What's your facilitation model?

ORID Model works best when there is a need to deep dive into the concepts and their relationships. This works best in academic focused group discussions such as exploring specific interrelated themes towards a particular lived experience. This perspective entails a concept or idea that may be objective and established.

Consider several key factors: If the problem has evident solutions, ORID may be overly complex. A more direct approach is suitable here. For complex issues with technical solutions, ORID can help participants understand and apply them effectively. In uncertain, multifaceted situations, ORID aids in exploring diverse perspectives, understanding implications, and making informed decisions. In chaotic scenarios, immediate response is crucial before applying a structured facilitation model. Consider participants' experience and readiness. If they're familiar with ORID or prefer a reflective approach, it works. However, for groups needing quick answers or direct methods, other models may be better. Choose based on context and group needs.

The ORID Model is remarkable in how it effortlessly takes you on a journey from concrete observations to abstract interpretations and actionable decisions. It's absolutely invaluable for problem-solving, planning, evaluation, and feedback sessions. This model has the power to be a game-changer, especially when you're aiming to align everyone's perspectives before making a critical decision. It fosters a shared understanding, which is absolutely crucial for any group endeavor.

The GROW model's linear and goal-oriented structure makes it ideal for those who want a straightforward pathway to problem-solving or achieving specific outcomes. The GROW model is particularly effective when the participants are motivated but maybe a bit directionless—it gives them a structured framework to latch onto. It can lead people from vague ideas to committed action plans, making it not just a model but a dynamic journey toward measurable results.

In situations characterized by complexity, marked by uncertainty and multiple interrelated factors, the GROW model may not be the best choice. It might be more appropriate to adopt a more adaptable and open-ended facilitation approach that can better accommodate the fluid nature of complex problems. In chaotic scenarios where there is no clear pattern, the GROW model is unlikely to be effective. Immediate, crisis-focused actions should be prioritized before employing structured facilitation techniques.

Just like in the grow model case, when dealing with complex issues characterized by uncertainty and multiple interconnected factors, the rigid structure of The 6 Thinking Hats model may not be the best fit. It might be more appropriate to use a facilitation approach that allows for greater adaptability and open-ended exploration. In chaotic scenarios where there is no clear pattern, The 6 Thinking Hats model may not be effective. Immediate, crisis-focused actions should take precedence over structured facilitation techniques.

One of the shining features of the 6TH Model is that it compartmentalizes types of thinking, which often happen simultaneously and can muddle the conversation. By "wearing" one hat at a time, participants can focus and dig deeper into each aspect of the issue. However, the facilitator must be skilled in guiding the group through the "hat transitions," ensuring that the process remains fluid and each perspective is considered.

Having been part of a 6 Thinking Hats problem solving session, I believe this is one of the most challenging for facilitators. For example, the facilitator should be able to call out when ideas and/or assumptions are introduced during the "white/facts and information" stage. It's often very difficult to do this because even our ability to process hard facts and data is clouded by our emotions.

I love this method for free flowing ideas, networking, and harvesting the collective wisdom of a group. It does take some work to develop good, powerful questions that can help ground the conversation.

The World Café model fosters dynamic conversations, promoting networking and community building. Participants freely share ideas, learn from each other, and collectively build upon them. Moving to different tables prevents echo chambers, enriching the discussion. The facilitator's role is vital, especially in summarizing and synthesizing viewpoints into actionable insights. A mishandled synthesis can undermine the model's aim of creating collective wisdom.

When dealing with complicated problems that have technical or expert-driven solutions, The World Café model may not be the primary choice. It is better suited for fostering open dialogue and collaborative exploration rather than providing specific answers. In complex situations characterized by uncertainty and interconnected factors, The World Café model can be highly effective. It encourages participants to engage in meaningful conversations, explore diverse perspectives, and collectively make sense of complex issues. Consider the participants' familiarity with and receptiveness this model. If they value open dialogue, diverse perspectives, and collaborative problem-solving, it can be a valuable tool for complex problem domains

Your facilitation model should be like a tailor-made suit, meticulously crafted to fit the unique contours of your specific situation. It's about aligning your facilitation approach with the goals, dynamics, and needs of your group. Whether you opt for a structured, process-driven model or an open, adaptive one, remember that the true art of facilitation lies in your ability to seamlessly adapt and weave these models into a cohesive, participant-centered experience that fosters collaboration, innovation, and tangible results.