Table of contents

• Blockchain Technology in 2025
• Key Pillars of the Cardano Constitution Project
  • Global Collaboration
  • Iterative Approach
  • Decentralized Governance
  • Engagement and Participation
• What Facilitators Need to Know

Cryptocurrency and blockchain networks are some of the most rapidly evolving technologies today, challenging established processes and systems in favor of an ever-evolving, democratic trajectory. This trend is exemplified by blockchain platform Cardano’s recent transition to community-led on-chain governance, the result of two years of planning and five months of intense global collaboration.

This historic accomplishment was made possible thanks to dedicated facilitation from Voltage Control. Our certified facilitators traveled around the globe and dialed into hybrid events in order to ensure that the voices and feedback of thousands of participants were heard through a well-coordinated and successful collaboration.

Both our facilitation team and contributors from the Cardano community agree: the Cardano Constitution project was like nothing before. Its success offers far-reaching implications for not just the blockchain industry but also for facilitation, tech, finance, and organizations in both the public and private sectors.

A comprehensive overview of the process behind the Cardano Constitution can be read in our exclusive case study, available for download here.

In this article, we break down the essential takeaways for the future of blockchain and its overlap with facilitation practices.

Blockchain Technology in 2025

Blockchain is a distributed, decentralized, and immutable public ledger that enables secure transactions across a peer-to-peer network. Put simply, it is a secure database to record transactions and manage assets that can be transparently accessed by network participants. Each transaction on the network is recorded as a “block” of data.

Blockchain technology originated in 2008, born from the infrastructure behind Bitcoin, but, today, blockchain applications go far beyond cryptocurrency. Blockchain use cases include:

• Supply chain management
• Central Bank Digital Currency (CBDC)
• Healthcare records
• Internet of Things (IoT)
• Smart contracts
• Non-fungible Tokens (NFTs)
• Digital identity

Facilitators, thought leaders, and business professionals across industries can benefit from understanding and embracing blockchain and its features, including interconnectivity, Decentralized Finance (DeFi), and cryptography.

Danielle Stanko from Cardano discussed the value of this process as it extends beyond Web3, saying, “To me, not only are we really leading the way in the blockchain industry, but it’s a model worth looking at for any industry with difficult problems to solve… It’s really taking advantage of the diversity of thought, the diversity of experience across the world that people have had… empowering them, giving them a system that is more engaging to be part of and just better for people.”

Key Pillars of the Cardano Constitution Project

The Cardano Constitutional Convention took place from December 4 to December 6, 2024, in Nairobi, Kenya, and Buenos Aires, Argentina, with additional remote attendees from around the globe. The event was the culmination of two years, including five months of Community Workshops and Global Synthesis Workshops involving thousands of participants.

The process behind the Cardano Constitution gave a clear snapshot into the world of blockchain, displaying what it offers to other industries and how facilitation can be optimized for Web3. Let’s explore the key pillars of this process.

Global Collaboration

The Cardano network is accessible by any internet user, no matter where they live. The future of blockchain is clearly multinational, and the politics of blockchain continue to develop in real-time as the industry grows and adapts.

Each participant brought their own cultural backgrounds, personal experiences, languages, and values to their workshops. Facilitators had to balance these personal considerations with the goals of the project, and Cardano hosts had to keep in mind the regulations and expectations of the participants’ different countries.

Cardano Co-founder Charles Hoskinson identified how participants built strong connections with one another, explaining, “They’ve made lifelong friends and those delegates that went to the Constitutional Convention, they’re still talking to each other.”

The Cardano Constitutional Convention and preceding Community Workshops affirmed that successful global collaboration was possible. The Cardano Constitution was ratified by delegates at the Constitutional Convention with 95% approval, and then later voted for on-chain with 85% approval.

Iterative Approach

An iterative approach to governance means governance is introduced incrementally, with regular, designated opportunities for feedback and continuous improvement. This method is especially effective for organizations moving towards decentralization, as it allows for sufficient time for feedback and review from wide swaths of participants.

During Community Workshops, this iterative approach meant workshops participants were assigned a few focused questions regarding the Constitution text to review rather than attempting to evaluate the entire document. Over the course of five months, the workshops eventually compiled feedback for the entire governance draft.

Cardano Co-founder Charles Hoskinson highlighted how the approach to this project supports long-term success, saying, “The bigger achievement is an iterative process where year by year people continue to come together, it gets larger and more meaningful, and then you treat it like an open source work project.”

In the future, Cardano will continue to leverage an iterative approach to further develop governance and other network transformations. The ecosystem will build upon previous progress for a future of sustainable growth.

Decentralized Governance

Public blockchain is inherently decentralized, meaning it’s not owned by a single person or organization. The application and success of this decentralization can vary by network, and, for Cardano, it was important to create a governance structure that used sustainable, equitable decentralized decision-making.

Decentralization is a core pillar of Web3. Blockchain technology, cryptocurrency, and other Web3 products offer the opportunity to take power away from central authorities and instead distribute to a decentralized network. Decentralization in Web3 is trustless, meaning users do not need to place their trust in any one authority, and open to all to participate in.

Decentralized decision-making has beneficial applications well beyond Web3 and the blockchain industry, with its benefits including increased innovation, faster decision-making, improved accountability, and empowered participants.

Engagement and Participation

The process to create Cardano governance would only work if community members from around the world would actively participate in the events and decision making. Participants exceeded those expectations, approaching the process with enthusiasm and thoughtfulness.

The facilitators ensured that every voice was heard, leveraging different facilitation techniques and methodologies to make the most of the participants’ time and feedback. Facilitator Britta Wulfekammer explained, “My role was to make sure we get everyone to speak.” She balanced cultural differences and different power dynamics in order to make the process as successful as possible.

Today, Cardano governance is community-driven, prioritizing transparent decision-making that engages the community through liquid democracy. It offers a blueprint for success to other blockchain networks and decentralized organizations.

What Facilitators Need to Know

The future of Cardano offers plentiful insights into the future of blockchain technology, all of which is made possible by effective facilitation. Blockchain technology and Web3 are only going to continue to grow alongside other rapidly accelerating technologies, such as artificial intelligence.

The process behind the Cardano Constitution can be applied to countless industries and organizations, from private enterprises dabbling in blockchain to global nonprofit organizations applying the principles of decentralization. Cardano itself served as a proof of concept as it became the first network to have on-chain governance that was created collaboratively and approved through an on-chain ratification.

The facilitators from Voltage Control were alumni from our Facilitation Certification Program. They came equipped with the facilitation skills, techniques, and methodologies in order to succeed in this important project. To get a taste of our community, attend Facilitation Lab, a weekly virtual meetup of the facilitator community, and explore Community Hub, a dynamic space for networking, learning, and developing as facilitators.

To read a complete breakdown of the process behind the Cardano Constitution, download our case study.

The post Exploring the Future of Blockchain through Facilitation appeared first on Voltage Control.

Table of contents

• Decentralization, Explained
• Decentralized Facilitation Process
  • Community Workshops
  • Cardano Constitutional Convention
• Making Blockchain History
  • Facilitation for Blockchain and Cryptocurrency

Blockchain platform Cardano has recently broken new ground by transitioning to community-led on-chain governance through the ratification of their constitution. The Cardano Constitution was written, revised, and finalized through a five-months-long process that included community workshops in 50 different countries, with over 1,400 participants.

In December 2024, the final steps of this process took place as a three-day Constitutional Convention was held simultaneously in Buenos Aires, Argentina, and Nairobi, Kenya. Once the delegates there voted to approve the constitution, with an overwhelming 95% voting “yes,” the document was passed on for on-chain ratification by the community’s members around the world.

No cryptocurrency provider or blockchain platform had ever before taken on decentralization at this scale and with such a commitment to collaboration and consensus. Cardano’s work can be considered a blueprint for collaboration on an international and even global scale, with key ramifications for the fields of decentralization, blockchain, and facilitation.

The Cardano community partnered with Voltage Control to facilitate and design this process. Our facilitators traveled to countries near and far, conducting sessions in multiple languages, and sometimes dialing in with remote facilitation and hybrid participation.

In this article, we break down the basics of Cardano’s decentralized governance and what went into the facilitation process for the Cardano Constitution.

Decentralization, Explained

Decentralization is defined as an organizational structure based on the distribution or redistribution of power away from a central authority. Decentralization can be implemented in countless spheres, including in organizations, businesses, governments, technologies, and software, with new strategies and applications of this form of governance continually emerging.

Decentralized governance refers specifically to the shift away from centralized decision-making and administration toward a distributed structure of activities and power. For Cardano, their new constitution would outline the structure of their decentralized organization and how it is governed.

Decentralization is a particularly important trend in Web 3.0 and its sister concept, Web3. As the third generation of the World Wide Web, Web 3.0 is a developing iteration of the internet that features increased connectivity through a smarter internet, offering a more transparent and open online experience. Web3 is centered around blockchain technology and how it can redistribute control of data and identities online. 

For facilitators, it’s important to understand the opportunities for decentralization that are introduced by Web3 and Web 3.0. As the latest version of the internet develops and grows, the people behind it will have to collaborate in greater numbers and on bigger projects—which requires great facilitation.

The innovations of Web3 will reach well beyond technological industries, as will the practices of decentralization used by blockchain platforms. By becoming familiar with these trends, facilitators can stay on the leading-edge.

Decentralized Facilitation Process

Since its founding, Cardano has prioritized the core principles of Web3, including transparency, autonomy, and equity. Its constitution would become a pioneering document for cryptocurrency and blockchain networks that are pursuing decentralization, as the document was created through a collaborative, egalitarian process.

To do this, the Cardano community had to somehow bring together thousands of participants from around the world to work collaboratively. The delegated participants would have to come to a consensus on the final document before turning it over to the broader community for ratification.

The Voltage Control team was a part of this process from the introduction of CIP-1694, which introduced the constitution creation process to the chain. From there, Voltage Control Certified Facilitators assisted in the design of the process and facilitated dozens of events, including Community Workshops in 50 different countries, remote and hybrid Delegate Synthesis Workshops, and the three-day Cardano Constitutional Convention.

Community Workshops

A total of sixty-three Community Workshops were held in fifty countries around the world during three busy months. These day-long events were an opportunity for Cardano community members to gather and discuss the text of the Constitution. 

Facilitators worked with hosts from Cardano member organization Intersect to organize these workshops, which were typically held in person, with some hybrid and remote events as needed. Voltage Control tapped into our global network of Certified Facilitators and alumni to pair facilitators with workshops, including sending facilitators who spoke the participants native languages when available. 

At the Community Workshops, participants worked through four to five specific questions about the text of the Constitution. Time was limited at these events, so these questions gave each group designated topics to focus on and work through. The Civics Committee managed the distribution of questions, which could be kept flexible as time went on and it became apparent which topics would need more attention.

The participants would also elect a delegate to represent their Community Workshop at the upcoming Cardano Constitutional Convention.

In order to prepare for the Constitutional Convention, facilitators and hosts worked together to hold remote Global Synthesis Workshops, which brought together elected delegates to review data and feedback from the Community Workshops. These Synthesis Workshops occurred alongside the Community Workshops that were happening around the globe, which allowed hosts to adjust the agendas as needed.

The facilitation team focused on staying adaptable to the needs of each event and each group. Facilitator Caterina Rodriguez, who facilitated South American community workshops in Spanish, spoke about this, saying, “There were groups that wanted to move to the process methodically. There were groups that wanted to take no breaks. Then there were groups that were like, we want a full-blown debate. So it was about being adaptable to what was emerging in the space.”

