Participants in the Mozambican workshops were asked to share responsibilities for the outcome of the process.
In both workshops, two participants per day acted as the co-management committee: they helped in keeping track of time and their fellow participants, and they provided feedback to the facilitation team at the end of the day. In addition, they gave a short recap of the day the following morning.
Including participants in such a way was very useful. It gave them ownership of the programme, as the feedback at the end of the day helped to shape the programme of the following day. Having them do the recap at the beginning of each day helped break the duality between ‘trainers’ and ‘trainees’. Giving them responsibility of keeping the time, for example, helped foster a more active attitude among some participants. Some participants naturally took up this attitude – they helped explain when concept or processes were not clear for other participants, took the initiative for energisers or story-sharing moments. Especially during the second workshop, the participants started interacting more, and took more ownership of their own learning.
In Mozambique, the initial facilitation team consisted of non-Mozambican facilitators. Especially during the second workshop, one of the Mozambican participants took up the role of co-facilitator. As could be expected, this again reinforced the importance of including local experts in the facilitation team. His support in guiding discussions, offering additional explanations and encouraging participants greatly contributed to the engagement and understanding of all participants.
Going to the field
The group in Mozambique also did a collective capitalization process focusing on one specific case, helping to clarify the methodology significantly. During the workshop, we visited this particular case together. In the field, participants tried to uncover information focusing on different aspects within the experience capitalization process: one focused on finding information about the results, for example, whereas the other looked at factors contributing to success of the clinics. The group combined their knowledge afterwards, providing them with the opportunity to collectively learn about experience capitalization and the different steps involved.
The field visit during the first workshop had a clear value in the process: it helped all participants understand the local context (especially for those coming from abroad), drew all of them closer (as a social event), and helped exchange more information regarding the process as they were all looking at the same case. Some of the participants recommended having the field visit during the first day of the workshop, and then using the case visited as an example throughout the workshop. This could certainly be tried out in a next workshop.