VIPP_Unicef

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both parties are desperate enough to "lay their cards on the table". Whatever
participatory techniques are used, no democratic participation can be
ensured if members maintain their vested interests or hidden agendas.
VIPP attempts to empower participants and initiates a process of selfdiscovery
and self-learning. It is not based on a teacher-student relationship
in which the teacher considers the student to be an "empty vessel" to be
filled. Consequently, VIPP does not have a place in training courses where
the organizers do not feel that the trainees have knowledge which can be
"called-forward" into a framework.
The greatest constraint in VIPP is the identification and training of
facilitators. To be a facilitator is difficult: you must guide but not impose,
you must advise but not manipulate. If you are too directive, participants
lose their decision making power and motivation. If you are totally nondirective,
participants lose respect for you.
A fundamental principle of VIPP is that participants are the subject of
your work, not the object, and that their needs, expectations and qualities
must be highlighted, not your own skills or knowledge. Humility is the
most appreciated talent of a good facilitator.
The role of the facilitator is powerful and their is a fine line to tread between
manipulation and allowing group processes to take their course, between
imposing ideas and slipping into chaos. The experienced facilitator will
always be aware of such tensions and is able to read body language as
well as anonymous cards and make adjustments to processes and group
composition, as required, in order to ensure a creative outcome. The
facilitator is not neutral. He or she is convinced that the solution to many
problems is participatory, democratic processes.
The greatest problem in organizing participatory events is time
constraints or perceptions of time constraints. Administrators are often
wary of the time it takes for everyone to have a say. They do not take
into consideration the opportunity cost of inefficiently conducted
meetings where the flow of the discussion is not captured and channeled
to a creative conclusion. In such events few have a say in the outcome
and non-participation leads to non-ownership of decisions and less
commitment to goals, objectives and strategies. VIPP broadens
participation in an efficient way.
Lastly, the final outcome of any participatory process depends on
commitment to follow-up on decisions. In the euphoria of interactive group
work, the atmosphere is very conducive to agreeing to involvement in
many post-event activities. However, the facilitator must bring the
participants back to reality and make them think about what is possible
for them to do, especially if the activities fall outside their regular scope of
work or job description. Team building is important but the team must be
productive. The ultimate measure of a successful VIPP event, no matter
what the objective, is the degree to which the final decisions are
implemented.
CONCLUSION