Course Objective & Scope
A good facilitator manages how a group thinks and decides, not the content itself. The programme covers Sam Kaner's diamond of participatory decision-making (diverge, groan zone, converge), Liberating Structures (1-2-4-All, TRIZ, 15% Solutions), gradients of agreement, dot voting and fist-to-five, together with neutrality and questioning skills.
Each participant facilitates a short session from their own agenda, supported by an observation form and peer feedback. Online facilitation practice on Miro or Mural is included.
Who Should Attend?
- Managers who run team meetings and workshops
- Agile coaches, Scrum Masters and project managers
- HR, corporate development and change teams
- Internal trainers and process improvement specialists
Key Takeaways
- Run a session using a diverge-converge flow
- Select and apply a fitting Liberating Structures technique
- Balance participation with dominant, quiet or resistant participants
- Move a group to a decision with gradients of agreement
- Sustain engagement in online sessions with digital tools
Curriculum
The Facilitator's Role and Stance
- Separating content from process; neutrality
- Open questions, reflecting and summarising
Diverge-Converge and the Groan Zone
- Kaner's diamond of participatory decision-making
- Idea generation and narrowing techniques
- Holding the group through ambiguity
Participation with Liberating Structures
- 1-2-4-All, TRIZ, 15% Solutions, Troika Consulting
- Choosing a structure by purpose
Difficult Group Dynamics
- Dominant speakers, silence and side discussions
- Addressing tension within the process
Online and Hybrid Facilitation
- Miro/Mural boards and breakout rooms
- Equal participation in a hybrid room
Facilitation Practicum
- Running a short session on a real agenda
- Observation form and peer feedback
- Personal development goals
Other Courses in This Category
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Clarifying decision rights with RAPID and DACI, separating reversible from irreversible decisions, consent-based decisions, disagree and commit, and owner-dated action tracking, captured in a team decision protocol.
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Separating task from relationship conflict, Thomas-Kilmann conflict modes, psychological safety, interest-based negotiation and structured debate techniques such as pre-mortems, practised by managers on real cases.
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Making implicit team norms explicit, writing working agreements on communication, decisions, meetings and availability, and keeping them alive through retrospectives; teams leave with their own charter and agreements.
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Async-first operating principles, written decision documents (RFC/ADR), channel SLAs and hand-off protocols for hybrid and distributed teams; participants build their own hybrid team playbook and communication matrix.
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Stakeholder mapping, RACI/DACI and interface agreements to align goals, roles and hand-offs across functions; managers and team leads leave with a shared team charter for a real cross-functional initiative.
- Live Course
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