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today we are gathered here to celebrate something quite special something that we do as part of our practice something that is usually just a means to a goal something that we often underestimate and something we only really notice when it's missing we are here to celebrate facilitation facilitation is that invisible force that magically turns 3 hours of meetings into actual progress it's the thing we assume will just happen right up on

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we are stuck in a meeting yet another meeting wondering what the point was facilitation truly came into our life with the Design Sprint book when that was published and also together with sketching it really changed our view on facilitation facilitation carries the structure so the rest of us don't have to carry the confusion it helps extroverts reflect and listen and it help helps introverts voice their reflections and input so we don't just follow the loudest voice it brings different disciplines together

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and it helps us understand each other so that we can move forward and create better solutions and maybe most importantly it reminds us that complexity doesn't need more talk it needs better structured conversations with tangible outputs so today let's celebrate facilitation and what it enable us to become more focused more collaborative better at solving complex problems with more energy less risk and higher quality

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so thank you facilitation let's have a Celebration today alright I'm gonna get out of this because it's very warm party's over alright actually forgot that I wanted to change to this while I was while I was talking but we've just done this so my name is Louise and I really been looking forward to shine light on facilitation today because it's something we do whether we work with strategy

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with transition design with experience design we use facilitation all the time to achieve different things my name is Bo and I just want to state that I find facilitation as a facilitator the most nerve wracking but yet effective way of making it from a to B but let's just focus on what it is at the beginning what is facilitation we define it as a structure for collaboration as Louise also said it's a defined time and space where the facilitator owns the process

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making the participants able to focus only on the problem so we take them through exercises and make people listen to each other and it very often ends up with some sort of tangible product cause it's so much easier to look at something feel it engage with it and make sure that you don't misunderstand what you're actually talking about so we like the tangibility it's very important yes let's start out with a question for all of you after all this is kind of a facilitation session I'm in a very confined space here and I have to make sure not to

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walk around like I used to because of the camera I'm sorry how do you feel do you often feel stuck in meetings that don't really move things forward I would like you to help me figure out if this is a problem so if you feel that that if you feel that I often feel stuck in meetings that don't really move things forward please stand up if you recognize this problem you don't have to stand up just because all the rest of them did but I'm actually kind of relieved that you

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some of you did okay you you should don't sit down please keep standing up stand up okay now we're here maybe you can't see all of you but now we want to find out how big a problem is this and this will be some sort of an an experiment I will admit that if you I need you to place yourself in the room not just yet making creating some sort of Tangent in this direction so if you feel that this is a very big problem you go towards this end and if you find that it's a small problem

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the other end the windows and you have all the space in the middle to sort of place yourself according to how big a problem you find it is okay so now go to that end for the if it's a big problem small problem okay nobody's moving I have another question do you often feel stuck in what we have called organizational silos that prevents you from working constructively together you sit there in your department and maybe you meet up with other departments in meetings

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but sometimes it's all about the struggle and you waiting for you to say your peace they are not really listening and then they it shifts and they say their peace and you're not really listening do you know that kind of Silo situation okay let's do this okay that was that direction now we got the other one so if you see this as a big problem move towards me and don't not yet don't not in that not in this direction only move in this one you have to go and otherwise if it's a smaller problem move yourself where you are towards the wall okay

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it was quite funny to think this through beforehand and it always it's take this it goes differently when once it's in reality but it's it's a nice new room to look at so we just created a three dimensional space here do you wanna yeah yeah cause cause we are in three dimensions now some of you are sitting down not so many so a lot of you recognizes those two problems and we've created a three dimensional room that tells a story about these problems okay sorry Louise so please keep standing here because we were talking about how should we actually show our cases

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and tell cases because it's really a lot of we I think between us we have 10,000 pictures of whiteboards and people standing in rooms that's not so inspiring so while we're here in this space and you feel the room is telling something we did this a while ago with a client we trained fifty people in this department in innovation methods for half a day half a year later we came back and did a bit of evaluation and we actually asked them to do like you we we did a Tangent in the room and saying okay so how many of you have used these innovations methods that you were trained in for half a day have you used them a lot or a little and not surprisingly

