, another IAF contributor, suggests that the facilitator should

encourage the group to discover its own answers and solutions to issues it confronts, be attentive to group process, tactfully confront the group with its own behaviors and assumptions, use appropriate humor, and help the group to summarize and draw conclusions.

Presentation Skills:

When we turn our discussion to presentation skills, Max Messmer, CEO of Robert Half International, tells us that the presenter needs to be able to:

1. Have clear goals.
2. Tie information to the bottom-line.
3. Make sure your approach fits audience needs and characteristics.
4. Use appropriate materials in support of your presentation.
5. Make your point.
6. Connect” with the audience.

Similar advice on presenting is offered by Lois Geller: