This study analyses the critical contingency factors that influence the use of group facilitation in organisations. The findings identify four primary contingency factors. Chief among these is the ‘outcomes-oriented’ worldview that characterises both managers' and facilitators' theories-in-use. A parallel finding is that the relationship between managers and external facilitators is frequently ‘instrumental’ in nature. These findings have significant implications for both the theory and practice of group facilitation, especially concerning the view that facilitation is a ‘neutral’ intervention. The findings also have implications for the management of organisations. Facilitation is demonstrably a useful means of building trust and enhancing relationships in organisations; and is also an appropriate means of enabling groups to structure and manage complex tasks. Given the increasing complexity of business environments, the complexity of many group tasks, and the increasing propensity for organisations to utilise teams and groups to get work done, facilitation is emerging as an important means of assisting organisational effectiveness.

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