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most of the people were standing here they used it very little even the director of the department who initiated this training he didn't even use it and it was interesting cause we could then go around the room and ask OK so you're standing here it's a big problem and that is that so why is this and we could ask people and they were standing there really feeling it and it was really visible how how the how people used it and it was also interesting for us because we probably need to adjust our training a little bit so we get some behavioural change into this it was actually quite embarrassing and obvious for us as well that they didn't really use what we did so so we all remember that yeah

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that that's also part of this story okay let's get back to this room so what kind of room does this story tell what kind of story does this room tell sorry we're not gonna interview you today but we can conclude that this segment this segment I think is is where it's it's really experience some unhealthy meeting culture and also experience some of this siloed problems with cross cultural cross disciplinary working together okay thank you for participating please find your seat you weren't really thinking that

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we were gonna do a usual we talk you listen kind of session would you alright so like or unlike you we experience this meeting culture a lot in the different settings and the different clients and organizations that we work with and one of the unhealthy practices and I have to admit we do it ourselves as well it's not like we are holy and and never do a normal meeting normal meetings are fine but one of the unhealthy things about them is that we quite often walk out of a meeting thinking that we are all agreed and we all aligned and only when we meet a week later

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we figure out that you did this and you did this and I thought you did all something that we might have thought something different actually so what a facilitated meeting really does is to as both said get a a curate a bunch of people into a room and have these structured conversations and maybe most importantly we produce something tangible together so that the the risk of misunderstanding each other is a lot lower and this is really a powerful and I think a lot of you know this but even though we all experience or maybe not all

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but many of us experience being stuck in the the normal way of doing things and we know better that we can do it in other ways we somehow keep on doing it and it reminded us of the the the South Indian monkey trap you might have heard of it's constructed in a way where the monkey reaches in a little hole to grab a pile of boiled rice it's wrong I've been told that story I'm not sure and once it grabs gets hold of the rice the the the the hand is is is so big it can't pull it out I'm sorry if this story was only an internet story

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I'm not sure but it should just let go of the rice and then it could pull the hand out so so everybody can see that okay you can have your freedom but you somehow keep keep on doing it something similar in this situation where we know in some situations we could do better than just go to the next meeting and the next meeting and the next meeting so why is that and what can we do about it let's go back to our question from before do you often feel stuck in meetings that don't really move things forward so I want you all to take the post its you you have on your lap or on your chair

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and try to just reflect on why does this problem exist we practice an in ineffective meeting culture come up with one reason or a couple of reasons why does this problem exist please do it quietly and alone and you it's only for yourself only for your own reflection so write down your answer on a poster you have one minute Bos never used 51bce0c785ca2f6808

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let's go with 10 seconds yes let's continue so this is safety by numbers some of you will have a some quality written on your note maybe not all of you but there is a lot of you okay so turn to your neighbor it's your job to figure out which neighbor in order to make this work turn to your neighbor and present your thoughts for one minute and switch

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so 2 2 minutes all in all two minutes and all yes yeah thank you if nothing else at least you maybe got a new friend now so let's do a new world record experiment the largest ever I think flip canvas cause this is a flip canvas we I think actually we invented many years ago but we put in a problem on top we practice an an effective meeting culture and now we want to explore this problem a bit more

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and the do you want to say something about the goal of this yeah the goal is that we turn a problem into a how might we an open more open opportunity space where we can go in different direction when we are trying to solve the problem cause this is kind of closed so let's look at it from different angles so any of you has a a an answer to this why does the problem exist just raise your hand if you feel like coming up with a a possible yep yep so please post I will because we tolerated I'm gonna move a bit towards you

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that's fine I feel like as humans we're bad at actually showcasing the invisible work and the civilization is often times very invisible just like air work so we think we know how to do processes that we were actually never taught and it's harder to justify the long term impact of these so can you help me put that in fewer words that's a facilitators trick yeah no no how many years why does this problem exist yeah in one short sentence so why do we I think it's too philosophical I'll post that one on the parking space thank you