Cardano Constitutional Convention

The climatic event for this process occurred over three days, from December 4 to December 6, 2024, as the Cardano Constitutional Convention. The gathering was held simultaneously in Nairobi, Kenya, and Buenos Aires, Argentina, with additional remote participants attending from around the world. Participants were connected in real-time via Zoom, Mentimeter, and other digital tools.

In total, 450 attendees, including 63 delegates, represented 51 different countries for this collaboration. This historic event marked the end of two years of planning and five months of intensive work on the network’s decentralized governance constitution.

Led by facilitators and community  hosts, attendees reviewed and refined the text of the Cardano Constitution through discussions and collaborative workshops taking place over the first two days, with edits to the document being made in real time. On the final day, delegates signed off on the historic document with a 95% approval vote.

The Cardano Constitutional Convention also served as an important gathering for the blockchain ecosystem, with community members able to build connections with each other through in-person and hybrid channels. Informational sessions, including speakers and panels, invited participants to learn more about the blockchain ecosystem, encouraging continued engagement even after the event.

By building community knowledge and personal relationships, the event hosts ensured the continued successful decentralization of Cardano’s governance. Attendees gained a better understanding of key topics and grew their personal networks.

Making Blockchain History

On February 19, 2025, Cardano Co-Founder Charles Hoskinson announced that the Constitution had been ratified on-chain with an 85% approval rate, well above the 75% approval rate needed to be enacted. Cardano became the first truly decentralized blockchain with a community-run governance model.

This groundbreaking moment is just the beginning for Cardano. Through Voltage Control’s facilitation process, the Cardano community became enthusiastically engaged with the governance process. This engagement will continue into the future, which is essential for the success of the blockchain platform.

Cardano Civics Committee Secretary Danielle Stanko commented, “We have so many people now in the ecosystem who care about governance, who know about the Constitution and have read it, and that’s a really great foundation to start from.”

For the broader Web3 and blockchain community, the Cardano Constitution serves as a pivotal proof of concept. Through strategic facilitation, the Cardano community was able to come together and communally write, revise, and approve a governing document for their blockchain network. Thousands of participants from around the globe engaged with the process, partaking in an effectively decentralized process.

Facilitation for Blockchain and Cryptocurrency

For the facilitation team from Voltage Control, the process required maximum deployment of facilitation skills and methodologies. The global collaboration brought together thousands of participants from different backgrounds, who spoke different languages and held varying opinions on the future of Cardano governance.

All facilitators had obtained their Facilitation Certification from Voltage Control. The Facilitation Certification program is aligned with International Association of Facilitators (IAF) competencies, and it builds the foundational facilitation skills needed to successfully transform meetings, drive change, and inspire innovation.

Our certified facilitators helped the Cardano community overcome countless moments of disagreement and paralysis, assuring a supportive, productive use of time for every workshop and event. Together, Cardano and Voltage Control proved that a large, global network of people can achieve wide consensus through well-executed facilitation.

To work with Voltage Control on your project, contact our team today. To learn more about the facilitation of Cardano’s constitution, read our complete case study here.

The post Facilitating Cardano’s Decentralized Governance appeared first on Voltage Control.

What does it mean to truly practice together? At Voltage Control, we believe that facilitation isn’t just a skill that can be mastered in isolation; it’s a collective pursuit. That’s why we call our community Facilitation Lab. The word “Lab” is no accident—it’s a nod to experimentation, mutual support, and a safe space where learning happens in real time. In a lab, things might fizzle, spark, or explode, but you’re never alone when it does. That shared commitment to exploration builds the kind of trust that enables deep, transformational growth.

