MethodWorkshops, offsites, facilitated sessions

Decisions that are still decisions on Monday.

Most workshops fail before they start, in the twenty minutes nobody spent agreeing what the room may settle and what it may only suggest. We agree that first, then design the day around it — for companies, cultural institutions and university departments alike.

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Sounds familiar

Great energy at the offsite. Nothing survived the first week back.

The same three people talked for two days. Everyone else attended.

It was decided in the room and undone in a corridor on Monday.

What's actually going on

A workshop is a temporary structure, and it inherits the authority of the organisation around it. If nobody said in advance what the room may decide, then it may decide nothing — so the day produces recommendations, and recommendations get overturned by whoever wasn't there.

The second failure is quieter: the format decides who speaks. Put twenty people in a plenary and you get the four most confident ones, then call the result consensus. Structure it differently and you find out what the other sixteen already knew. Both of those get settled before the day starts, in decisions nobody counts as part of the workshop.

What we do

Settle what the room may decide, before anyone books a date

Get the person who can say yes into the room, or don't hold it

Design the format so the quiet majority is heard, not just polled

Run the day with structures that fit the decision, not the agenda

Land the outputs where the work happens, not on a wall

Hand over the formats so you run the next one without us

What this isn't

No energisers. No flipchart theatre.

If the room isn't allowed to decide anything, we'd rather not run the day.

In your systems

A decision that exists only in a photo of a wall didn't happen. The outputs land wherever your work actually lives — the tracker, the doc — before anyone leaves the room.