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yeah anyone else yeah I have a suggestion I thought we could bring in maybe just saying like a lack of knowledge about how to do it like yeah it's a bit the same yeah thank you for making it work you I like to see the officers that they think they know how to do it I know but they don't exactly yeah did you get that one is that meeting leaders again or we think we know how to do it okay

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we think it works oh what is your point we think we know how to facilitate right yeah and I guess maybe the last yeah sorry yeah yeah it's it's what we do yeah can someone help me yeah yeah meetings require meetings and yeah you always meetings produce more meetings yeah is that fair yeah okay let's go with this for now yeah

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but you get the point that you can have all sorts of hypothesis to why this problem exists so it could be okay it's just by default we we just do a meeting whenever we have some situation we we we send an invitation for a 60 minute meeting or whatever and we have to have all the departments joining or whatever so now we go to the next line here it's called the flip we just do we just write sort of the opposite we just turn it around so because we tolerate it turns to for instance we don't tolerate it you just put that in

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sometimes it doesn't really make sense and sometimes it's like now I see it and you never know where it goes meeting leaders are not trained to facilitate we flip it to meeting leaders are trained to facilitate or sometimes you can do it in a more creative way but I'm not able to right now to be honest are you Susie no that's honest because I we think we know how to facilitate but we don't we can say we don't think

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we know we can't we know it's a problem or we can say yeah we don't know what we don't know that we are not able to facilitate yeah but that we know that that's the opposite we know we we we don't know yeah we know we know we don't know that we don't know okay that's that's nice that could be one of the opposites yeah meetings produce more meetings it could be meetings don't produce more meetings or it could be you can only there can only be one meeting we don't do a a meeting

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Mullingar I don't know a series of meetings so the next and this can feel a bit stupid but then we turn it into the how might we so basically we say how might we create a situation where we don't tolerate ineffective meetings this is a lot harder than I thought how might we we can always work with the with the with the wording here but it will take too long time but but you if you just copy paste it I think you'll get the point that you

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we have different kinds of of ways to go we can we can work with that we create situations where we don't tolerate ineffective meetings where we train leaders in facilitations or we are we are how might we this one doesn't really work for me here we know that we don't know how might we accept or be alive be aware yeah how might we skip meeting rows this could actually be as a solution as well but this kind of flip from a problem

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going in all different directions is a nice way sometimes this doesn't really work I have to say but but it's a nice way of going in in in various ways does it make sense I've often times experienced that this was actually the point where people started seeing it in a totally different way why is it that we just by default invite for a meeting for instance or whatever problem you're facing it's not all about meetings of course you can also put in your your your other problems and just start thinking about what could be the reasons and then flip it to the opposite and

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turn it into an a question that opens up I think we'll skip or move on and I hope you you can see that this could work in in in some areas oh yeah we we would we would then make you choose whatever of these you would like to move on put a we could dot vote for this feel the energy in the room okay everybody body wants to work with this one and then we could move on for an ideation process so if we had a session together we would continue with

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making an ideation on how to solve this problem okay thanks and thanks for participating again so we facilitate for lots of different reasons and to achieve lots of different things and some of them well it is to explore something together or it might be to to gain momentum on a certain complex subject or to reduce risk lots of different methods and reasons and and why that we do this and we've tried to group it into some categories

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that we can at least see that we use a lot in our work here which is to manage projects we facilitate to do that to bridge gaps to challenge culture and to develop products maybe even most so we we brought to you today a couple of cases they are not your usual case because as we've been talking around it's quite difficult to to bring what facilitation is because it's a lot of pictures of processes where people I think we have 10,000 pictures of of people standing around whiteboards and doing this and now they stand here and do that so we'll we'll try to tell them as as stories

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and and bring a few artifacts and a few images to to to tell the story so the first one we'll start with ourselves because when we work on projects and it's a bit about the monkey trap again even though we know that we want to check in and and do the right meetings and facilitate the first meeting with the client and what does the brief meeting look like and what what do we do so many years back we decided actually this facilitation space we can do this in a different way so we came up with rhythm of work which is a framework of 1508 rituals

