Most teams do not struggle to generate ideas. They struggle to escape the assumptions that shape their everyday work.

In a typical workshop, people bring existing priorities, known constraints, familiar customer feedback, and previous decisions. That is useful—but it can also make thinking narrow. The same safe questions tend to produce the same safe answers.

Extreme questions are a practical way to disrupt this pattern. By changing one condition dramatically, facilitators give participants permission to explore possibilities they might otherwise dismiss too early.

The point is not to implement the hypothetical literally. The point is to identify what it reveals—and turn that insight into a practical experiment, decision, or improvement.

Below are 15 questions to use when your team needs a new perspective.

1. What if we had to charge ten times more?

Imagine that your price, budget request, or perceived value had to increase tenfold.

What would need to be exceptional? Which audience would see that higher price as worthwhile? Would the experience, quality, relationship, or outcome need to change?

For public-sector and internal teams, reframe the question: What would make this service so valuable that people would actively choose it over every alternative?

This prompt helps a group identify its strongest sources of value—and distinguish “nice to have” work from what truly matters.

2. What if we had no existing users or customers?

Imagine you were starting from zero, with all the knowledge you have today but none of the old commitments.

What would you build? What would you stop doing? How would you explain your offer clearly to the people you want to reach?

This is useful when a team is held back by legacy systems, old policies, or features that no longer earn their place. It creates space to ask: If we were not already doing this, would we choose to begin now?

3. What if no support was available?

Suppose no one could answer questions, solve problems, or guide someone through the process.

Could people still succeed? Where would they get stuck? What information, choices, or actions should be clearer or easier?

This question shifts the focus from fixing individual mistakes to improving the system itself. It is particularly helpful for service design, onboarding, self-service, and internal processes.

4. What would be the most fun thing to create?

Ask the team to name something that would genuinely excite them to build—provided it still serves the wider purpose.

Fun is not a substitute for strategy. But it is often a signal of energy, curiosity, and latent expertise. A playful idea might point to a better user experience, a simpler process, or a valuable capability the team has not yet prioritised.

Try following this question with: What could we prototype in one week?

5. What if a competitor copied everything we do?

Imagine another organisation can duplicate every feature, process, or visible offering.

Why would people still choose you?

The answer may lie in trust, ease of use, community, relationships, quality, speed, purpose, or the way you respond when things go wrong. This question helps teams look beyond a feature checklist and articulate their real differentiation.

6. What if we had only two weeks?

Assume that in two weeks, you must deliver a small but complete version of something that would delight a specific group of users.

What is the simplest useful version? What can be manual at first? What detail, polish, or scale can wait until you have learned whether the idea works?

This is a powerful antidote to over-scoping. It invites teams to focus on learning quickly rather than trying to perfect everything before sharing it.

7. What if we had to use a completely different business model?

For a business, this might mean moving from subscription to usage-based pricing, or from paid access to a different value exchange.

For other organisations, it could mean changing how resources, responsibilities, access, or outcomes are structured.

Ask: If the current model disappeared, how else could we create and sustain value?

This prompt exposes assumptions about who benefits, who pays, what costs are necessary, and what people truly value.

8. What if we were not allowed to have a website?

If your usual communication channel vanished, how would people find, understand, and trust what you offer?

Would they hear about it through peers? Partners? Communities? The product or service itself? Could the experience generate advocacy naturally?

This question helps teams move beyond treating communication as a separate activity. Every interaction can either build understanding and trust—or create friction.

9. What if meetings were no longer allowed?

Imagine that synchronous meetings disappear.

How would people make decisions, share context, onboard colleagues, resolve questions, and maintain relationships? What documentation or routines would become essential?

This exercise often reveals knowledge that is trapped in conversations and decisions that lack a visible rationale. It can lead to more inclusive collaboration by giving people time to reflect and contribute in different ways.

The goal is not necessarily fewer meetings. It is better use of meetings—and better systems for the work that does not require one.

10. What if we could never speak to users or customers again?

This is an intentionally uncomfortable question. Without interviews, calls, or direct feedback, how would you know whether you were helping?

What behaviours could you observe? Which outcomes would show that the service is useful? What lightweight tests could help you learn before investing heavily?

The exercise encourages teams to define meaningful evidence of value. It also highlights that stated preferences and real behaviour are not always the same thing.

11. What if cost were no object?

Imagine you could spend whatever it took to create an outstanding experience.

Would you offer a personal guide, faster access, tailored support, a seamless end-to-end journey, or something entirely different?

Once the group has described the ideal, ask: Which part of that experience could we deliver in a sustainable way?

Often, a seemingly extravagant idea contains a simple principle that can be implemented affordably.

12. What if leadership could make any decision without resistance?

This question must be handled with care. Its purpose is not to ignore the human impact of change, but to surface decisions the team may be avoiding because they feel difficult, unpopular, or disruptive.

What would you stop, start, merge, simplify, or redesign? Are there projects, products, or habits that no longer support the strategy?

Then bring the conversation back to responsible practice: How could we pursue the useful part of this idea while protecting people, trust, and fairness?

13. What could cause a mortal wound?

What external event, shift in behaviour, security issue, policy change, competitor move, or loss of trust could seriously damage the organisation?

Do not use this prompt to create panic. Use it to identify a small number of credible risks and consider whether any actions would be wise regardless.

Sometimes resilience work is not only defensive. It can create a better service, a clearer strategy, or stronger relationships with the people who depend on you.

14. What if our only goal was to do the greatest good for the people we serve?

Set aside revenue, targets, and internal convenience for a moment.

How could you help people achieve their broader goals—not merely complete a transaction or use a feature? What would meaningful positive impact look like in their lives, work, or community?

This question reconnects a team with purpose. It can reveal opportunities that conventional metrics miss and give the group a stronger basis for making difficult trade-offs.

15. What if we could achieve only one thing this year?

If every other initiative had to pause, what single outcome would be worth the focus?

What would make the greatest difference? What would strengthen the organisation’s future? What would users remember?

This is one of the clearest prioritisation questions a facilitator can ask. It does not mean there is only one legitimate priority, but it forces the group to identify what it believes is most consequential.

How to run the exercise

Choose one to three questions that fit the challenge. Give participants five minutes of silent, individual reflection before opening discussion; this reduces groupthink and gives quieter voices time to develop ideas.

Capture all responses without evaluating them at first. Then ask the group:

• What assumption did this question expose?

• What idea surprised us?

• What is the smallest real-world version we could test?

• What should we stop, start, or investigate next?

Extreme questions work because they make the familiar strange. A facilitator does not need to have the answer. They need to create the conditions in which the group can see new answers together.

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

I would also appreciate if you subscribe, and give some comments here if you wonder something and want to give me some feedback. I would love to read your input here!

If you have a Substack yourself and like my content, I would love for you to recommend “Facili-station” to your subscribers.

Have a nice one!!

Looking for a coach?

In service of those who serve others.

Leadership is hard. Whether you’re stepping into management, leading an entire organization or wondering about your career, the challenges are real: confusing, overwhelming, and sometimes isolating.

I offer a tailored 1:1 or team coaching quarterly program to help you move forward with clarity and confidence. I’ve walked in your shoes, and I’ll work with you to build the resilience and relational skills needed to lead well, beyond just the work.

If this sounds like what you need, let’s talk. Email me at jose@facilistation.com to book a no-strings attached, no-obligation call to talk about your needs and see what I can offer that will fit you the best. Because coaching isn’t expensive. Staying stuck is.

You should see the cost of a life and work that you don’t love... sometimes one good conversation can change your life and your career forever.

Looking for a facilitator and workshop designer?

If you need a workshop designer and facilitator to help you or your team to solve challenges, find solutions, make decisions, and to be more effective an perform better and faster, or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

Teams rarely become effective simply because the right people have been brought together. Building a genuinely collaborative and high-performing team is a process that takes time, interaction, conflict, learning and adaptation.

One of the most widely known models for understanding this process is Tuckman’s model of team development, first introduced by psychologist Bruce Tuckman in 1965. The model describes four core stages of team development: Forming, Storming, Norming and Performing. A fifth stage, Adjourning, was added later to describe the process of completing the team’s work and eventually separating.

Although the model is deliberately simple, it provides a useful framework for understanding what happens inside teams — and, importantly, what leaders, facilitators and team members can do to support that development.

From a group of people to a team

A group of people does not automatically constitute a team.

People can share a manager, attend the same meetings and contribute to the same project while still operating largely as individuals. A team develops when people begin to establish a shared purpose, mutual accountability, common ways of working and enough trust to depend on one another.

This development is rarely linear.

Teams can move forward, regress or revisit earlier stages when circumstances change. A new leader, a new member, a significant organisational change or a new strategic direction can all disrupt established patterns and require the team to renegotiate how it works.

This is why Tuckman’s model is perhaps most useful not as a rigid sequence, but as a lens for understanding the current state of a team.

1. Forming: Establishing the foundations

The Forming stage begins when a group comes together around a shared purpose or task.

At this point, people are typically trying to understand the situation, their responsibilities and the expectations of others. Relationships are still developing, and there may be considerable uncertainty about roles, authority and decision-making.

People are often relatively polite and cautious during this stage. Disagreements may be limited because team members have not yet developed enough trust or familiarity to challenge one another openly.

The central questions are often:

• Why are we here?

• What are we expected to achieve?

• Who is responsible for what?

• How will decisions be made?

• How are we expected to work together?

For leaders and facilitators, the priority is therefore to create clarity and psychological safety.

A strong beginning does not necessarily require extensive team-building activities. It requires making the team’s purpose, expectations and boundaries sufficiently clear for people to begin working with confidence.

2. Storming: Navigating differences and conflict

As people become more comfortable, differences inevitably become more visible.

This is the Storming stage.

People begin to express different opinions, preferences and expectations. Disagreements about priorities, responsibilities, leadership and ways of working can emerge. Some individuals may challenge decisions or question existing assumptions.

This stage is often perceived negatively because it can feel uncomfortable.

However, conflict is not necessarily a sign that a team is failing.

In many cases, it is a sign that the team is moving beyond superficial agreement and beginning to engage with the real differences between its members.

The critical distinction is between destructive conflict and productive disagreement.

A team that avoids disagreement may appear harmonious while important issues remain unresolved. Conversely, a team that learns to challenge ideas constructively can use disagreement as a source of better decisions and stronger collaboration.

The role of the facilitator or leader is therefore not simply to remove conflict. It is to help the team develop the capacity to work through conflict constructively.

Useful questions include:

What are we actually disagreeing about?

What assumptions are behind these different perspectives?

What is important to each of us?

What haven’t we discussed yet?

The objective is to move the conversation away from personal positions and towards the underlying interests, needs and purpose of the team.

3. Norming: Creating shared ways of working

If a team successfully navigates its differences, it can begin to establish shared norms.

This is the Norming stage.

People develop a clearer understanding of one another. Roles become more established, expectations become more explicit and patterns of collaboration begin to emerge.

The team starts to develop its own culture.

This culture is shaped not only by formal processes, but by everyday behaviours:

• How do we make decisions?

• How do we disagree?

• How do we give feedback?

• How do we communicate?

• How do we handle mistakes?

• How do we ask for help?

• How do we hold each other accountable?

These norms are particularly important because they influence behaviour even when nobody is explicitly discussing them.

For this reason, teams benefit from making their ways of working visible and discussable.

A team agreement or working agreement can be useful, but the document itself is not the objective. The real value comes from the conversation that creates it and the shared understanding that follows.

Norming is essentially the transition from individual expectations to collective expectations.

4. Performing: Focusing on collective performance

In the Performing stage, the team has developed sufficient trust, clarity and cohesion to focus primarily on achieving its purpose.

The team can operate with greater autonomy. Roles may become more flexible, leadership can be distributed and members can rely on one another without constantly having to negotiate how the team should operate.

Importantly, performing does not mean the absence of disagreement.

High-performing teams can disagree strongly.

The difference is that disagreement does not threaten the functioning of the team.

Members can challenge an idea without challenging the person. They can acknowledge mistakes without assigning blame. They can ask for help without undermining their credibility.

The team has developed the ability to focus its energy on the work rather than continually negotiating the relationships and structures required to do the work.

This is often where collaboration becomes genuinely powerful.

5. Adjourning: Completing and moving on

Teams also have endings.

A project finishes. A programme is completed. An organisational structure changes. Members move to new roles.

Tuckman later added Adjourning to recognise this transition.

The end of a team’s lifecycle deserves attention because closure provides an opportunity for reflection and learning.

• What did we accomplish?

• What did we learn?

• What should we carry forward?

• What would we do differently?

• What relationships or practices should continue?

Without deliberate closure, valuable learning can easily disappear when people move on to their next assignment.

The model is not a linear journey

Perhaps the most important insight is that teams do not simply move through these stages once.

A team that has been performing effectively for several years can suddenly return to Storming.

A new manager joins. Two departments merge. The strategy changes. A significant conflict emerges. A new member challenges established assumptions.

These events can disrupt existing norms and require the team to renegotiate how it works.

In that sense, team development is less like climbing a staircase and more like navigating a cycle of development, disruption and adaptation.

The question is therefore not:

“How do we get our team to Performing?”

It is:

“What does this team need at this moment to develop its ability to work effectively together?”

What does this mean for facilitators?

For facilitators, Tuckman’s model provides a practical diagnostic tool.

Before designing a team workshop, leadership session or offsite, it is useful to consider where the team currently sits.

A newly formed team may need clarity around purpose, roles and expectations.

A team experiencing conflict may need space to surface tensions and develop better ways of disagreeing.

A more established team may benefit from revisiting its norms, decision-making processes or shared ambitions.

A high-performing team may need less facilitation and more autonomy.

The intervention should therefore respond to the team’s developmental needs, rather than simply applying the same workshop format to every team.

This is one of the fundamental principles of good facilitation:

Do not start with the activity. Start with the team.

Beyond the model

Tuckman’s model is not a complete explanation of team dynamics. Real teams are more complex than four or five stages can capture.

Nevertheless, its enduring value lies in its simplicity.

It reminds us that effective teamwork is not something we can simply demand from people. It is something that develops through shared experience.

Teams need opportunities to establish relationships, surface differences, negotiate expectations, create shared norms and learn how to work together.

And sometimes, the most productive thing a facilitator can do is not to make the team feel comfortable.

It is to help the team have the important conversation it needs to have.

Because the path from Forming to Performing is not about eliminating the messy parts of teamwork.

It is about helping people develop the capacity to navigate those messy parts together.

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

I would also appreciate if you subscribe, and give some comments here if you wonder something and want to give me some feedback. I would love to read your input here!

If you have a Substack yourself and like my content, I would love for you to recommend “Facili-station” to your subscribers.

Have a nice one!!

Looking for a coach?

In service of those who serve others.

Leadership is hard. Whether you’re stepping into management, leading an entire organization or wondering about your career, the challenges are real: confusing, overwhelming, and sometimes isolating.

I offer a tailored 1:1 or team coaching quarterly program to help you move forward with clarity and confidence. I’ve walked in your shoes, and I’ll work with you to build the resilience and relational skills needed to lead well, beyond just the work.

If this sounds like what you need, let’s talk. Email me at jose@facilistation.com to book a no-strings attached, no-obligation call to talk about your needs and see what I can offer that will fit you the best. Because coaching isn’t expensive. Staying stuck is.

You should see the cost of a life and work that you don’t love... sometimes one good conversation can change your life and your career forever.

Looking for a facilitator and workshop designer?

If you need a workshop designer and facilitator to help you or your team to solve challenges, find solutions, make decisions, and to be more effective an perform better and faster, or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

Facilitation has long been seen as a “soft skill” — powerful, yes, but difficult to measure. We’ve all heard it: “Workshops are great, but what’s the actual impact?”

Today, as organizations become more data-driven, facilitators are being asked to go beyond engagement and inspiration — to demonstrate results. The good news? We can.

Let’s explore how to quantify the value of facilitation and prove that great collaboration isn’t just good for culture — it’s good for business.

1. The Three Levels of Facilitation Metrics

1. Participant Experience (Immediate Feedback)
The most basic and direct form of data is what participants say and feel right after the session.
Examples include:

• Satisfaction surveys (1–5 rating scales, open comments)

• Net Promoter Score (NPS) for workshops: “Would you recommend this session to a colleague?”

• Emotional mapping or word clouds capturing the team’s sentiment

These insights help facilitators understand what worked and where to improve. But they’re just the starting point.

2. Behavioral Change (Observed Over Time)
Workshops aim to spark change — in how people think, communicate, and collaborate. Measuring this requires a bit more patience and structure.

You can track:

• How often teams use the tools or frameworks introduced during the session

• Changes in meeting dynamics (e.g., more participation, shorter discussions, clearer decisions)

• Post-workshop follow-up surveys (after 1–3 months) asking:
  “What have you done differently since the workshop?”

This level connects facilitation to real-world behavioral shifts.

3. Organizational Impact (ROI and Performance Metrics)
At the top level, facilitation supports strategic goals: innovation, efficiency, engagement, and growth. This is where facilitation meets ROI.

Some examples of measurable impact include:

• Faster project delivery times

• Increased employee engagement or retention

• Reduced decision-making time

• Higher customer satisfaction (if workshops improve internal collaboration)

• Tangible cost savings from better alignment or fewer failed initiatives

While not every workshop can or should be tied to financial ROI, connecting outcomes to organizational performance builds credibility and influence for facilitators.

2. Making Data Part of Your Facilitation Practice

Here are some simple but powerful ways to integrate measurement without killing creativity:

• Set measurable objectives: Before the session, align with sponsors on what success looks like.

• Design feedback loops: Use pre- and post-surveys, quick check-ins, and visual reflections.

• Document stories: Combine numbers with narratives — qualitative stories can often make the impact visible.

• Track patterns: Look at trends across sessions — for example, “90% of our teams report higher clarity and ownership after facilitation.”

This isn’t about turning facilitation into a spreadsheet exercise. It’s about showing that what we do creates lasting value.

3. A New Conversation About Facilitation ROI

When we measure facilitation, we move from “Was it a good workshop?” to “What changed because of it?”

That shift reframes facilitation as a strategic capability — not just an event, but a driver of transformation.

So, next time you design a session, think beyond the agenda. Think about the data you can collect — and the story it tells about impact, alignment, and progress.

Facilitation is an art — but also a science.
When we learn to measure the invisible, we give organizations a reason to keep investing in collaboration.

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

I would also appreciate if you subscribe, and give some comments here if you wonder something and want to give me some feedback. I would love to read your input here!

If you have a Substack yourself and like my content, I would love for you to recommend “Facili-station” to your subscribers.

Have a nice one!!

Looking for a coach?

In service of those who serve others.

Leadership is hard. Whether you’re stepping into management, leading an entire organization or wondering about your career, the challenges are real: confusing, overwhelming, and sometimes isolating.

I offer a tailored 1:1 or team coaching quarterly program to help you move forward with clarity and confidence. I’ve walked in your shoes, and I’ll work with you to build the resilience and relational skills needed to lead well, beyond just the work.

If this sounds like what you need, let’s talk. Email me at jose@facilistation.com to book a no-strings attached, no-obligation call to talk about your needs and see what I can offer that will fit you the best. Because coaching isn’t expensive. Staying stuck is.

You should see the cost of a life and work that you don’t love... sometimes one good conversation can change your life and your career forever.

Looking for a facilitator and workshop designer?

If you need a workshop designer and facilitator to help you or your team to solve challenges, find solutions, make decisions, and to be more effective an perform better and faster, or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

In hundreds of workshops I’ve facilitated over the years—across municipalities, corporations, and innovation labs—I’ve tested dozens of icebreakers.

Most of them are… fine.

Some are entertaining.

But one stands above the rest in terms of depth, connection, and immediate impact on group dynamics.

It’s simple:

Ask participants to share:

1. Something they are really proud of in their personal life and why

2. A fun fact about themselves that most people in the room probably don’t know

That’s it.

No complicated instructions.
No props.
No forced creativity.

Yet the effect on the group is extraordinary.

Why This Icebreaker Works So Well

1. It Humanizes the Room Immediately

In most workshops, people enter the room wearing their professional armor:

• Job titles

• Expertise

• Organizational roles

• Power dynamics

When someone shares something they are proud of in their personal life, something shifts.

People suddenly see:

• The parent

• The musician

• The marathon runner

• The person who overcame a challenge

• The volunteer

• The hobbyist

The room stops being a collection of job titles and becomes a group of humans.

That shift is foundational for good collaboration.

2. Pride Creates Positive Energy

The prompt focuses on something they are proud of.

This matters.

Pride triggers:

• Positive emotions

• Confidence

• Energy

• Authentic storytelling

Instead of awkward introductions, participants share moments that matter to them.

And when people talk about things that matter to them, the room naturally becomes more attentive and engaged.

You can literally feel the energy change.

3. The “Why” Creates Meaning

The most important part of the exercise is actually the “why.”

Not just:

“I ran a marathon.”

But:

“I ran a marathon after recovering from a serious injury, and finishing it reminded me that I’m stronger than I thought.”

That context creates emotional resonance.

People start to listen differently.

4. The Fun Fact Adds Playfulness

The second part of the icebreaker introduces lightness and surprise.

Examples I’ve heard in workshops:

• Someone was once a professional magician

• Someone can solve a Rubik’s cube in under a minute

• Someone used to work on a fishing boat in Alaska

• Someone has climbed Kilimanjaro

• Someone can imitate 20 different accents

Suddenly the group learns things they would never discover in normal meetings.

It creates curiosity and laughter.