Collective practice is about more than polishing facilitation techniques—it’s about building the muscle to adapt, to hold space, and to grow alongside others. It’s a culture of curiosity where people show up, not just to get it right, but to try it out. Facilitators at every stage—from aspiring to seasoned—gather at our meetups not to show off but to get better, together. And in that space, there’s freedom to stretch boundaries, push comfort zones, and play with new tools in ways you rarely get to do in client sessions or corporate meetings.

There’s a kind of magic that happens when you practice with peers who are also committed to learning. Vulnerability becomes a strength. Reflection becomes a shared act. And you stop thinking of practice as preparation for “the real thing”—because this is the real thing. The community becomes your classroom. Over time, those shared experiences build a library of insight that we draw from in moments of challenge and growth.

What Collective Practice Really Means

When we say “collective practice,” we’re not just referring to a group setting. We mean engaging in an active, live environment where each person is simultaneously learning and contributing to others’ learning. In our Practice Playgrounds, you might be leading a breakout as the facilitator one moment, and embodying a skeptical participant the next. That fluidity is part of the learning. You’re always one pivot away from a new perspective.

This kind of environment creates space for not only skill development but self-awareness. We’ve seen it function as a sort of litmus test—who’s willing to show up in public and practice with a bit of edge? Who’s ready to explore the less comfortable, more emergent aspects of facilitation? It reveals who’s confident, who’s adaptable, and who’s curious enough to keep going. And that’s often the truest mark of a great facilitator: curiosity and humility.

Collective practice also flips the script on expertise. You might enter a session thinking you’re there to help someone else, only to realize halfway through that your biggest insight came from playing the role of participant. There’s a particular kind of empathy that forms when you experience both sides of the room. It sharpens your ability to read group energy, respond in the moment, and build workshops that meet people where they are.

It’s also worth noting that the rhythm of collective practice builds endurance. The more you participate, the more facilitation feels like a natural, fluid way of being rather than something you have to prep for or put on. It’s less of a performance and more of a practice in presence.

The Rise of Participant Practice

A fascinating thread that’s emerged recently in our Labs is the idea of participant practice. That is, how can someone get better at facilitation—even if they’re never “in charge” of the meeting? In one North America session, we heard from someone discovering the magic of facilitation while stuck in a non-leadership role. Her story sparked a reflection: How do we show up as excellent meeting participants?

Being a “magical meeting participant” isn’t about taking over. It’s about modeling curiosity, asking great questions, and supporting the flow of the session. It means noticing dynamics and finding ways to offer subtle assists—like that personal trainer who doesn’t lift the bar for you but gives just enough support to help you make the rep. That type of contribution can shift the mood of the room and unlock more productive conversations.

Leaders who adopt this mindset can shift their organizational culture, not by commanding the room but by creating space for others to step up. It’s a form of facilitation through participation—activating others by how you show up. It’s how cultures of collaboration are born. In many cases, it’s the seed of a long-term transformation.

The idea of participant practice also acknowledges that facilitation isn’t always about holding the marker. Sometimes it’s about holding the energy. The ability to sense when to lean in or hold back is a powerful form of emotional intelligence. And we’ve seen firsthand how those who embody this ethos gain influence and trust far beyond their title.

Cultivating Feedback Culture

At the heart of collective practice is feedback. Not the kind that’s buried in performance reviews, but real-time, practical, human feedback. Our go-to tool for this is the classic Plus/Delta—what worked and what could be improved. But the magic isn’t in the tool; it’s in the culture that surrounds it. The questions invite honesty, but the environment makes that honesty land with care.

In our redesigned Practice Playground format, we now offer additional practice roles—not just as facilitators, but as openers and closers too. And even though those segments aren’t formally debriefed, participants still crave that feedback. We’ve seen people linger after the session to exchange thoughts, ask questions, and reflect together. These spontaneous sidebars often become some of the richest parts of the experience.