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that we always do in any project with all clients and I'll let me show you a few examples so here are the different meetings that we've decided to actually design in a way that can be reused so anything from even the pitch to an internal kickoff point of departure these continuous check ins design reviews and retro to learn what we actually we could do different next time and this is with the client and without the client and what we've done is to make slides for it and make these activities what exercises and what facilitator notes are there

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so that we don't have to reinvent this every time we do a project and it's about lowering the barrier for getting it done it's like user testing we all know that it's a good thing to test but if it's too hard to do it or too hard to recruit testers then you won't get it done so how can you lower the barrier and making it an easy ritual yeah so here's just an example this is from our internal kickoff where we have a a template that we use and some questions we ask that we carefully design to come around all the different aspects we think is important for the internal team to know and discuss and here's just a a picture of A1 project again I'm not gonna go into what it's about or anything

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but we stand around a whiteboard and we put more things on and we write things and we make sure everyone understands this in the same way before we have a client point of departure here's another example from this is actually from the retrospective where once we've finished a project one of the exercises we do with the team is that we we we do a timeline so point of departure and then this workshop happened and then this check in and we ask everyone with different colours to talk about how are they experiencing so this these are all the crazy lines here you don't again you don't have to understand them but when when was I high on energy when was energy low what was my

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what did I learn what was the most important learning point and what was the ultimate low and and so this is a way to to understand each other and and and talk about what we Learned and this is just one of the exercises from the retro and maybe even conflicts cause the lows could be there could be some hidden conflicts there so it's a way of talking about the the the harder parts so this facilitation space it the outcome really that is important is that we aligned on purpose we we we we do a constraint so we check in on the purpose all the time alone and with the client really important we're removing the need to reinvent these rituals because we have them we adjust them maybe once a year or something we say oh

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we wanna do this now with this meeting and but we have them and we do them and it really ensures a team performance and a good spirits because it also we make sure that we have the difficult conversations both internally and and externally alright next one is when we facilitate to bridge kind of knowledge gaps we have a client Forca in the working in the pension industry and they're they are teaming up with Netcompany for and they're building the the future of pensions so to say it's a very huge large project which I can't talk that much about but what was

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what is obvious is that Netcompany and Forca are from different sectors and have sort of different world views and I and I mean that in a good way cause they are both needed in order to create this huge project but it's also a thing that can lead to potential misunderstandings which are quite time consuming so so we try here to as facilitators as playing a playing a role as a sort of translator between two different languages cause you can we we came one thing is to to get people to to meet up

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so we had had to sort of tell a story about pension specialists see the world as a useful journey like if you're writing a story it would be sentences chapter by chapter cause they think of a a person going to through life retiring and and those are the it's a very complex world but that's how they see it the it specialist in this case see the more the world more as bits of functionality it's it's more the letters and the grammar that can be reused in all different kinds of stories or channels and systems

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so so so in in any kind of novel you can write with this so it's it's more like data so we told the story about one one worldview is slicing the the one way and the other one is dicing the other way and how can we translate between the two worlds and we use sketching for that cause when you do when when you talk to a person that doesn't know English or your your language what do you do you use sign language we have to come up with some with a way of focusing on what does this end up with

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cause otherwise it's just a black box of ones and zeros we need to focus on what is actually delivered as a user experience for the end user at last so so this is this is a way of facilitating a room where we interview and ask about how will this end up how can these all these data points turn into something tangible so we can talk about it it's like having an architect make a small model of it of their house then we can all look at it and see do I like it do I want to live there is it too high or low or should it be black roofed or red roofed or whatever

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so I can't show you that much more about it but but it's just to tell a story that sometimes facilitation can play the role of making people talk as well so we we're working here with trying to establish a shared understanding across very complex world views bridge gaps between disciplines and ways of working and turn differences into better solutions of course this is very hard to do and enable a real collaboration right thanks so next one is to challenge culture we also use facilitation to do that and again here we're working excuse me with the leadership with one of the leadership teams

