Rather, they focus on maintaining conditions under which people will take care of themselves. They work on structure not behavior, seeking to control only those aspects of a work group that do not require people making dramatic changes in their skills, knowledge or personality. The specifics have been refined for 15 years in future searches and leadership training seminars. They are particularly appropriate in meetings where interaction, cooperation and participant responsbility are central to success. Hundreds of people have applied this theory and practice within and between many cultures and languages in North and South America, Africa, Asia, Australia and Europe.
Many facilitators work too hard.
They act when they should be quiet. They shut up when a few words could make a big difference. They spend great energy teaching people how they want them to behave. They accept responsibility for other peoples behavior. They see a group s success or failure as reflecting on their own skill.