What’s remarkable is how this feedback culture fuels a loop of continuous improvement. Participants leave with insights they can immediately apply, and facilitators walk away with a clearer sense of how they landed. And because it’s all framed as practice—not performance—feedback isn’t threatening. It’s welcomed. When people know they’re in a space that celebrates iteration, they’re more likely to take risks and stretch themselves.

We’ve even seen cases where someone who received tough but caring feedback one week returns the next with a dramatically improved approach. That kind of resilience, powered by community, is what makes collective practice so special.

Global Collective Practice

Between mid-April and mid-May, we launched one of our largest experiments in collective practice to date. In collaboration with Jake Knapp and his new book Click, we facilitated over 70 workshops around the world. Each event focused on practicing the Differentiators activity—a tool from the new Foundation Sprint—and the results were electrifying.

This global sprint wasn’t just about showcasing a new method. It was a real-time prototype of how distributed practice can build shared momentum. From San Francisco to Amsterdam, Austin to Toronto, facilitators and participants rolled up their sleeves and tried it together. People shared photos, stories, and lessons on social media. New faces joined the community. It clicked. And that shared momentum continues to ripple out.

We also saw the power of iteration in action. The original Easy Brew case study evolved with each city. In North America, we trimmed it down and added fictional competitors to reduce cognitive overload. Varsha expanded the options in Amsterdam with two new case studies. This layering of improvements is what collective practice looks like in action.

What started as a celebratory launch transformed into a collaborative design process. Each facilitator added their own touch, and together we shaped something more refined than any one of us could have created alone. That’s the hallmark of a thriving practice culture—distributed ownership and creative contribution.

Practicing Belonging

One of the simplest but most effective ways to warm up a room for collective practice is through connection—and the Common Denominator activity delivers every time. It’s fast, fun, and reveals shared traits you might not expect. We break people into small groups, task them with finding commonalities, and see who can find the most.

At first glance, it feels like a game. But look deeper, and you’ll see the scaffolding of collaboration forming. The activity builds pattern recognition, sparks laughter, and sets the tone for open, curious engagement. You’d be surprised how fast strangers feel like a team when they discover they’ve all traveled to the same country or have the same weird food habit.

We’ve run Common Denominator at regional Labs, at SXSW, and even as a delay tactic when sessions needed a time buffer. It’s versatile and always delivers. It also provides a fascinating window into group dynamics: which teams optimize for speed and strategy, and which ones go deep on nuance and connection? Both reveal something valuable.

We’ve noticed that how a group approaches Common Denominator often mirrors how they collaborate. Are they focused on getting the “right answers” or on getting to know one another? Are they competing or co-creating? These moments of play hold deep insight into how we work together.

Designed for Real Growth

Over the last year we’ve been listening to feedback and iterating on our process and have developed a V2 of the Practice Playground format. Version 2 drops the open space section where participants brainstorm growth edges. Instead, we come prepared with a specific method—like Differentiators from the Foundation Sprint—to practice. This small shift has had a huge impact.

It turns out that anchoring the session around a shared activity frees up cognitive load and allows more time for role play. Rather than trying to translate personal growth goals into facilitation challenges on the spot, participants can inject their challenges into the method itself.

We also added new framing: before jumping into practice, each group discusses where and how this method might show up in their work. What’s likely to go wrong? Where are the edge cases? This primes the group with scenarios to role-play, making the experience richer and more grounded.

The feedback? Overwhelmingly positive. People want more time to practice. More clarity. More structure. V2 delivers that, while still leaving room for creativity and self-discovery. And because the practice is live and iterative, even those new to the method can contribute meaningfully.

This format also reduces the cognitive overhead for facilitators leading the session. With a shared focus and clear agenda, it’s easier to guide the group and spot emergent learning moments. We’re seeing more confidence from new facilitators and deeper engagement from returning ones.

Graceful Authority & the Invitation to Practice

What emerges from this kind of ongoing, public practice is something we call graceful authority. It’s not command-and-control. It’s not about being the expert in the room. It’s authority earned through presence, empathy, and adaptability. You’re trusted not because you always know the answer, but because you’re willing to explore it with others.