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in the pensions industry and there is a desire from this team to actually develop but as we all know it's really difficult to see your own blind spots so I think this team of leaders are really courageous because they're asking us as outsiders well I have to say we we worked with them for five eight nine years so we we know them very well and they actually asked us to could you come with a torch and just shine light on some of the dark corners that we don't see that that you might have experienced working with us and with the whole organization for these many years so I think we were really

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thankful and humiliated that that you know they were asking us to do that and what we always do is then go back and and think about how do we carefully design this facilitation this room what exercises what in this case we we came up with with the with the structure we need some hooks to hang this on of chillies and so this is the room and and the leadership group and we have organised our the topics that we've seen and we've been like how is it gonna go when we tell them this we're gonna be really honest do you really want that so here are some chillies we'll start in the mild end and then we could kind of warm up and and move towards the more

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and they decide the more spicy ones and they could decide whether it was too hot to handle so again I can't go into of of obviously the structure here but one of them was about a culture of perfection and how that sometimes has been a being if it can be also quite a not the best way to always to always work so what we did in in the facilitated part of it is that and and this is what's happening on the on the screen here but I've so we could together draw and do that but we would we would talk to them about and get an understanding and structured conversation in the group

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could they actually recognise this this problem yes no and and how big is the problem and is it actually something you as a leadership team would want to solve and maybe move into some somehow might ways that you know how can we aim for 80% solutions in the right areas might be one of the way you could move this further so this is again a different way to to actually challenge a culture and get an outside perspective a structured conversation and and inspiration for issues that this leadership team could or or ways this they could develop last one we facilitate to develop products

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that's what we do most develop products consists of creating concepts and understanding the problem stuff like that Trelleborg is a large engineering company and they wanted us to help them with looking at innovation and think differently get some more perspectives on evolving so we spent three days with 18 engineers from a global team situated all over the world spending the time on day one diving into the problem day 2 on ideation based on the the problem they picked and the day 3 on building prototypes and testing it

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it look like that and I just wanted to take some deep dives into some of the things we we are doing in in that sort of in these kind of sessions we often start out with having everyone all the participants presenting themselves in a very short way and also positioning where they are on a thermometer on on different topics so this could be the the actual theme we are talking about or it could be the the methods we are we are using and this is a very nice way of having everyone that everyone has spoken in

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in in in in the room from the start and it also relieves the anxiety of oh I don't really know what we're doing and I don't know anything about design thinking and and and once they said that you can sense it in the room so so it takes like five to 10 minutes everyone is presented and now we got a a pretty good picture on on who everybody is and you have sort of really that tension on the I told you they wanted us to help them look at things not just from an engineer's point of view saying how can I how can I improve this technically but could we include other aspects as well so one of the things we did was made them in groups

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look at market trends global trends and customer needs and pains so we had different kinds of people dropping by and having some talks but also making and making the the groups just posted note on on on all these themes creating a a an problem space in the middle a working towards the the how might we a a goal as you saw before so it could be we had different kinds of ways to to to make that flow so we could for instance give them a mega trend card deck and they could browse through it and pick one

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individually present it to the group have a a talk about it so so in 5 10 15 minutes you will have sort of a a conversation or a with a conversation starter around it another example that there would be many of these during the the days of course it's just small examples in the market trend section we would use their we would make them map their their picked market trends on this PESTEL board so they they would group it in political economic social technological environmental and legal lanes so to say

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making it more obvious where they had blind spots so different kinds of ways to make them to inspire them or challenge their their their their views so they would create their prioritized circles here in groups focus on some problems we would make them do the the flip canvas and this actually was a bit of a like revelation to them that that something was oh so much clear that they oh this is where the problem lies this is what we need to explore further on and and then sometimes when when we have the sorry

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when we have the how might we is we before we start doing the actual solution sketching we often try to inspire people from from a different kinds of industries maybe yeah in other industries or as in this case a a story that might inspire you so this is from a children's hospital in England where they where they dress up the window cleaner Spider-Man so the story here for me is to is there any inspiration in in can can we also create value in what's necessary you need to clean the windows but this is actually a nice experience for this guy