And laughter is a powerful accelerator for group trust.

What Happens Next in the Workshop

After this icebreaker, something remarkable happens.

The group dynamics change in three important ways.

1. Psychological Safety Increases

When people reveal a small part of themselves, they unconsciously signal:

“It’s safe to be human here.”

This makes participants more willing to:

• Speak up

• Share ideas

• Ask questions

• Challenge assumptions

Which is exactly what you need in a productive workshop.

2. People Listen More Deeply

Once participants have heard personal stories from each other, they stop seeing each other as strangers.

Instead they think:

“Oh, that’s the person who ran the marathon.”
“That’s the one who builds guitars.”
“That’s the person who lived in five countries.”

People begin to listen with curiosity rather than judgment.

3. Collaboration Becomes Easier

Trust and connection are the invisible infrastructure of collaboration.

Without them, workshops feel stiff and transactional.

With them, conversations become:

• More open

• More creative

• More honest

And that’s when the real work can begin.

Why This Icebreaker Works Better Than Most

Many icebreakers fail because they are either:

Too superficial

“Say your name and favorite color.”

or

Too uncomfortable

“Share your biggest failure.”

This one sits in the perfect middle.

It is:

• Personal but safe

• Positive but meaningful

• Playful but authentic

It invites people to show a piece of themselves without forcing vulnerability.

That balance is why it works so consistently.

How to Facilitate It

A few practical tips.

1. Go first

Model the tone by sharing your own example.

Facilitators who go first set the psychological safety for the group.

2. Keep it short

Ask participants to limit themselves to 1–2 minutes each.

This keeps the energy high.

3. Listen actively

Encourage the group to listen without interruptions.

This signals that stories matter.

4. Capture interesting facts

Sometimes I write fun facts on a flipchart.

They often become references during the workshop:

“Let’s hear from the marathon runner.”
“What does the magician think?”

It keeps the human connection alive.

The Hidden Outcome

By the end of this exercise, something subtle but powerful has happened:

The room has moved from:

A group of professionals

to

A group of humans working together.

And that shift makes everything that follows easier.

Ideas flow more freely.

Disagreements become constructive.

And collaboration becomes natural.

For a facilitator, that’s pure gold.

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

I would also appreciate if you subscribe, and give some comments here if you wonder something and want to give me some feedback. I would love to read your input here!

If you have a Substack yourself and like my content, I would love for you to recommend “Facili-station” to your subscribers.

Have a nice one!!

Looking for a facilitator and workshop designer?

If you need a workshop designer and facilitator to help you or your team to solve challenges, find solutions, make decisions, and to be more effective an perform better and faster, or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

Many teams complain about meetings.

Too many meetings.
Too long meetings.
Meetings that could have been emails.

But the real problem is rarely the number of meetings.

The real problem is lack of intentional design.

Most meetings simply happen because they always have. Over time they become rituals nobody questions anymore. People show up out of habit rather than purpose.

A much more productive approach is to design your meetings deliberately as a team.

One of the most powerful ways to do this is through a simple team or department workshop where people collectively clarify:

• What meetings they actually need

• What information they need from each other

• What they expect from status and sync meetings

• And how these meetings should be structured

This article outlines a facilitation approach you can use to run exactly that workshop.

Why run a “Meeting Design Workshop”?

Meetings are essentially coordination infrastructure.

They are the mechanism through which teams:

• Share information

• Align direction

• Solve problems

• Make decisions

• Maintain momentum

When meetings are poorly designed, the entire organization slows down.

But when meetings are clear, purposeful, and well structured, they become powerful enablers of collaboration.

A meeting design workshop helps teams:

• Reduce unnecessary meetings

• Clarify expectations

• Improve information flow

• Increase focus and productivity

• Create shared ownership of meeting culture

And importantly: the team co-designs the solution.

The 4 Conversations Every Team Needs

A simple way to structure the workshop is with four key questions.

Each question unlocks a different part of the meeting system.

1. What kind of meetings do we actually need?

Start by mapping the types of meetings the team needs.

Not every meeting serves the same purpose.

Common categories include:

Decision meetings

• Making strategic or operational decisions

Problem-solving meetings

• Tackling complex challenges together

Status & sync meetings

• Sharing updates and alignment

Planning meetings

• Prioritization and upcoming work

Learning / reflection meetings

• Retrospectives and continuous improvement

Creative workshops

• Generating ideas and exploring possibilities

Facilitation tip:

Ask participants to write meetings they believe are necessary on sticky notes and cluster them together.

You will often discover that several meetings serve overlapping purposes and can be merged.

2. What information do we need from each other?

Many meetings exist simply because information flow is unclear.

Ask the team:

• What do you need to know from others to do your job well?

• What information do others need from you?

• What information is missing today?

This conversation surfaces the dependencies inside the team.

Often teams realize:

• Some information should be shared asynchronously

• Some updates are unnecessary

• Some critical information is never communicated

By clarifying information needs, meetings become intentional communication channels instead of information dumping grounds.

3. What should a status & sync meeting give us?

Status meetings are often the most common and criticized meetings.

The problem is usually simple:

Nobody has agreed on what the meeting is actually for.

Ask the group:

What should we walk away with after a good status meeting?

Typical answers include:

• Shared awareness of progress

• Visibility of risks and blockers

• Alignment on priorities

• Quick decisions where needed

• Clear next steps

Once expectations are clear, teams often realize status meetings should focus on exceptions rather than reporting.

Instead of long updates, the meeting becomes:

• What changed

• What is blocked

• Where help is needed

4. How should our meetings be structured?

Finally, the team designs the operating system of their meetings.

Discuss and agree on:

Frequency

• Daily

• Weekly

• Monthly

• Quarterly

Duration

• 15 minutes

• 30 minutes

• 60 minutes

Agenda structure

Example for a weekly sync:

1. Key updates (5 min)

2. Risks and blockers (10 min)

3. Decisions needed (10 min)

4. Coordination & next steps (5 min)

Roles

Clarify who:

• Facilitates the meeting

• Keeps time

• Documents decisions

Good meetings rarely happen by accident.

They are carefully structured containers for collaboration.

A Simple Workshop Agenda (90 minutes)

Here is a practical facilitation structure.

1. Context (10 min)
Explain why the team is redesigning its meeting system.

2. Meeting types (20 min)
Identify and cluster the meetings the team actually needs.

3. Information needs (20 min)
Map what information people need from each other.

4. Status meeting expectations (20 min)
Define what success looks like for sync meetings.

5. Structure & agreements (15 min)
Design the format, frequency and agenda.

6. Wrap-up (5 min)
Capture agreements and next steps.

At the end, the team should have a clear meeting architecture.

The Hidden Benefit: Ownership

When leaders redesign meetings alone, the team often resists the changes.

When the team co-creates the system, something different happens.

People feel ownership.

They understand why meetings exist.

And they become more disciplined about making them work.

Meetings stop being a burden and become tools for collaboration.

Final Reflection

Meetings are not the problem.

Unintentional meetings are.

A short workshop like this can transform the way a team collaborates by turning meetings from default habits into deliberately designed interactions.

When teams design their own meeting system, they create:

• Better focus

• Better information flow

• Better decisions

• Better use of time

And perhaps most importantly:

More meaningful conversations.

If you want help facilitating this in your organization

Designing productive meetings is a surprisingly powerful lever for improving collaboration, leadership and team effectiveness.

If your team struggles with meeting overload, unclear communication, or lack of alignment, I help organizations run facilitated workshops to redesign their collaboration systems.

Reach out if you would like support facilitating a Meeting Design Workshop with your team or department.

Imagine starting a new collaboration and being handed a simple, clear guide on how to work best with each person on the team.
No guessing. No awkward trial and error. No “I wish I’d known that earlier.”
Just an open, honest, and practical roadmap for effective collaboration.

That’s exactly what a Personal User Manual does.

What Is a Personal User Manual?

A Personal User Manual is a self-reflective document that individuals create to help others understand:

• Their strengths in collaborative situations.

• What they need from others to do their best work.

• Their expectations for teamwork.

• Potential friction points and how to avoid them.

• What motivates them and keeps them engaged.

It’s like a “How to Work with Me” guide, a short, human, and transparent way to reduce misunderstandings and set the stage for positive collaboration.

Why Create One?

The main goal is to build psychological confidence and trust within a team.
When people know each other’s working styles, triggers, and motivations, they can:

• Avoid unnecessary conflicts

• Adapt communication and collaboration approaches

• Create a shared understanding of what “good collaboration” looks like

• Focus more energy on achieving goals rather than navigating misunderstandings

When and Where to Use This Exercise

The Personal User Manual exercise works best in moments of team formation or transition, or whenever collaboration needs a boost. Some ideal situations include:

• New team kick-offs – Starting a project or forming a new team? This is the perfect icebreaker to build connection quickly.

• Onboarding new members – Helps newcomers integrate faster by understanding their teammates’ working styles from day one.

• Cross-functional projects – When people from different backgrounds and departments come together, it reduces the risk of friction.

• Remote or hybrid teams – Builds empathy and connection despite physical distance.

• Leadership changes – When a new leader joins, sharing user manuals can shorten the “getting to know you” phase.

• Team health check-ins – If collaboration feels strained or communication is breaking down, this exercise can reset and realign the group.

How It Works

The process is simple but powerful:

1. Each person fills out their own Personal User Manual
   This covers sections such as:

   • My greatest strengths and contributions in collaborative situations

   • My expectations in collaborative situations

   • This is what I need from the team to be at my best

   • What can get on my nerves when working with others

   • What people might misunderstand about me

   • What makes me motivated to work in this team

2. Share with the team
   Everyone presents their manual in an open session.

3. Discuss and connect the dots
   This is where the real magic happens — teams explore patterns, spot potential challenges, and make agreements on how they’ll work together.

The Benefits for Teams

• Faster trust-building – You remove the “trial and error” phase in new relationships.

• Fewer misunderstandings – Everyone knows each other’s working preferences upfront.

• Stronger psychological safety – Openness breeds confidence in each other’s intentions.

• Better collaboration – Teams can adapt and support each other more effectively.

Pro Tip: Keep It Real and Human

A Personal User Manual isn’t a CV or a formal contract.
The more authentic and honest you are, the more valuable it becomes.
Include quirks, preferences, and even the small things that make your workday smoother — these often make the biggest difference.

Facilitation Guide: How to Run a Personal User Manual Workshop

Time needed: 60–90 minutes (depending on team size)
Ideal group size: 4–12 people

Step 1 – Preparation (Before the workshop)

• Share the Personal User Manual Template with participants.

• Ask them to fill it in before the session (be clear that honesty is encouraged).

Step 2 – Opening the session (10 minutes)

• Explain the purpose: to build trust, improve collaboration, and prevent misunderstandings.

• Set ground rules: confidentiality, respect, curiosity, and no judgment.

