Group Facilitation in Organisations

This study analyses the critical contingency factors
that influence the use of group facilitation in
organisations. The findings identify four primary
contingency factors. Chief among these is
the outcomes-oriented worldview that characterises
both managers' and facilitators' theories-in-use. A
parallel finding is that the relationship between
managers and external facilitators is
frequently instrumental in nature. These findings
have significant implications for both the theory
and practice of group facilitation, especially
concerning the view that facilitation is
a neutral intervention. The findings also have
implications for the management of organisations.
Facilitation is demonstrably a useful means of
building trust and enhancing relationships in
organisations; and is also an appropriate means of
enabling groups to structure and manage complex
tasks. Given the increasing complexity of business
environments, the complexity of many group tasks,
and the increasing propensity for organisations to
utilise teams and groups to get work done,
facilitation is emerging as an important means of
assisting organisational effectiveness.

Autorentext

Leighton's knowledge of organisational systems and group dynamics has developed over many years and includes PhD study examining the use of group facilitation in organisations. His highly developed understanding of group dynamics and organisational systems assists people to better understand, influence and respond to their own contexts.

Klappentext

This study analyses the critical contingency factors that influence the use of group facilitation in organisations. The findings identify four primary contingency factors. Chief among these is the 'outcomes-oriented' worldview that characterises both managers' and facilitators' theories-in-use. A parallel finding is that the relationship between managers and external facilitators is frequently 'instrumental' in nature. These findings have significant implications for both the theory and practice of group facilitation, especially concerning the view that facilitation is a 'neutral' intervention. The findings also have implications for the management of organisations. Facilitation is demonstrably a useful means of building trust and enhancing relationships in organisations; and is also an appropriate means of enabling groups to structure and manage complex tasks. Given the increasing complexity of business environments, the complexity of many group tasks, and the increasing propensity for organisations to utilise teams and groups to get work done, facilitation is emerging as an important means of assisting organisational effectiveness.