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can that anyway in any way be inspiring for what Trelleborg is doing to their problem another one mosquitoes not so inspiring but researchers in Oxford has as a find found a way to to use genetically modified mosquitoes as the actual distributors of vaccines so this guy is stinging I don't know and it actually gives me the vaccine so same question how might we use the problem as a solution could that in any way function as a inspiration for your problem in Trelleborg you might have heard this one before

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there's a there's a there's a hotel in in California it's called Magic Castle Hotel it's pretty average but it always receive 5 star ratings because of this phone the popsicle hotline you pick up the red phone say popsicle and a guy with white gloves and a silver tray with a popsicle on it will appear and this is what people want they want magic moments they want popsicle moments so how might we create magic moments and deliver more than expected because this is what people remember not the average part that's just hygiene so could this is anyway inspire you Trelleborg in your specific anti vibration solution

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stuff they put inside of trains or whatever they're working with it actually could so it was very much incorporated into all their drawings when they was going into solutions mode sketching it all and after that building more prototypes we could test on the days with real users so the outcome of this was a stronger collaboration across geographies they were actually coming from all over the world but they found that they saw the exact same problems they but they also got new perspectives

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they had a a new way of creating these innovative ideas and tangible prototypes which we already touched upon a lot and of course they could also bring it back home or back in the internally to to to have something to show and and make conversation about and as a little side thing you go to the next one the innovation manager of this team we also coaching him on how he can facilitate sessions with his team in Berlin or all over the world and you need to do this quite fast I know because we have okay just do it

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five minutes I'll do that yeah so these are some of the tips we know we promised you we didn't we didn't want to give you tips but we thought we'll just give you the ones we gave to him so mix up activities like we've done today we talk you do something use different ways of working this thing about extroverts introvert talking alone doing something alone speaking together then in plan on in the group make it all connect so these are the different days and just two of the teams there were five of them one activity builds on the other it's like a puzzle you design it so it fits together show the goals from the start they know where they're going so they can trust the process like OK

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we we're gonna let you do some crazy stuff but don't worry you'll you'll you'll get there and this is what where we will end in three days plan for energy I mean plan for the things you can't plan for because energy gets low and sometimes we just look at each other and call a break and we go for a walk or do something else to to a boost the energy in the room here it was a long a a rock scissor paper sing for Pierre Sax deviate from the script allow yourself to do that I mean plan for the unplanned you can't but you can always call a break as the facilitator because you own the process and that also comes with a lot of responsibility but

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if something doesn't work then try to figure out a different way use the space well think about how you lay the space out how can you use it in a good way and move around the space things take the time you have if I said you had five minutes to discuss you would discuss for five minutes if I say you have one you'll do one and sometimes you can really all about the structured conversations giving some frames of how long you can do a certain activity is really powerful that's nice well done so you can't be a consultant without saying this line we live in a complex world but we actually do

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and we think that a little facilitation won't hurt and just as a an outro here these kind of themes AI and sustainability they require they are very complex themes and they require input from all over the organization and multiple perspectives and we think that at that facilitation would be nice here cause cause it ensures that people meet and respect or are more likely to to be put in a situation where you can actually listen to other kind of perspectives and nuances is that you again yeah unless you wanna say something

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nope so we always tell our clients to work hypothesis driven so have a hypothesis what's the way you can prototype it in the fastest way and test it with people so that you lower risk of all sort of kind so we have one last hypothesis or actually three that we'd like to test with you and one of the ways we make people do what we tell them is whenever they don't really feel like it we always say just do it and didn't kill us in in the evaluation afterwards so don't just just go with what you really think now so now is the evaluation time where you can kill us so find your red and your green post it doesn't matter if it's any written on it or or not

[00:52:05–00:52:50]
but you should all have a red and a green here's the first one we believe that we can create an interesting more booster by switching between telling showing and experiencing and now hold up you're posted green is yes red is no what do you think how did we do can someone take a picture of this ha ha ha OK there's a lot of green here the second hypothesis is that we believed that we could make participants reflect on their own meeting culture again race

[00:52:54–00:53:21]
that is pretty green thank you and the last hypothesis is that we believe that we can inspire participants to actually go back home and do something different lots of green a little red and that's fair enough okay so that's it for today thank you very much.