Step 3 – Sharing personal user manuals (30–50 minutes)

• Each participant presents their manual (5 minutes each).

• Encourage clarifying questions after each presentation.

Step 4 – Group reflection (15–20 minutes)

• Discuss patterns: What common needs or strengths do we see?

• Identify potential friction points and how to prevent them.

• Agree on team “working agreements” based on insights.

Step 5 – Close and commit (5 minutes)

• Summarize the key agreements.

• Thank everyone for their openness.

• Store the manuals somewhere accessible to the team.

In short:
The Personal User Manual is a simple, structured way to create a shared understanding of what each person needs for effective collaboration.
It’s not just about productivity, it’s about making collaboration more human, more trusting, and ultimately more successful.

💡 Bonus: Download the ready-to-use Personal User Manual Template and try it with your team today.

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

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Looking for a coach?

In service of those who serve others.

Leadership is hard. Whether you're stepping into management or leading an entire organization, the challenges are real: confusing, overwhelming, and sometimes isolating.

I offer tailored 1:1 or team coaching to help you move forward with clarity and confidence. I’ve walked in your shoes, and I’ll work with you to build the resilience and relational skills needed to lead well, beyond just the work.

If this sounds like what you need, let’s talk. Email me at jose@facilistation.com to book a free discovery call. Because coaching isn’t expensive. Staying stuck is.

Looking for a facilitator and workshop designer?

If you need a workshop designer and facilitator to help you or your team to solve challenges, find solutions, make decisions, and to be more effective an perform better and faster, or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

Facilitation is all about helping teams understand complexity, prioritize effectively, and make informed decisions. One of the simplest yet most powerful tools for this is the 2x2 matrix—a structured framework that visually organizes insights into four key quadrants.

In this blog, I will explore and teach you the top 10 and most used types of 2x2 matrices that you can use in workshops to enhance decision-making and strategic thinking.

1. The Eisenhower Matrix (Urgency vs. Importance)

Best for: Prioritizing tasks and managing time efficiently.

This classic framework helps participants categorize tasks based on their urgency and importance.

Axes:

• X-axis: Urgency (Not Urgent → Urgent)

• Y-axis: Importance (Not Important → Important)

Quadrants:
1️⃣ Do First (Urgent & Important) – Immediate priorities.
2️⃣ Schedule (Not Urgent & Important) – Long-term projects.
3️⃣ Delegate (Urgent & Not Important) – Tasks to assign.
4️⃣ Eliminate (Not Urgent & Not Important) – Avoid distractions.

➡ Workshop Tip: Ask participants to list their current tasks and place them in the matrix. This helps in identifying what truly matters and eliminating time-wasters.

2. Impact vs. Effort Matrix

Best for: Prioritizing projects or tasks based on effort and value.

Axes:

• X-axis: Effort (Low → High)

• Y-axis: Impact (Low → High)

Quadrants:
1️⃣ Quick Wins (Low Effort, High Impact) – Easy, high-value tasks.
2️⃣ Major Projects (High Effort, High Impact) – Worthwhile but resource-intensive.
3️⃣ Fill-ins (Low Effort, Low Impact) – Minor, optional tasks.
4️⃣ Time Wasters (High Effort, Low Impact) – Tasks to avoid.

➡ Workshop Tip: Have participants list out potential initiatives and place them in the matrix. Focus on Quick Wins first.

3. Risk vs. Reward Matrix

Best for: Evaluating opportunities, innovations, and investments.

Axes:

• X-axis: Risk (Low → High)

• Y-axis: Reward (Low → High)

Quadrants:
1️⃣ Big Bets (High Risk, High Reward) – Potential game-changers.
2️⃣ Safe Bets (Low Risk, High Reward) – Ideal investments.
3️⃣ Moonshots (High Risk, Low Reward) – Probably avoid.
4️⃣ Avoid (Low Risk, Low Reward) – Not worth it.

➡ Workshop Tip: Use this when evaluating new projects or investments, helping teams assess risks vs. benefits.

4. Assumption Mapping Matrix (Certainty vs. Impact)

Best for: Identifying key assumptions in innovation and strategy.

Axes:

• X-axis: Certainty (Low → High)

• Y-axis: Impact (Low → High)

Quadrants:
1️⃣ Critical Assumptions (Low Certainty, High Impact) – Must be tested.
2️⃣ Safe Bets (High Certainty, High Impact) – Likely valid.
3️⃣ Exploratory Assumptions (Low Certainty, Low Impact) – Future learning.
4️⃣ Non-Critical Assumptions (High Certainty, Low Impact) – Can be ignored.

➡ Workshop Tip: Ask teams to list key assumptions about their project and categorize them. Focus validation efforts on Critical Assumptions first.

5. Stakeholder Prioritization Matrix (Interest vs. Influence)

Best for: Identifying key stakeholders in change initiatives.

Axes:

• X-axis: Influence (Low → High)

• Y-axis: Interest (Low → High)

Quadrants:
1️⃣ Manage Closely (High Influence, High Interest) – Key stakeholders.
2️⃣ Keep Satisfied (High Influence, Low Interest) – Important but less engaged.
3️⃣ Keep Informed (Low Influence, High Interest) – Supporters or affected groups.
4️⃣ Monitor (Low Influence, Low Interest) – Low priority.

➡ Workshop Tip: Have teams map stakeholders before launching a change initiative to align engagement strategies.

6. SWOT Matrix

Best for: Strategic analysis and decision-making.

Axes:

• X-axis: Internal Factors (Weaknesses → Strengths)

• Y-axis: External Factors (Threats → Opportunities)

Quadrants:
1️⃣ Strengths – Internal advantages to leverage.
2️⃣ Weaknesses – Internal areas to improve.
3️⃣ Opportunities – External chances to grow.
4️⃣ Threats – External risks to mitigate.

➡ Workshop Tip: Use this matrix to analyze a project, business, or market situation holistically.

7. Retrospective Matrix

Best for: Reflecting on past projects and improving future work.

Axes:

• X-axis: Positive vs. Negative

• Y-axis: Keep vs. Change

Quadrants:
1️⃣ Keep & Positive – What worked well and should continue.
2️⃣ Change & Positive – What can be improved further.
3️⃣ Keep & Negative – Challenges that persist.
4️⃣ Change & Negative – What must be stopped or drastically changed.

➡ Workshop Tip: Use this matrix in retrospectives to analyze past performance and foster continuous improvement.

8. Importance vs. Difficulty Matrix

Best for: Prioritizing tasks based on value and effort.

Axes:

• X-axis: Importance (Low → High)

• Y-axis: Difficulty (Easy → Hard)

Quadrants:
1️⃣ Quick Wins (Low Importance, Easy) – High-impact, easy-to-implement tasks.
2️⃣ Strategic Priorities (High Importance, Easy) – Require significant effort but are valuable.
3️⃣ Fill-ins (Low Importance, Hard) – Minor tasks that can be done if time allows.
4️⃣ Time Wasters (High Importance, Hard) – Avoid or delegate these tasks.

➡ Workshop Tip: Have participants evaluate their ongoing work using this matrix to identify high-impact priorities and minimize wasted effort.

9. BCG Matrix (Market Growth vs. Market Share)

Best for: Portfolio analysis and strategic business decisions.

Axes:

• X-axis: Market Share (Low → High)

• Y-axis: Market Growth (Low → High)

Quadrants:
1️⃣ Stars (High Growth, High Share) – Future market leaders.
2️⃣ Cash Cows (Low Growth, High Share) – Stable, profitable products.
3️⃣ Question Marks (High Growth, Low Share) – Uncertain potential.
4️⃣ Dogs (Low Growth, Low Share) – Consider phasing out.

➡ Workshop Tip: Use this matrix to assess product portfolios and allocate resources effectively.

10. Competence vs. Consciousness Matrix (Learning Stages)

Best for: Understanding skill development and learning processes.

Axes:

• X-axis: Competence (Low → High)

• Y-axis: Consciousness (Unconscious → Conscious)

Quadrants:
1️⃣ Unconscious Incompetence – You don’t know what you don’t know.
2️⃣ Conscious Incompetence – You realize what you need to learn.
3️⃣ Conscious Competence – You have skills but need to think about them.
4️⃣ Unconscious Competence – Mastery; skills become second nature.

➡ Workshop Tip: Use this matrix to help participants reflect on their learning journeys and identify areas for growth.

Final Thoughts

Whether you're facilitating strategy sessions, innovation workshops, or team retrospectives, 2x2 matrices are an essential tool for structured thinking and decision-making.

What’s your favorite 2x2 matrix? Have you used any of these in a workshop? Share your experiences in the comments! 🚀

PS) Exciting Changes Ahead at Facili-station!

Thank you for being part of this journey! Starting in April, Facili-station's content will be available exclusively to paid subscribers. For just $100 per year—less than the cost of a couple of Starbucks coffees each month—you’ll not only access premium facilitation and innovation insights but also receive free coaching, mentoring, and be part of an exclusive professional community.

Your support keeps this platform thriving, and I’d love for you to be part of this next chapter. Join us and continue growing with Facili-station!

— José Manuel Redondo Lopera

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

I would also appreciate if you subscribe, and give some comments here if you wonder something and want to give me some feedback. I would love to read your input here!

If you have a Substack yourself and like my content, I would love for you to recommend “Facili-station” to your subscribers.

Have a nice one!!

If you need a workshop designer and facilitator or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

As a workshop designer and facilitator

• I can help teams make faster and better decisions.

• I can help teams solve problems faster and more cost efficient.

• I can ensure actionable outcomes.

• Facilitated meetings have less conflict, more engagement and ownership.

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

When designing a workshop, we often focus on content, facilitation techniques, and participant engagement. But one crucial element that is sometimes overlooked is the physical space itself. The room where a workshop takes place has a profound impact on energy levels, collaboration, and ultimately, the outcomes we hope to achieve.

How Space Shapes Experience

Physical environments influence how people feel, think, and interact. A well-designed space can foster creativity, trust, and engagement, while a poorly planned one can stifle discussion, disengage participants, and hinder productivity. Here are some key spatial factors to consider when designing a workshop:

1. Room Layout and Flexibility

The arrangement of tables, chairs, and open areas determines how people engage with one another. Consider the following layouts depending on the workshop’s purpose:

• Circular or U-shaped seating encourages open dialogue and equal participation.

• Clustered tables support small-group collaboration.

• An open space with movable furniture allows for dynamic activities and adaptability.

2. Lighting and Atmosphere

Lighting sets the tone for the session. Natural light can boost energy and creativity, while dim or harsh lighting can make participants feel sluggish or uncomfortable. If possible, choose a space with adjustable lighting to match the mood of different activities.

3. Acoustics and Sound

A room that’s too noisy or has poor acoustics can lead to frustration and difficulty in hearing discussions. Ensure that the space allows for clear communication and minimizes external distractions.

