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Using technology to support sensitive group processes: an ethical retrospective. David A. Banks and Shirley Wheeler University of South Australia. Overall intervention. Non-participant observation of group Egan Skilled Helper Model: provides guiding philosophy
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Using technology to support sensitive group processes:an ethical retrospective David A. Banks and Shirley Wheeler University of South Australia
Overall intervention • Non-participant observation of group • Egan Skilled Helper Model: provides guiding philosophy • Simon’s model: problem solving structure that has some alignment with Egan • Heron: modes and dimensions • DeBono: structured spaces for thinking • Audience Response Technology: support tool
Skilled Helper Model (Egan) Diagram of the Model
Simon’s decision making model • Identify all the possible alternatives • Determine all the possible consequences of these alternatives • Evaluate all the possible consequences
Heron – one mode of facilitation • The co-operative mode. Here you share your power over the learning process and manage the different dimensions with the group. You enable and guide the group to become more self-directing in the various forms of learning by conferring with them and prompting them. You work with group members to decide on the programme, to give meaning to experiences, to confront resistances, and so on. In this process, you share your own view which, though influential, is not final but one among many. Outcomes are always negotiated. You collaborate with the members of the group in devising the learning process: your facilitation is co-operative
Heron – one dimension of facilitation • The confronting dimension. This is the challenge aspect of facilitation. It is to do with raising consciousness about the group's resistances to and avoidances of things it needs to face and deal with. The facilitative question is: how shall the group's consciousness be raised about these matters?
Six Thinking Hats • This tool was created by Edward de Bono in his book '6 Thinking Hats'. • Many successful people think from a very rational, positive viewpoint. This is part of the reason that they are successful. • Often, though, they may fail to look at a problem from an emotional, intuitive, creative or negative viewpoint. • This group clearly had problems dealing with the emotional aspects of the process and the Red hat was considered to be potentially useful
Red Hat thinking • Red Hat:'Wearing' the red hat, you look at problems using intuition, gut reaction, and emotion. Also try to think how other people will react emotionally. Try to understand the responses of people who do not fully know your reasoning.
Facilitator manages with Blue Hat • Blue Hat:The Blue Hat stands for process control. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, etc.
