FACILITATION

ORID Method

Getting to the right answers is always a matter of asking the right questions. This facilitation framework empowers leaders to conduct focused group discussions, reflecting on every aspect on an issue to make effective, collaborative decisions.
Goals
  • Participative reflection 
  • Collaborative decision making  
Tool themes
  • Retrospection
  • Brainstorming
  • Defining goals
Information
Group size 1-15 people
Time 30 minutes
Material Template and writing materials
Level Advance
Facilitation Pro
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The Leader as a Facilitator

The ORID model provides a structured approach to leading focused, fruitful group discussions and reaching collaborative decisions. In our fast-changing, digital world, this skill is more important than ever: The organizations that succeed are the ones that are able to adapt rapidly, transforming themselves according to the new realities of their shifting environment. The role of the manager is no longer to solve every problem him- or herself. Instead they must be able to facilitate their team’s ability to problem-solve together, reaping the collective insights of everyone involved.The ORID model guides the group through structured phases of reflection, based on the natural human decision-making process. It’s a practical and easy-to-implement template for everything from developing a marketing plan, reflecting on an event or reviewing budget performance.


1 - Objective Level

In the first phase, the conversation leader guides the group through factual questions about the topic. The goal is to gather data and create a common understanding. If the topic of discussion is an occurrence, for example, then the group recalls the event and distills facts with questions such as: “What happened? What words or phrases stand out? What did you see or hear?” The information is collected and documented, but not yet analyzed.

CASE STUDY: Assessing Budget Performance“

As we look at the overall income statement, what figures stand out for you? What are the biggest variables in the income – up or down? Which figures are right on target? Which estimates should be checked?”


2 - Reflective Level

Next comes the reflective stage, in which the participants are asked to describe their personal relationship to the topic. It’s all about asking people to reflect on their emotions, associations or memories. Some key questions: “How do you feel about this? What surprised you? Where did you struggle? What does it remind you of?” The facilitator asks the participants to express their gut feelings and share their initial, unfiltered responses. This exercise embraces the fact that whenever we encounter an external, objective reality, humans experience an internal, emotional reaction. The assessment of an issue is only complete when emotional responses are also factored in. The purpose at this stage is simply to bring the emotions to the surface, but not to analyze them.

CASE STUDY: Assessing Budget Performance

“Which figures are we pleased with? Which ones concern us? Where are we surprised? Where do we find ourselves worried? Where do we see breakthroughs?”

3 - Interpretive Level

“What does all of this mean for us?” is one of the key questions at the interpretive stage. The goal here is to analyze the data and the emotional responses and associations from stages 1 and 2. The group takes those into account to create connections and draw conclusions.

CASE STUDY: Assessing Budget Performance

“Let’s look at the income figures that are high: What are the reasons for these? What led to the low figures? In relationship to the total quarter, how do you think we did overall? What does this tell us about the health of the operation?”


4 - Decisional Level

The final round brings the group to actionable decisions. The central question here: “What are we going to do?” In order to help the group make informed and holistic decisions, the facilitator wraps up the findings of the previous stages and asks how to implement these for future results.

CASE STUDY: Assessing Budget Performance

“What are the implications of this information? What shifts need to take place next quarter? What actions might make a big difference if we begin implementing them now?”
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