4. Materials and Tools Readiness

A great workshop space is one where necessary tools are within reach. Whiteboards, markers, sticky notes, and digital screens should be easily accessible to encourage hands-on engagement. A lack of resources can slow down momentum and reduce effectiveness.

Additionally, having large whiteboards, writable walls, or big glass surfaces that participants can use fosters collaboration and idea generation. These surfaces allow participants to visualize their thoughts, organize concepts with post-its, and display artifacts that enhance discussion and engagement.

A space that encourages visibility and movement supports creativity and ensures that insights are not lost but rather built upon throughout the session.

5. Comfort and Accessibility

Participants should feel physically comfortable and able to move freely. Consider factors such as:

• Comfortable seating for longer sessions.

• Breakout areas for side discussions or reflection.

• Accessibility for participants with different needs.

Designing for the Desired Outcome

The physical environment should align with the workshop’s goals. If you’re facilitating a session focused on innovation and ideation, a playful, open space with inspiring visuals might be best. If the goal is deep reflection and strategic thinking, a quieter, more structured setup could be more effective.

Before finalizing your workshop location, ask yourself:

• Does this space support the type of interactions I want participants to have?

• Are there barriers to engagement that I can remove?

• How can I make the room more inviting and stimulating?

Conclusion

A workshop is not just about what happens within it, but also where it happens. Thoughtfully designing the physical space ensures that participants feel energized, engaged, and ready to contribute. By considering the room as an active element in your facilitation, you set the stage for better collaboration and more meaningful outcomes.

Next time you plan a workshop, don’t just think about what’s on the agenda—think about where it will take place. The right space can be the silent co-facilitator that helps your workshop succeed.

PS) Exciting Changes Ahead at Facili-station!

Thank you for being part of this journey! Starting in April, Facili-station's content will be available exclusively to paid subscribers. For just $100 per year—less than the cost of a couple of Starbucks coffees each month—you’ll not only access premium facilitation and innovation insights but also receive free coaching, mentoring, and be part of an exclusive professional community.

Your support keeps this platform thriving, and I’d love for you to be part of this next chapter. Join us and continue growing with Facili-station!

— José Manuel Redondo Lopera

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

I would also appreciate if you subscribe, and give some comments here if you wonder something and want to give me some feedback. I would love to read your input here!

If you have a Substack yourself and like my content, I would love for you to recommend “Facili-station” to your subscribers.

Have a nice one!!

If you need a workshop designer and facilitator or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

As a workshop designer and facilitator

• I can help teams make faster and better decisions.

• I can help teams solve problems faster and more cost efficient.

• I can ensure actionable outcomes.

• Facilitated meetings have less conflict, more engagement and ownership.

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

Networking is often described as a necessary evil. While it’s essential for career growth, business opportunities, and personal development, many people dread the idea of attending networking events. Why? Because traditional networking often feels awkward, forced, and transactional. Let’s break down the key reasons why people hate networking and explore ways to make it a more enjoyable and meaningful experience.

1. It Feels Superficial and Salesy

Many people associate networking with pushy sales tactics or self-promotion. The idea of making small talk with strangers while subtly trying to pitch yourself or your business can feel disingenuous. Nobody wants to be in a room where every conversation feels like a sales pitch rather than a genuine connection.

Solution: Focus on building relationships rather than selling. Ask meaningful questions, show genuine curiosity, and find common ground. Networking should be about forming authentic connections rather than just exchanging business cards.

2. The Awkwardness of Small Talk

For introverts and even some extroverts, making small talk with strangers can feel like a painful chore. Conversations at networking events often start with generic questions like “What do you do?” and can quickly become monotonous and unmemorable.

Solution: Prepare engaging conversation starters beyond the usual “What do you do?” Ask about people’s passions, recent projects, or their thoughts on industry trends. Being a good listener can also make interactions more enjoyable and less forced.

3. Fear of Rejection or Social Anxiety

Approaching new people, especially in a room full of professionals, can be intimidating. Many fear awkward silences, being ignored, or not knowing what to say next. Social anxiety makes networking feel like an overwhelming experience rather than an opportunity.

Solution: Set small, achievable goals. Instead of trying to meet everyone in the room, focus on having a few quality conversations. Remind yourself that most people feel the same way and appreciate a friendly, low-pressure approach.

4. Lack of Immediate Benefits

Unlike sending a resume or closing a deal, networking doesn’t always provide instant gratification. It takes time to build relationships and see tangible results, making some people feel like their efforts are wasted.

Solution: Shift your mindset from short-term gain to long-term investment. Networking isn’t about instant rewards—it’s about planting seeds for future opportunities. The more you give and contribute to others, the more valuable your network becomes over time.

5. Events Can Be Overwhelming or Poorly Organized

Large networking events can feel chaotic, with too many people and too little structure. On the other hand, some events lack diversity or a welcoming atmosphere, making it hard for attendees to feel comfortable engaging.

Solution: Choose events that align with your interests and goals. If big events feel overwhelming, opt for smaller, more intimate gatherings. Consider virtual networking, which can provide a less stressful way to connect with people in your industry.

Making Networking Better

If networking has felt like a chore in the past, it’s time to change your approach. Focus on genuine connections, be intentional with your conversations, and remember that everyone is there for the same reason—to meet and learn from others. Networking doesn’t have to be painful—it can be a powerful tool for personal and professional growth when done right.

The best solution I know and the one we use in my “Coffee & Careers” community and events, is a facilitated networking exercise called “Impromptu Networking”

Some of the most valuable connections come from impromptu networking—unplanned, spontaneous interactions that can open doors to new opportunities.

One effective way to facilitate these interactions in a structured yet organic manner is through the Impromptu Networking exercise from Liberating Structures.

What Is Impromptu Networking

Impromptu Networking is a simple yet powerful exercise designed to break the ice and quickly create meaningful connections among participants. It is often used at the beginning of a meeting or event to energize the room, foster engagement, and help attendees discover shared interests.

Why Impromptu Networking Matters

1. Authenticity – Because these interactions are structured but unforced, they tend to feel more natural and less transactional than traditional networking events.

2. Serendipity – You never know who you might meet and how that connection could influence your career.

3. Efficiency – In just a few minutes, you can establish multiple new connections and set the stage for deeper conversations.

4. Confidence Booster – Learning to engage in impromptu networking helps build social skills and confidence in professional settings.

How to Facilitate the Impromptu Networking Exercise

1. Set the Context – Explain that the goal is to quickly meet new people and share insights in a structured way.

2. Pose a Thoughtful Question – A great opening question should be relevant to the event, such as:

   • "What is the biggest challenge you're currently facing in your work?"

   • "What do you hope to learn or gain from this event?"

3. Pair Up Participants – Have attendees form pairs and share their responses for a set time (e.g., 2-3 minutes each).

4. Rotate Partners – After time is up, ask participants to switch partners and repeat the process with a new question or a deeper discussion.

5. Encourage Reflection – After several rounds, invite the group to share key takeaways and how they might follow up on new connections.

Real-Life Examples of Impromptu Networking Success

• The Conference Energizer – A tech summit uses Impromptu Networking to help attendees quickly identify potential collaborators and mentors.

• The Workshop Icebreaker – A leadership training session kicks off with this exercise, allowing participants to bond and engage in meaningful discussions from the start.

• The Team Integration Tool – A newly formed project team uses Impromptu Networking to build trust and set a strong foundation for collaboration.

Conclusion

Impromptu Networking in Liberating Structures is a highly effective way to foster meaningful connections in a short amount of time.

By creating a structured yet open environment for dialogue, participants can maximize their networking potential, break down social barriers, and set the stage for productive collaborations.

Next time you're hosting an event or meeting, consider using this simple yet powerful exercise to enhance engagement and relationship-building.

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

I would also appreciate if you subscribe, and give some comments here if you wonder something and want to give me some feedback. I would love to read your input here!

If you have a Substack yourself and like my content, I would love for you to recommend “Facili-station” to your subscribers.

Have a nice one!!

If you need a workshop designer and facilitator or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

As a workshop designer and facilitator

• I can help teams make faster and better decisions.

• I can help teams solve problems faster and more cost efficient.

• I can ensure actionable outcomes.

• Facilitated meetings have less conflict, more engagement and ownership.

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

Icebreakers are an excellent way to set the tone for a meeting, training session, or event. One of the most dynamic and engaging icebreakers is the “Rock, Paper, Scissors” Tournament—a simple game that transforms into a high-energy, interactive team-building activity.

Why Use “Rock, Paper, Scissors” as an Ice Breaker?

This game is universally known, easy to play, and requires no materials, making it an ideal choice for any setting. It encourages movement, laughter, and interaction, helping to break down social barriers and create an atmosphere of fun and engagement.

Activity Rules

The basic rules of “Rock, Paper, Scissors” are the following:

The players count to 3. On 3 they form one out of 3 symbols with their hands:

• “Rock” – the fist

• “Paper” – the straight hand

• “Scissors” – index and middle-finger pointing out

Each symbol wins and loses against one other symbol:

• “Rock” breaks the “Scissors”.

• “Scissors” cuts the “Paper”.

• “Paper” wraps the “Rock”

How to Play the “Rock, Paper, Scissors” Ice Breaker

This activity starts with a basic one-on-one game of “Rock, Paper, Scissors”, but it evolves into a thrilling group experience. Follow these steps to maximize engagement:

1. Pair Up and Play

Each participant finds a partner and plays a best-of-three round of “Rock, Paper, Scissors”. The winner advances to the next round, while the loser becomes the winner's biggest cheerleader.

2. Winners Advance, Losers Cheer

Each round, the winners continue playing against new opponents while their former opponents cheer them on. This builds camaraderie and enthusiasm as the cheering section grows with each round.

3. The Final Showdown

Eventually, the game narrows down to two final competitors. By this point, everyone else has been eliminated and is now cheering for one of the finalists, creating an electric, high-energy atmosphere.

4. Crown the Champion

The final winner is crowned the “Rock, Paper, Scissors” Champion and can be rewarded with a small prize or recognition.

Benefits of This Ice Breaker

• Encourages Interaction: Gets people talking, laughing, and engaging with each other.

• Boosts Energy: The game’s progressive nature builds excitement and enthusiasm.

• Inclusive and Accessible: No special skills or materials required—anyone can participate.

• Promotes Teamwork: As players are eliminated, they shift from competitors to supporters, fostering a sense of unity.

When to Use This Ice Breaker

This activity is perfect for:

• Corporate meetings and team-building events

• Workshops and training sessions

• Classrooms and student orientations

• Social gatherings and networking events

Final Thoughts

The “Rock, Paper, Scissors” Ice Breaker is a simple yet powerful way to create energy and camaraderie in any group setting. It breaks the ice, strengthens connections, and sets a positive tone for the rest of your event.

Give it a try at your next gathering—you might be surprised at how much fun and excitement it brings!

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

I would also appreciate if you subscribe, and give some comments here if you wonder something and want to give me some feedback. I would love to read your input here!

