Over the years I have learned from many consultants that you don't actually need to know anything to help someone. In fact the one's that pretend to know the most (experts) end up being annoying and their opinions grating. Great facilitators have the knack of letting the person/people in question wrestle with the problem and solve it themselves. I am not suggesting that there is no co-creation in solving a problem with someone but rather that it is much better to ask questions and nudge things along instead of directing.
Joel Spolsky has a decent in this month's Inc. Magazine called 'How hard could it be?' that resurfaces the Five Whys problem solving technique developed by Toyota after World War II to improve its manufacturing process.
The basics of this process is to ask "Why?" five times to get to the root of any failure/issue in order to solve the core problem instead of the symptoms. For instance, imagine the problem you are facing is that you have a dissatisfied client. Why? because the job is only 3/4 complete in their mind. Why? because their expectations were different that what I understood. Why? because I assumed I understood what they meant? Why? because I didn't want to spend too long going through requirements. Why? because I wanted to get working and save time.
You get the idea. Try using this in meetings and you may get slapped by the odd person for seeming belligerent however for others you will be impressively brilliant as long as you pace with the people you are working with.
I think we will eventually learn that this process was actually derived from children and not Toyota.