Facilitators who thrive in collective practice spaces don’t posture. They co-create. They get better not in secret, but in public. And that’s the kind of leadership we need more of—in our organizations, our communities, and our world. In many ways, this is the future of leadership: collaborative, emergent, and shared.

So here’s your invitation: come practice with us. Join an upcoming Facilitation Lab meetup. Try Common Denominator with your team. Bring a method to your next meeting and let others try it on for size. The point isn’t perfection. It’s progress—together.

Whether you’re new to facilitation or a seasoned guide, there’s room to grow. And there’s no better way to do it than in community.

That’s the power of collective practice.

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When I stepped onto the stage to kick off Facilitation Lab Summit 2025, our 7th annual facilitation summit, I took a moment to acknowledge the deep appreciation and humility I felt as I reflected on our seven remarkable years and journey that brought us all together. Full of exuberance, curiosity, and optimism for what we all might create together, the energy in the room was palpable. In the days since, I kept telling people how special it felt, as if it were a barometer of great things to come. 

The summit is an annual experience dedicated to showcasing our talented and engaging alumni and fostering an environment of shared curiosity and practice. This year was filled with inspiration, learning, and growth. Facilitators from all backgrounds came together to engage in thought-provoking sessions, participate in interactive activities, and share their expertise. Whether you attended or are hearing about it for the first time, here’s a recap of what made this year’s summit unforgettable.

Summit Highlights

I’m deeply proud of all eight of our alumni who facilitated the conference this year. They did an exceptional job of guiding everyone through thoughtful exploration of concepts alongside hands-on exploration. In the coming weeks, we release videos of each of the workshops. In the meantime, here are some key highlights:

Day 1: Laying the Foundation for Transformation

Our summit kicked off with an electrifying session by Skye Idehen-Osunde on building credibility and psychological safety in workshops. The Safety Net session set the tone for the day, equipping facilitators with practical tools to foster environments where everyone feels safe, valued, and heard. Skye’s high-energy delivery was the perfect catalyst for the learning and exploration that would unfold throughout the day.

Next, Alyssa Coughlin took us through Change Through Stories: Capturing Hearts and Aligning Minds, a powerful workshop on the role of storytelling in change management. Alyssa demonstrated how compelling narratives can unite teams and inspire collaborative action, offering attendees a framework for creating stories that resonate and drive transformation.

After a brief networking break, Kathy Ditmore led a session on Mapping Your Change Journey. Kathy dove deep into the complexities of change initiatives, guiding participants through the essential steps to successfully align teams and navigate the challenges of process redesign. Her interactive exercises, including pre-mortem analysis, provided real-world tools to help facilitators tackle change with confidence and purpose.

In the afternoon, Dom Michalec brought a groundbreaking approach to the table with his session, Facilitating Transformation: How Small Changes Change Everything. Drawing on his expertise in Behavior Design, Dom illustrated how tiny, intentional shifts can lead to massive transformations in both personal and professional settings. His insights were both practical and inspiring, leaving attendees with a newfound superpower: the ability to create lasting habits and facilitate meaningful change.

As the day wrapped up, we gathered to honor the incredible contributions of our community. The Facilitation Lab Summit 2025 Awards celebrated some outstanding individuals whose dedication and innovation have left a lasting impact on the field of facilitation:

• Innovation Award: Dan Walker for reshaping how facilitators engage teams with creative techniques.
• Growth Award: Theresa Ledesma for her continuous learning and professional development, making a positive impact in her community.
• Community Award: Robin Neidorf for her mentorship and fostering collaboration within the facilitation community.
• Impact Award: Dirk Van Onsem for his profound influence on driving organizational change and empowering teams to tackle societal challenges.

These incredible facilitators exemplify the power of facilitation in driving positive change, and we were thrilled to celebrate their achievements.