If you have a Substack yourself and like my content, I would love for you to recommend “Facili-station” to your subscribers.

Have a nice one!!

If you need a workshop designer and facilitator to help you or your team to solve challenges, find solutions, make decisions, and to be more effective an perform better and faster, or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

Workshops are powerful spaces for learning, collaboration, and innovation—but only if participants feel safe enough to contribute openly. Psychological safety, a concept popularized by Harvard professor Amy Edmondson in “The Fearless Organization”, refers to an environment where individuals feel comfortable taking risks, voicing their thoughts, and making mistakes without fear of judgment.

Without psychological safety, participants may hold back ideas, hesitate to ask questions, or disengage entirely. As a facilitator, your role is to create a space where everyone feels heard, valued, and encouraged to participate. Here are some strategies to help you build psychological safety in your next workshop.

1. Set the Foundation Before the Workshop

Clarify the Purpose

Before the workshop even begins, set the tone by clearly communicating its goals. Let participants know that the session is a collaborative space where all perspectives are welcomed. A well-defined purpose helps people understand why they are there and reassures them that their contributions matter.

Establish Ground Rules

Creating a psychologically safe environment starts with setting expectations. Consider co-creating ground rules with participants or sharing ones like:

• Respect all perspectives.

• Listen actively and avoid interruptions.

• Assume positive intent.

• Mistakes are part of learning.

When people know the boundaries, they feel safer engaging.

Get to Know Your Audience

Understanding participants' backgrounds, experiences, and potential concerns allows you to anticipate challenges and adjust your approach. If possible, send a pre-workshop survey to gauge comfort levels, experience with the topic, and any personal preferences.

Explicitly Define Psychological Safety

Don't assume everyone understands the concept. At the beginning of your workshop, dedicate time to explain what psychological safety means in the context of your session.

You might say something like, "In this workshop, we want everyone to feel comfortable sharing their thoughts and ideas, even if they're still in development or might seem 'out there.' There are no bad ideas here, and we're all here to learn together."

2. Foster Psychological Safety During the Workshop

Model Vulnerability

As the facilitator, you set the tone. Share personal anecdotes, acknowledge your own uncertainties, or admit when you don’t have all the answers. This shows participants that it’s okay to be imperfect and that the workshop is a safe space for growth. For instance, you might say:

• “I don’t have all the answers, and that’s okay. We’re here to figure this out together.”

• “I made a mistake earlier, and here’s what I learned from it.”

When participants see you embracing vulnerability, they’ll feel more comfortable doing the same.

Encourage Active Participation, but Don’t force it

Not everyone feels comfortable speaking up in a large group. Use strategies to ease people into sharing, such as:

• Small group discussions – Break people into pairs or trios to allow quieter participants to contribute in a less intimidating setting before inviting them to speak to the larger group.

• Silent brainstorming – Offer multiple ways to share ideas, such as writing them on sticky notes or using digital collaboration tools before discussing them.

• Anonymous contributions – Use tools like Mentimeter or Slido to gather thoughts without putting individuals on the spot.

• Acknowledge and appreciate contributions, no matter how small, to reinforce that all input is valued.

Validate Every Contribution

When someone speaks up, acknowledge their input with affirmations like:

• “That’s an interesting perspective.”

• “I hadn’t thought of it that way—thank you for sharing.”

• “That’s a great point. Let’s build on that.”

Even if an idea isn’t used, showing appreciation encourages continued engagement.

Normalize Learning from Mistakes

One of the biggest barriers to psychological safety is the fear of making mistakes. Make it clear that mistakes are not only acceptable but also a natural part of the learning process. Celebrate “failures” as opportunities for growth. For example:

• “What’s one thing you tried that didn’t work, and what did you learn from it?”

• “Let’s treat this as an experiment—if it doesn’t work, we’ll adjust and try again.”

Frame mistakes as learning opportunities rather than failures. If someone hesitates or says something imperfectly, reframe it in a positive light:

• “I love that you brought that up—it’s something we can all explore together.”

• “That’s a tricky concept! Let’s unpack it as a group.”

By reframing mistakes as learning opportunities, you reduce the pressure to be perfect and encourage creative risk-taking.

Manage Conflict Constructively

• Address Disagreements Respectfully: Disagreements are inevitable, but they can be productive if handled well. Acknowledge different viewpoints and facilitate a respectful discussion to explore the various perspectives. Avoid taking sides or allowing anyone to dominate the conversation.

• Focus on Ideas, Not Personalities: When disagreements arise, steer the conversation towards the ideas being discussed, rather than attacking the person presenting them. Encourage participants to critique ideas constructively, focusing on the merits and drawbacks of each.

• Intervene Appropriately: As a facilitator, it's your responsibility to ensure that the conversation remains respectful and productive. If things get heated or personal, intervene to de-escalate the situation and redirect the discussion.

Check in Regularly

Psychological safety is dynamic, not static. Throughout the session, ask participants how they’re feeling. This can be done with:

• A quick thumbs-up/thumbs-down check-in.

• An anonymous poll.

• A moment for reflections using sticky notes.

3. Reinforce Psychological Safety After the Workshop

Celebrate Successes

Take time to celebrate the group’s achievements, no matter how small. Recognizing progress and effort reinforces a positive atmosphere and encourages continued participation. For example:

• “We’ve made so much progress today—thank you all for your contributions!”

• “I love how this group came together to solve that challenge. Great teamwork!”

Celebrating successes builds confidence and reinforces the value of collaboration.

Follow Up with Appreciation

Summarize key insights and acknowledge contributions in a post-workshop email or message. Let participants know their input made a difference.

Ask for Feedback

Encourage participants to share their experiences, including what made them feel safe (or unsafe). An anonymous feedback form can help uncover ways to improve future sessions.

Why Psychological Safety Matters

Psychological safety isn’t just a “nice-to-have”—it’s a necessity for effective workshops. When participants feel safe, they are more likely to:

• Share innovative ideas.

• Engage in meaningful discussions.

• Take creative risks.

• Collaborate effectively with others.

By intentionally creating psychological safety, you set the stage for a workshop that is not only productive but also enjoyable and empowering for everyone involved.

Final Thoughts

Creating psychological safety in a workshop requires intention, empathy, and consistent effort. It’s about building trust, fostering openness, and valuing every voice in the room. As a facilitator, your role is to create the conditions for participants to thrive. When you prioritize psychological safety, you unlock the full potential of your team and create an environment where great ideas can flourish.

So, the next time you lead a workshop, remember: psychological safety isn’t just the foundation of a successful session—it’s the key to unlocking the collective brilliance of your group.

Next time you lead a workshop, ask yourself: Am I creating an environment where people feel safe to contribute? If the answer is yes, you’re well on your way to fostering a space of true learning and innovation.

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

I would also appreciate if you subscribe, and give some comments here if you wonder something and want to give me some feedback. I would love to read your input here!

If you have a Substack yourself and like my content, I would love for you to recommend “Facili-station” to your subscribers.

Have a nice one!!

If you need a workshop designer and facilitator to help you or your team to solve challenges, find solutions, make decisions, and to be more effective an perform better and faster, or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

Feedback is a powerful tool for growth, collaboration, and continuous improvement in any organization or team. A strong feedback culture fosters trust, innovation, and continuous learning within teams. When team members feel safe sharing their thoughts and ideas, they are more engaged, motivated, and aligned toward common goals.

However, giving and receiving feedback can often feel uncomfortable or unstructured. That’s where the "I Liked, I Wished, I Wonder" exercise comes in—a simple yet effective framework that encourages open, constructive, and forward-thinking conversations.

How to Give Good Feedback

A good feedback is constructive, actionable, and delivered in a way that promotes learning and growth. Here are the key characteristics of effective feedback:

1. Specific and Clear

• Avoid vague statements like "Good job!" or "That wasn't great."

• Instead, provide precise observations: "Your presentation was engaging because you used real-life examples with real customer feedback."

2. Balanced (Positive and Constructive)

• Highlight strengths before pointing out areas for improvement.

• Example: "I liked how you structured your report. One thing that could make it even better is adding more data visualization."

3. Actionable and Focused on Improvement

• Feedback should guide the recipient on how to improve.

• Instead of "Your emails are too long," say "Consider breaking up long paragraphs into bullet points for better readability."

4. Timely

• Give feedback as soon as possible while the situation is fresh.

• Delayed feedback loses impact and relevance.

5. Constructive, Not Critical

• Focus on behaviors, not personal traits.

• Instead of "You're bad at time management," say "I noticed the project was delayed—what can we do to better manage deadlines?"

6. Encourages Two-Way Dialogue

• Allow the recipient to ask questions or share their perspective.

• Example: "How do you feel about this approach? Do you think it would work for you?"

7. Goal-Oriented

• Tie feedback to personal or organizational goals.

• Example: "Improving your presentation skills will help you lead client meetings more effectively."

8. Given in a Supportive Manner

• Tone and delivery matter—feedback should be respectful and encouraging.

• Example: Instead of "This doesn't make sense," say "I see where you're going with this, but could you clarify this part?"

9. Based on Observable Facts, Not Assumptions

• Stick to what you have seen or experienced, not assumptions about intent.

• Example: "During the meeting, I noticed interruptions—let’s ensure everyone gets a chance to share their thoughts."

10. Encourages Growth and Learning

• Good feedback inspires improvement and innovation.

• Example: "Have you considered trying this alternative approach? It might help streamline your process."

How "I Liked, I Wished, I Wonder" Works

This exercise is a simple yet powerful way to reflect on a project, meeting, or collaboration., where Each participant provides feedback using three structured prompts:

1. I Liked…

   • What went well?

   • What did you appreciate about the experience, project, or team dynamic?

   • Example: "I liked how everyone contributed ideas in the brainstorming session."

2. I Wished…

   • What could have been better?

   • What improvements would you suggest?

   • Example: "I wished we had more time to discuss alternative solutions before making a decision."

3. I Wonder…

   • What new possibilities or ideas does this experience inspire?

   • What questions remain?

   • Example: "I wonder if we could implement a follow-up meeting to track progress."

By using this format, feedback becomes more constructive, forward-looking, and engaging rather than critical or discouraging.

Why This Works So Well

Unlike traditional feedback methods, which can sometimes feel judgmental or overly formal, "I Liked, I Wished, I Wonder" promotes:

• Psychological Safety – Team members feel encouraged to speak honestly without fear of negative repercussions.

• Balanced Reflection – The structure ensures positive feedback is included, making constructive criticism easier to accept.

• Actionable Insights – Instead of vague complaints, feedback focuses on improvement and future possibilities.

• Encourages Curiosity – The "I Wonder" prompt fosters innovation by inviting new ideas and solutions.

How to Use This in Your Team

Here are some practical ways to integrate "I Liked, I Wished, I Wonder" into your team’s workflow:

• After a project – Reflect on what worked, what didn’t, and what could be improved.

