VIPP_Unicef

HOW TO USE THIS MANUAL
This manual has been written for the trained facilitator. It is designed to
reinforce concepts and techniques learned in training of facilitators
and trainers in participatory group processes. It is the rare
individual who could simply study the manual and apply it. A great deal
of practice and experience is needed before most of us become accomplished
facilitators.
If you are a trained facilitator and wish to use the methods and techniques
outlined herein with a group of like-minded people who wish to
experiment, you should have no problem. On the other hand, if you are
going to use it with an external group who are not particularly familiar
with participatory techniques, a good deal of discussion and planning is
required. Above all, it is important for the professional facilitator to deeply
understand the objectives of a group event. If you detect that top
management has a particular agenda in mind and merely wants to
transmit it to employees, or to manipulate their staff to a point of view for
some unspoken reason, professional facilitators must explain that their
job is not to manipulate, that VIPP methods involve true participation
and that ulterior motives will become transparent in the process. It is better
not to start a participatory process if those responsible are not prepared to
accept a different outcome than they expect.
If the objectives are transparent but not clear or focussed, or are unrealistic,
given the time available, the facilitator should insist that top management
bring more staff into the planning process and spend at least three meetings
agreeing on the needs and the parameters for the event, as well as orienting
them on VIPP philosophy. If managers are going to be involved in the
event, they should participate in such meetings until they are fully "on
board" and therefore unlikely to derail the process once it begins.
One of the major factors for participation is the number of participants.
As numbers go up group interaction becomes more complex and the
participation of any one individual decreases. Adding more facilitators
can help to overcome some of the problems. However, a large facilitation
team also needs strong coordination and increases the time needed for
planning. It is better to keep groups small, especially if you are not sure
how they will take to new ways of working. Guidelines are given in the
pages that follow.
Joint planning of group events by a team of facilitators with responsible
authorities is the key to success. This manual should not be used in a
piecemeal manner. The roots and philosophy outlined in the beginning
should be fully absorbed through reading and experience. The basics
of VIPP and example exercises should become second nature. With
experience, or with the help of an experienced facilitator, these
techniques can translate into a creative script through the planning
process. Without such planning and reflection, creative intentions can
turn into disasters and managers will return to top-down approaches
with which they feel safe and secure.
IX