How can you facilitate discussions when power dynamics are at play?

As part of designing the process and space with your client, it is important to ask questions about power dynamics in the group. Sometimes this can be asked very directly, but often you have to ask questions indirectly that help to unpack and reveal what you need to know. I have several questions (including different versions depending on the context) that help me get to power dynamics. 1. What challenges do you foresee happening as part of the work we will be doing with participants? 2. What do I need to prepare for while facilitating this process and the group discussions? 3. What challenges have happened in the past?

To facilitate discussions amid power dynamics, create a safe, neutral environment with equal participation. Manage dominant voices, encourage active listening, and address imbalances directly. Use structured techniques, validate contributions, seek consensus, and reflect on your role continuously. Aim for inclusivity and collaboration to ensure all voices are heard and respected.

If you fear power dynamics are at play, it’s especially helpful to set ground rules. This provides transparency to everyone to let them know what they should expect and how they can best participate. This also makes it easier for everyone to hold each other accountable if the group discussion gets derailed.

There are protocols and structures that have balance built in. One of my favorites is called "Save the Last Word for Me" in which the speaker who puts a topic/comment/insight out to the group is assured the "last word" after others have had time to comment. Structures like this level the field to assure each member has power of voice, space and ideas.

For me, myself, it begins and ends in RESPECT. Therefore MINDFUL, ACTIVE LISTENING is PARAMOUNT #styleflexibility Also corporate creativity tools such as the #6thinkinghats #brainstorming #icebreakers have proven their effectiveness per the #intersectional diversity of our core leadership team. Doubling down on empathy, humility, and EFFECTIVE COMMUNICATION cannot be overstayed imo. #rightspeech #traumainformedleadership

Power has many dimensions - position, share of voice etc. The workplace is made for extroverts mostly - so in a world where it is important to speak up, connect and share, creating some processes as a facilitator would make the difference to the dynamics in the room - for instance, working with teams to set some ground rules for engagement, encouraging introverts to work towards tiny goals (speak twice in a one hour meeting)and leaders speak last could be great starting points.

In my experience, one of the most effective things we can do as facilitators is level the playing field in the room. When we have the people in the room come up with the ground rules together, we want to be sure to include that title and stature are left at the door during the conversations. Everyone’s voices will be heard and handled with the same level of respect. Better yet, gain agreement from the most senior leaders in the room in advance of the discussions that they will speak last on topics and their opinions will be given equal weight with everyone else in the room.

Please be realistic about power. For example: + Power does not share. + Asking for power gives away power. + The people most drawn to power are usually the least fit to wield it. + People with power and status are less likely to embrace change that will reduce their power or status. + Power corrupts and can lead to assumptions of entitlement or failures of empathy and ethics. + Power shapes relationships and is granted through relationships towards those perceived to have status, authority or expertise. + Power dynamics can be suspended for moments, not removed. + Power can be assigned according to clear service roles or rituals. The last 2 truths (above) are useful for facilitation. Power can can be assigned by roles and rituals.

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Rotate the “facilitator role” among group members to ensure that different participants lead the discussion, allowing them to influence the agenda and dynamics. It will encourage a more balanced and collaborative dialogue. Here are some questions you can work on to efficiently implement the advice: ? How can we establish a clear and fair rotation system for the facilitator role within our group? ? What steps can we take to ensure that everyone feels comfortable and capable when taking on the facilitator role, regardless of their usual level of influence? ? What benefits can we anticipate from regularly rotating the facilitator role, and how can we measure the impact on our discussions?