• During retrospectives – Use it in Agile retrospectives to create structured feedback loops.

• For personal development – Encourage peer-to-peer feedback for professional growth.

• In meetings – Gather input on meeting effectiveness and ways to improve discussions.

To make it even more effective, consider running this exercise in small groups, using sticky notes or digital tools to capture thoughts, and ensuring that action items are taken from the feedback.

Tools and Templates

To make the process easy, you can use digital tools like Miro or Mural to gather feedback in real-time, especially in remote or hybrid settings. Templates are available to help structure the feedback process:

• PDF Template: Download and print for in-person use.

• Miro or Mural Templates: Ideal for online collaboration and real-time feedback collection.

Final Thoughts

Creating a strong feedback culture doesn’t happen overnight—it requires intentionality, practice, and the right tools. "I Liked, I Wished, I Wonder" is a simple yet powerful way to make feedback an everyday habit that feels positive, constructive, and actionable.

When teams embrace this mindset, they unlock greater collaboration, innovation, and continuous improvement—key ingredients for long-term success.

Are you ready to try this with your team? Let me know how it goes!

I hope this post, made sense and you found it useful.

If “HELL YEAH!”, please like it and share it in social media so more people can get can also benefit from it :-)

I would also appreciate if you subscribe, and give some comments here if you wonder something and want to give me some feedback. I would love to read your input here!

If you have a Substack yourself and like my content, I would love for you to recommend “Facili-station” to your subscribers.

Have a nice one!!

If you need a workshop designer and facilitator to help you or your team to solve challenges, find solutions, make decisions, and to be more effective an perform better and faster, or a trainer to teach your team on how do this, please contact me at jose@facilistation.com

My workshops are designed to provide the structure required to quickly align and move forward with a plan or idea so you can reclaim time, energy and headspace.

Planning, estimating and pricing a successful workshop involves more than just setting a date and location. It’s about understanding the purpose, desired outcomes, and the people involved.

Let’s dive into the 12 key questions you need to ask your potential customer to gather the specs of the workshop, so you both can have a constructive and effective meeting together.

From budget considerations to logistical details, this guide will help you ensure a productive and impactful specs gathering.

1. Budget

What is the budget you have for the workshop?

2. Date

Do you have an specific date for the workshop? How long will the event be? 1 day? 2 days?

3. People

How many people will be in the workshop? How well do they know each other? What are their motivations and fears? What voices should be included who won’t / can't be there? Is there any red flags with some people that I should know about?

4. Location

Do you have an specific location in mind for the workshop? Where is this happening? How does the place will shape the conversation and the logistics?

5. Purpose

Why are we gathering? What is the reason? What is the story and the context of this workshop? What is our North Star? How does this workshop align with your strategies and goals?

6. Outcome

What do YOU as a sponsor want to get out of the workshop? What do you want the event participants to get out of the workshop? What needs to be different after the workshop? For you the sponsor and for the participants. What are your primary and secondary expectations?

7. Success

What does success look like for you as a sponsor? What does success look like to the participants? Imagine we are at the end of the workshop, and you feel that the day has been a completely success…. what has happened during the day?

8. Output

What is the ideal output of the group's effort? What needs to be delivered after the workshop? Which format and when?

9. Progress

How will you track, measure and make sure you achieve your outcome and goals after the workshop in the weeks / months to come? People tend to be skeptical after workshops, because never or very litte happens afterwards.

10. Pitfalls & Context

What are the risks associated with this workshop? What can go wrong? Did something go wrong earlier? What has been your and the participants experience with workshops earlier?

11. Preparation

What do we need to prepare for before the workshop? What pre-work is required? Do we need to gather and present data / insights? Who will be doing that?

12. Practicalities

What are the logistics for and around the workshop? Materials? Lunch? Transportation? Hotel arrangements? Others?

Summary

In this blog post, I have explored the essential questions to consider when scoping, planning and estimating a workshop. From understanding the budget and setting a date to defining the purpose and desired outcomes, each aspect plays a crucial role in ensuring a successful event.

We also discussed the importance of knowing the participants, preparing adequately, and anticipating potential pitfalls. By addressing these key points, we can create a well-structured and impactful workshop that meets everyone’s expectations.

As you gear up for your workshop with your customer, keep these questions in mind to guide your planning process. By being thorough and thoughtful in your preparations, you can ensure a productive and meaningful gathering.

Stay tuned for more updates and insights as you continue to refine your approach.

Let’s make your workshop a memorable and successful experience for everyone involved!

How does that sound? Would you like to add or change anything?

Whenever you're ready, I can help you with:

• Workshop design and facilitation

• Facilitation and workshop training

• Career coaching and career design

• Taks and keynote speaking

Pricing a 1-day workshop can be challenging, especially when you’re trying to strike a balance between covering costs, ensuring profitability, and providing value to your audience. Whether you're a seasoned facilitator or organizing your first workshop, getting your pricing strategy right is crucial to attracting participants while maintaining financial viability.

In this guide, I will walk you through the key steps to accurately estimate costs, assess your market, and set a price that reflects the value you bring. From calculating venue and material expenses to considering participant expectations and competitive pricing, you’ll learn actionable strategies to ensure your workshop is both impactful and financially rewarding.

Ready to dive in and craft a pricing plan that works for you? Let’s get started!

1. Sales and Workshop Proposal: 8 Hours

When you get an inbound lead or potential customer, this is the break down of the average time you will be spending closing the deal.

• Initial e-mail and / or telephone communication back and forth with the potential customer: 1 hour

• Initial meeting with the potential customer to gather the specs of the workshop: 2 hours

• Writing the proposal and workshop design: 3 hours

• Presenting and adjusting the proposal with the potential customer: 2 hours

2. Pre Workshop: 10 Hours*

Once the deal is closed, it is time to get hands on planning and nailing all the details you need to run a successful workshop.

• Further workshop design detailing exercises, agenda, session principles, ice breakers and energizers, rom design, materials, food, guidelines, etc: 2 hours

• Visit the workshop venue to give them the spec you need (tables, seating, wall space, whiteboards, flippover chars, refreshments, projector…) and make sure everything will be as you request: 2 hours

• Crafting and sending a workshop invitation: 1 hour

• Creating a PowerPoint presentation: 2 hours

• Logistics (printing out documents, getting material, etc): 1 hour

• Presenting and adjusting the final plan with the customer for the final approval: 2 hours

* In this example, there is no need of some insight work, like interviewing all / some of the participants, gathering and summarizing data, running surveys or questionaries.

* In this example, the customer has already chosen and paid for the venue.

If you need to do some of those, estimate the time to be spent and the cost of the venue accordingly.

3. Workshop: 10 Hours

The big day has arrived and you are eager and ready to facilitate a 1-day workshop: a full work day - 8 hours.

• Prep, rom setup and making sure everything works and is ready for when the participants come: 1 hour before the workshop starts

• 1-day workshop: 8 hours

• Take pictures, record things that need documenting and clean up the room after the workshop: 1 hour

4. After Workshop: 6 Hours*

Now is time to summarize the process and outcome of the workshop, and give the customer some advice and guidance on what and when to do next.

• Summarize the workshop and create a delivery report: 4 hours

• Presenting the report to the customer for the final hand out: 2 hours

* In this example, it was a PowerPoint presentation mainly showing all the relevant pictures taken from the walls covering the workshop exercises.

If you need to do more elaborate and detailed reporting, estimate the time to be spent accordingly.

Total Time Spent for a 1-Day Workshop: 34 Hours

1. Sales and Workshop Proposal: 8 Hours

2. Pre Workshop: 10 Hours

3. Workshop: 10 Hours

4. After Workshop: 6 Hours

Summary

Estimating and pricing a 1-day workshop requires a careful blend of strategy, research, and understanding your audience's expectations.

By following the steps outlined—estimating costs, evaluating market demand, and ensuring your pricing reflects the value you deliver—you can set a price that supports your goals and resonates with your participants.

Remember, the right price isn’t just about numbers; it’s about creating a win-win scenario where your attendees gain meaningful knowledge and experiences, and you achieve financial success.

With thoughtful planning, your workshop will not only be a valuable learning experience but also a sustainable venture.

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Good icebreakers in workshops can help participants feel more comfortable and engaged.

Here are the top 10 icebreakers, perfect for breaking the ice and energizing groups in workshops, team meetings, or any interactive setting:

1. Two Truths and a Lie: Participants share two true facts and one lie about themselves. The group guesses which is the lie.

2. Human Bingo: Create bingo cards with interesting facts (e.g., "has been skydiving," "speaks three languages"). Participants mingle to find people who match the squares.

3. Would You Rather?: Pose fun or challenging "Would you rather?" questions to get the group thinking and sharing opinions.

4. Common Ground: Divide participants into small groups and ask them to list as many things they have in common as possible within a set time frame. It encourages teamwork and bonding.

5. Speed Networking: Pair participants for quick 2-minute introductions, then rotate. A great way for participants to meet many people in a short time.

6. Show and Tell: Ask participants to bring something meaningful to them and explain why it’s important. This personal sharing helps build connections.

7. Desert Island: Ask, "If you were stranded on a desert island, what three items would you bring?" Participants explain their choices, revealing their priorities or sense of humor.

8. Emoji Introduction: Ask participants to introduce themselves by choosing an emoji that represents how they feel about the workshop or their personality.

9. The Name Game: Participants say their name and one fact about themselves (or an adjective starting with the same letter as their name). The next person repeats the previous names and facts, creating a chain.

10. Story Starters: Start with a sentence (e.g., "Once upon a time..."), and have each person add a sentence to the story. This is a fun, creative activity that gets everyone involved.

These icebreakers promote interaction, creativity, and bonding among participants, making them highly effective for building rapport in group settings.

In the world of team dynamics, hidden concerns can often be like the "stinky fish" sitting in the corner of the room, everyone knows it’s there, but no one wants to deal with it.

The “Stinky Fish” exercise is a creative and impactful workshop activity designed to help teams bring these underlying issues to the surface, address them, and foster open communication.

What is the Stinky Fish exercise?

The Stinky Fish exercise is a metaphorical activity where participants are encouraged to share the unspoken worries, fears, or concerns they carry with them in the workplace.

The term "stinky fish" refers to the issues that, if left unaddressed, will "stink up" the workplace, affecting team morale, trust, and productivity.

Much like how a physical stinky fish would be hard to ignore, unresolved issues in teams can become bigger problems over time.

Objectives of the Stinky Fish Exercise

The Stinky Fish exercise aims to:

1. Identify and air hidden concerns that team members may have but are hesitant to share openly.

2. Foster transparency by encouraging honest and open communication.

3. Build trust within the team by creating a safe space for vulnerability.

4. Encourage problem-solving by addressing concerns early before they fester into larger issues

How to Run the Stinky Fish Exercise

1. Setting the Stage: To kick off the exercise, a facilitator explains the purpose of the activity and introduces the metaphor of the stinky fish.

