As the summer gets underway, a dedicated team of SCS staff has been preparing for months to welcome students for a wide-ranging set of summer programs. These summer experiences cater to the needs of diverse student audiences, including high school students from around the country coming to main campus for a dedicated experience of university life. Some programs last the duration of the summer months and others are shorter in length. Mission in Motion reflects each year, for instance, on the mission-driven Summer College Immersion Program (SCIP), a three-week residential experience of Georgetown for talented students in the KIPP Foundation and Cristo Rey Network of schools. What is distinctive about Georgetown’s summer offerings is that they present students with the opportunity to engage with Georgetown’s traditions of academic excellence, community, and globally significant position in the nation’s capital.
Each summer semester requires an entire year’s worth of planning and preparation. As part of this effort, the summer staff reviews and evaluates how it can improve its delivery of services and support for summer students. As part of this year’s effort, I was invited to deliver a training for the staff working for Georgetown’s High School Summer Academies. The Academies are one, two, or three weeks in length and organized around different thematic areas, like Biotechnology, American Politics, and International Relations. Some of the students venturing to Georgetown’s Hilltop campus have never traveled to Washington, D.C., or had the experience of living independently in a college dorm. The summer staff hoped that I might provide some guidance for how to effectively facilitate small group discussions for students throughout the summer.
Summer staff serve as resources to the students as they navigate classes and life on campus. The convening of small groups throughout the summer is invaluable for many reasons, including the formation of deeper bonds among smaller groups of students outside of the traditional classroom experience. Small groups also help summer students reflect on the learning occurring within classes. I introduced some suggestions for practices rooted in Ignatian pedagogical principles. My view is that facilitating an effective small group is a key skill that is transferable to many areas of professional life. But more than organizational effectiveness, facilitation as a skill relates to helping others experience the deeper meaning and purpose of a Georgetown education rooted in the Jesuit tradition of education. My five-step framework for facilitating can help convert an ordinary experience of group discussion into something more meaningful.
First, Invite: Make sure your attendees know what to expect during the meeting and what they are being asked to do. Too often, we do not consider how a small group conversation can become a rich opportunity for learning and growth. To ensure this possibility, the facilitator needs to set the expectations in advance about how participants are expected to show up and participate.
Second, Create the Space: Establishing a space as safe, brave, and sacred means making certain intentional decisions about the meeting setting. This means that the facilitator needs to think about the arrangement of chairs and how participants are able to see each other, communicate with each other, and learn from each other. Creating space also means being clear about the community agreements that will govern discussion. For instance, how will the group handle confidentiality, technology, and conflict in the space? Responsible facilitation means being clear about the ethics that will guide the process.
Third, Maintain the Space: Facilitation is an active practice because it necessitates being involved throughout the experience. The facilitator needs to get involved when community agreements are violated or the group is getting off track. This means reading the room, so to speak, and making judgments about what the group needs in order to sustain the discussion. Effective facilitators also recognize opportunities to healthily work through conflicts emerging in the space. Some conflicts are too big and difficult for a group so must be managed outside the group structure. Maintaining the space also means monitoring time and keeping the group on time.
Fourth, Check In: Facilitators learn to interact with a group in ways that respond to the group’s particular needs. Each group has a different life and a different culture. It is helpful for the facilitator, especially in a learning experience at Georgetown, to time and again remind the group of the larger purpose of the activity. Why are we here? How does this discussion help deepen the meaning that you are making of your time in the classroom? The Ignatian Pedagogical Paradigm puts “reflection” after “experience” because meaning-making of an experience requires intentional interior processing of all that happened during the experience itself.
Fifth, Transition: How the meeting ends is in the control of the facilitator. The hope is that participants know when the conversation concludes and how this particular meeting relates to the next one. Giving the group good incentives to return to the following conversation is helpful to maintaining the energy and buy-in of the participants. One helpful way to transition is to mark the end of the meeting with some symbolic practice, like a poem or prayer or piece of music.
Georgetown’s summer staff teams gives students an accelerated experience in a short amount of time. Their work is invaluable and critical to ensuring that the University’s Jesuit mission and values come to life in the student experience.