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…some techniques to work with..


Is published before, sent to all members, it can be open to accept additional issues/points

The most important thing about any meeting is its INTENTION (versus the results). The first intention is always: have quality time together. The intention of a meeting is at the same time more profound and more vague.


  • The FACILITATOR is the one who helps the meeting to go along
  • The TIMEKEEPER watches the timings, i.e. that everybody has the same time to speak
  • The MOODKEEPER is the person who watches how people are feeling; she can propose to take fresh air, a pause, a snack.
  • The INTENTIONKEEPER checks whether the meeting currently helps the intention or not.
  • The RECORDER or secretary writes the notes of the meeting, especially the decisions

The roles can be rotating; so everybody gets the pleasure to enjoy one.


Arrange the seats in a way that corresponds to the intention of the meeting: a community meeting would like a circular space, while a teaching meeting a space where the podium faces the audience; a brainstorming needs the least formality.


wellcomedThis is the beginning of a meeting, where you want to break the ice and nourish the presence, create connectivity between the attendees and everybody to her/his feelings. Help to create a space of trust and openness, excitation for the project.

Round where everybody tells her/his name and how she/he feels, the motivation and expectations, the intention.


Round to share the harvest of each attendee of the meeting; what is present in her/him at the end of the meeting


Fix a time for the duration of the brainstorming. Let the storm blow freely without any rational or other limitations.
Then group the results.
Then create a value catalog for the project, assign different colored signs (sticky dots) to the different values. Add the value points to each idea – keep the ones with the most points.
It often is a good idea to work on ideas which have been discarded as too outrageous – they often contain gold.

1)   Définissez un sujet pertinent qui constitue un défi pour l’organisation et les personnes invitées.
2)  Créez avec le client un processus d’innovation répondant à un réel besoin.
3)  Invitez des personnes ayant une bonne connaissance du contenu et d’autres pouvant appliquer les solutions identifiées.
4)   Choisissez des personnes de l’externe habiles à penser hors du cadre.
5)  Favorisez une mixité de personnes  : hommes/femmes, jeunes/vieux, diversité ethnoculturelle…
6)  Invitez une personne influente de l’organisation.
8)  Créez un environnement sécuritaire où on peut s’exprimer librement. Un brise-glace d’introduction aide à atteindre cela.
9)  Interdisez les téléphones intelligents, les tablettes numériques.
10) N’organisez pas la session dans les bureaux de l’organisation afin de sortir de la routine.
11)  Faites la tempête d’idées espacée sur au moins 2 jours pour intégrer l’incubation.
12) Utilisez une variété de techniques d’idéation.
13) Ayez un bon rythme pour capter l’énergie des participants et éviter les longueurs.
14) Passez 2 fois plus de temps à utiliser les processus convergents que ceux divergents.
15) Soyez ouverts aux suggestions du groupe pour adapter le processus en cours de route.
16) Gérez bien le temps en respectant les limites mentionnées aux participants.
17) Choisissez un animateur expert des processus créatifs qui s’assure d’un bon déroulement et accompagne les équipes dans leur cheminement.
18) Reflétez l’énergie contraire du groupe. Si le groupe est trop actif, soyez calme. Si le groupe est au
ralenti, insufflez du dynamisme.
19) Rendez les résultats concrets et clairs pour n’importe qui.
20) Assurez-vous d’avoir un bon support interne de l’organisation pour faciliter la mise en œuvre des
concepts novateurs développés.


Is is helping to cut down the workload for the Recorder a lot if you agree to only record participants, decisions, next achievable steps. All additional infos can be attached.

Equal Opportunity

Here are some suggestions to help streamline meetings to be less mental, more heartfelt and more efficient at the same time.

  • Baseline = Trust
    If you will not be present at a meeting- can you trust the decisions that are taken? Strategical decisions need the participation of all members. If you miss a meeting it’s your responsibility to inform yourself about the discussions and decisions – speak to each other.
  • Only 1 person speaks at 1 time
  • No 1 speaks twice
    You can speak again after everyone has had the opportunity to speak
  • Own your statements
    use “I”, not “people”, “we”… (“I find it difficult to live through a change like that” instead of “People will not like that kind of changes” or: “this is what I propose to do right now…” instead of: “we should do this…” )
  • Think and listen
    Everyone in the meeting is inside a ring of confidence; we know we have judgements and we try to not insist on them; we make no comments.
    While talking, remember the time is for you; you don’t need to appear bright etc. you only want to share your part of the truth.
    While listening: look at your partner, be active in your listening; do not ask questions, interrupt or clarify.
  • Go-rounds (in the beginning and at the end of the meeting)
    There is equal time and safe space to speak in front of the group;
    “say your name and one word that characterizes you in the moment”; or
    “say your name and make a sign that shows your energy at the moment”; or
    “say your name and what you like liked about the meeting”; or
    “say your name and what you would do differently”

Tips for effective facilitation

Problem Ineffective response Effective response
Everyone has different perspectives try to get the group to arrive at one common understanding by the end Differences in understanding are good. Try to draw out the distinctiveness of others’ arguments with caring and humility. If confused, ask: « Can you say more about xxx – what do you mean by xxx? »
Inconsistent arguments Call them out it is o.k. to change and construct new understandings as you go; this is a sign of intellectual growth
Silence filling the silence just to fill the gap be comfortable with silence; sometimes people need time to process before they can speak up
Highly vocal member dominates the discussion try to control by « excuse me xxx; do you mind if I let someone else take a turn? » focus on the under-participating members by asking: « how do the rest of you feel about this? »
Minimal participation by members who don’t feel involved/interested in this particular topic ignore it and act as though silence means consent look for an opportunity to revive the discussion by asking « What’s important to me about the topic? »
Someone becomes strident and repetitive confront the person during the break about it people repeat themselves because they don’t feel heard. summarize the person’s point and verify with her if you understood her well