The facilitator emphasizes that everyone carries some hidden worries or concerns, and this exercise is a safe and non-judgmental way to express them.

2. Drawing the Fish: Each participant receives a piece of paper and is asked to draw a fish.

This doesn’t have to be a masterpiece; it’s just a fun, visual element to represent the metaphor. Inside the fish, participants are instructed to write down their "stinky fish"—the concerns or worries they’ve been carrying but haven't yet voiced to the group.

These could range from fear of failure, unclear project expectations, workplace frustrations, or interpersonal tensions.

3. Sharing the Stinky Fish: Participants are invited to share their fish with the group.

This is a crucial part of the exercise, as it fosters openness and builds trust. It’s important that the facilitator creates a safe environment where team members feel comfortable sharing their vulnerabilities.

4. Group Discussion: After each person has shared their stinky fish, the facilitator leads a group discussion.

The goal here is not to immediately solve every problem but to acknowledge them and validate the feelings behind them.

The facilitator may guide the team to explore patterns in the concerns shared and identify areas where the team can work together to address these issues moving forward.

5. Action Plan: Once all concerns have been shared, the team can work together to create a plan of action.

This can involve setting up processes to ensure better communication, clarifying project goals, or scheduling regular check-ins to prevent concerns from festering in the future.

Benefits of the Stinky Fish Exercise

• Improves Communication: By encouraging team members to share their concerns, the Stinky Fish exercise opens up lines of communication. It helps individuals feel heard and gives them the space to express feelings they may have been bottling up.

• Builds Trust: When team members are vulnerable and open about their worries, it helps build trust. The exercise demonstrates that the team is a safe space where honesty is valued, and addressing issues head-on is encouraged.

• Prevents Future Conflicts: By addressing concerns early, the exercise helps teams avoid potential conflicts that could arise if issues are left unresolved. Acknowledging concerns as they come up ensures that they don't grow into larger problems.

• Fosters Problem-Solving: While the goal of the Stinky Fish exercise isn’t to fix every problem immediately, it sets the stage for collaborative problem-solving. Once concerns are aired, the team can come together to develop strategies for addressing them constructively.

The Stinky Fish exercise is a simple yet powerful way to address the hidden concerns that often lurk beneath the surface of team dynamics.

By creating an environment where team members can be open about their fears and frustrations, it fosters transparency, trust, and collaboration.

Teams that regularly engage in this type of reflective practice are better equipped to handle challenges and maintain a positive, supportive work environment.

So, the next time you sense some unspoken worries or tensions within your team, why not take a moment to pull out the metaphorical stinky fish and let the team breathe fresh air into those concerns?

Stinky Fish template from Miroverse: https://miro.com/miroverse/stinky-fish/

This is a crucial question to consider when approaching various tasks and projects. When do several heads think better than one? And when do we become too many? The short answer is that it depends on what you're trying to solve.

Some involve many people in their work, while others prefer doing things alone. But if you want to deliver something outstanding, choose your way of working based on the problem you're facing.

When is it wise to solve challenges through a workshop, and when is it not the best solution?

A workshop is the solution when…

Innovation is needed.

When we need to think in new thoughts, we need to get more perspectives into the process. More people equal more new thoughts.

We are stuck.

if we cannot move forward with a challenge, it might be wise to get several people's thoughts on the problem and see several possible alternatives.

You are facing complex issues.

A complex issue is often described as not having a clear picture of the desired outcome. Complex issues often contain many uncertain or unknown factors. Therefore, the goal for the final product is formed as the work progresses, and a workshop mindset will help.

The start of a process or project.

We all have our ways of approaching issues. This can shape the understanding of a process or project. Therefore, it is important in the initial phase of processes or projects that more people come forward with their understanding so that the understanding of the task isn't nailed down by just one person's mindset.

During evaluation.

The expression "as you ask, so you get answers" says a lot about why evaluations do not always become valuable. When work is to be evaluated, it's important to find the right questions in advance and see if the interpretation of the answers is valid. Here, several heads think better and create more learning points from the evaluation.

Decisions that affect many.

Sometimes it's important to work out solutions with a high degree of consensus on the issue and the path you should take together moving forward. This could be strategic choices about the development or implementation of a new product or ways of working.  

Note! Some decisions that affect many do not fall into this category. Tough decisions, such as downsizing, cannot and should not involve everyone. If someone is directly affected part and has a lot to lose or gain from a particular outcome, these people should usually be kept out of the discussions.

A workshop is NOT the solution when…

Something should be delegated.

A bad habit some leaders or employees have is that they use diversity because they don't dare to delegate or decide. They hide in the crowd, pretending that it's important that we all agree on this. But the real issue is that they don't dare or aren´t capable of making a decision.

We're afraid that not everyone will be seen and heard.

We choose to involve everyone who might have an opinion or an idea because we are too afraid of leaving someone out.

Note! Involving many can take some people away from doing tasks that might be more important.

The tasks are simple and not too complicated.

Don't use workshop methods when the tasks are simple. If one person can find the answer themselves, let them do so without involving others.

Some workshop work can be done alone.

Even if you work in a team, it's important to be aware of when you should gather and when you work separately. Working in a team doesn't mean that everything should be solved together all the time. We must, even in a team, work individually and with concentration on individual tasks, and then bring what you have found out back to the next team meeting or workshop.

Do you want to be a better workshop facilitator?

Guess what? You can!
José Manuel Redondo Lopera and I are running a workshop leader program that starts on October 22^nd. This program will teach you the basics of running a successful workshop and give you a toolbox of proven methods for facilitating engaging and result-giving workshops.

The program consists of a full course day in Oslo, followed by two learning webinars and two individual coaching sessions. You also get access to our learning platform, which includes methods we use in this program and many more to explore. 
Want to know more?

Check out the program's website for more information.

Note! The workshop leader program is held in Norwegian this time. If you are interested to attend our English version of the program, please let us know and we will come back to you.

About the author

Per Vestli is an experienced team and leadership developer. His approach incorporates elements of fun and engaging methods which are grounded in evidence-based practices. He is always dedicated to fostering genuine improvements in team dynamics, leadership effectiveness, and organizational productivity.

With over two decades of experience in facilitation, coaching, and leadership development, he brings a wealth of knowledge and expertise to every engagement.

Whether it's enhancing communication, streamlining processes, or developing leadership capabilities, his focus is always on creating tangible, long-term value for organizations and individuals alike.

A premortem is a workshop in which a project team imagines that a project has failed, and then works backwards to determine what potentially could lead to the failure of the project.

This technique contrasts with a postmortem, which is conducted after a project's completion to analyze what went wrong.

Premortem is designed to identify potential problems early in the process, allowing the team to develop strategies to avoid or mitigate those risks. This approach is used to enhance decision-making by predicting and preventing possible future failures.

Here are the KEY TAKEAWAYS from using a premortem you can pitch to your manager and team:

1. Proactive Problem Identification: It allows team members to anticipate possible issues and obstacles before they occur, providing an opportunity to address them proactively rather than reactively.

2. Enhanced Risk Management: By imagining the worst-case scenarios, teams can develop more robust risk management strategies, improving the likelihood of project success.

3. Encourages Open Communication: This approach fosters a culture where team members feel comfortable sharing concerns and doubts, which can lead to more open and effective communication.

4. Increases Project Resilience: By identifying and planning for potential failures, the project becomes more resilient to challenges that may arise, reducing the risk of actual failure.

5. Improves Team Engagement and Morale: Engaging in a premortem can empower team members, as they feel their insights and foresight are valued, boosting their commitment to the project’s success.

6. Saves Time and Resources: Addressing potential problems before they occur can save time and resources that would otherwise be spent on solving issues that could have been anticipated.

7. Decision-making Quality: It improves the quality of decision-making by allowing teams to consider and evaluate more information and perspectives.

Conducting a premortem is a useful exercise for any project team aiming to minimize risks and enhance the likelihood of achieving their objectives effectively.

It’s a guarantee that there will be times when you are faced with difficult questions to which you don’t know the answer. They can throw you off your game if you don’t know how to handle them.

So you always need to be prepared because if you aren’t, these difficult questions can:

• Distract the group

• Break up the flow

• Derail the current exercise

• Be irrelevant for others

• Attack your authority and confidence

How to deal with difficult questions

I recommend using a combination of the following 3 techniques for handling difficult questions:

1. Set expectations, agree on them and refer back to them. If you set the expectations correctly in the beginning of your workshop, it will be easier for you to handle these situations later.

2. Use a parking lot. This is one of the best uses for the parking lot since it captures the question without dismissing it, and allows you to revisit it later without risking a disruption in your flow.

3. Ask probing questions.

Probing questions

Probing questions allow you to engage in the question without revealing that you might not know how to answer it. Uncertainty in a facilitator can lead to the group losing trust and confidence in you as a leader.

Here are some examples you can use for probing questions:

• “That’s a really interesting question! Can you tell me what’s behind you asking that?”

• “Are you thinking of a specific situation?”

• “What do you mean exactly? Can you tell me more?”

Probing questions are like a magic trick that always work to defuse the difficult questions because

• They validate the asker by giving him attention and focus

• Shows that it’s very specific to one person’s situation

• Gives you the info and context you need

• Gives you thinking time

writes the “Nothing in the way” newsletter, and I write the Facili-station newsletter. We thought you might enjoy reading a conversation between the two of us about our favourite workshop exercises.

Sunni and I chose the category ‘Games for Personal Development’ as an exchange to enliven each other’s practice, and hopefully nourish meaningful moments in your life.

We will each write three letters, responding to each other’s thoughts.

Previous letters:

1. Letter 1 from Sunni, about mistake celebration and growth mindset.

This is letter number 2 of 6.

Hi Sunni,

I loved your last letter about cherishing, sharing and celebrating your mistakes. It went deep right into my heart and made me very happy.

It is though about the last topic here (happiness) I want to share with you my own thoughts.

As it states in my LinkedIn headline, I am a “Happiness Hacker”, meaning that I have a conscious and intentional approach to it. I do not let “happiness” to happen by chance in my life, but I rather intentional design my life and around happiness.

This is HOW I do it….

"I feel happy when..." list exercise

1. Brainstorm about people / activities / situations / events in your life that you feel or felt happy. Do not try to think too much or try to reason why you felt that way. Just do it. Some examples for me are….

   

   You can use different colours for different areas: yellow (professional / work) and pink (private / personal).

2. Make sure that when you plan and design your week ahead, you include everyday at least one activity / situation / person that makes you feel happy.

PS) This exercise can be use with teams (or with your family) together, so we all know what make us happy and can support and help each other along the way.

You might change "I feel happy when..." with "I am at my best when...", asking to name what creates peaks moments, talents, what the people love to do and are good at, and when they tend to shine.

Dear Sunni and reader, I hope this has been helpful to you. I look forward to reading your response and until next time!