Day 2: Deepening the Practice and Creating Lasting Connections

Day 2 of the summit began with Dr. Karyn Edwards, PCC, as she introduced The Secrets of Applying Executive Coaching to Facilitation. Karyn’s session on non-directional coaching techniques provided valuable insights into how facilitators can create self-led discovery and foster deeper learning within groups. Her session was a transformative experience for attendees looking to refine their facilitation skills and deepen their impact.

Next, JJ Rogers led us in exploring Radical Acts of Delight. In this lively and inspiring session, JJ encouraged facilitators to infuse joy and creativity into their practice, creating high-trust environments where participants feel engaged and connected. The session was a reminder that delight and creativity are essential to making facilitation memorable and impactful.

After lunch, Caterina Rodriguez brought us into the world of nonverbal communication in her workshop Enhancing Facilitation Through Nonverbal Communication. This interactive session highlighted the critical role nonverbal cues play in building inclusivity and connection. Participants learned how cultural values shape communication styles and gained practical tools to enhance their facilitation by listening beyond words.

The summit closed with a truly special session by Elena Farden titled Consent as Ceremony: Learnings from Nurturing Safe Connections in Indigenous Play Parties. Elena’s exploration of cultural practices of consent and gratitude provided profound insights into creating environments where respect, trust, and connection flourish. This session offered a unique perspective on how cultural teachings can enhance facilitation, fostering deeper connections and more inclusive experiences.

Key Takeaways from the Summit

While the summit was full of insightful sessions, here are some key takeaways that resonated across the two days:

• Psychological safety and credibility are crucial for creating impactful workshops where everyone feels valued.
• Storytelling is a powerful tool for fostering change and aligning teams around a shared vision.
• Small, intentional behavior changes can lead to meaningful transformations.
• Nonverbal communication plays a pivotal role in creating inclusive and engaging environments.
• Infusing delight and creativity into facilitation fosters greater engagement and trust.

Join the Community and Stay Connected

Although the summit has ended, the journey doesn’t have to stop here. Continue engaging with facilitators from around the world through our Community Hub. Share resources, exchange ideas, and keep the momentum going!

Join the Community Hub

Looking Ahead to the 2026 Summit

Excited for next year? Early bird tickets for the 2026 Facilitation Lab Summit are now available at a discounted rate, but don’t wait—these tickets are only available until August! Secure your spot early and save on registration.

Get 2026 Tickets Now

Thank you to everyone who made Facilitation Lab Summit 2025 a success. We can’t wait to see you next year as we continue to inspire, engage, and transform through the power of facilitation.

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Table of contents

• Fostering Psychological Safety
• Developing Trust
• Embracing Failure
• Ensuring Every Voice is Heard
• Turning Tension into a Catalyst for Growth
• Conclusion

Innovation is not just a desirable trait; it’s a critical component of success. Companies that fail to innovate risk falling behind, losing their competitive edge, and ultimately becoming irrelevant. However, innovation doesn’t happen in a vacuum. It requires an environment where creativity is nurtured, where risk-taking is encouraged, and where failures are seen as stepping stones rather than setbacks. At the heart of such an environment lies psychological safety—a concept that has gained significant attention in recent years, but one that is still often misunderstood or overlooked in practice.

Psychological safety refers to the shared belief within a team that it is safe to take interpersonal risks. It is the assurance that one can speak up, offer new ideas, admit mistakes, or challenge the status quo without fear of negative consequences such as embarrassment, rejection, or punishment. When psychological safety is present, team members feel comfortable being themselves, which fosters a culture of openness, trust, and collaboration. This is the kind of culture where innovation thrives because individuals are free to explore uncharted territories without the fear of being judged or penalized.

In this blog post, we will delve into the critical role psychological safety plays in fostering innovation. We will explore how to cultivate this essential component within teams, the connection between psychological safety and trust, the importance of reframing failure, strategies for ensuring every voice is heard, and how to handle conflict constructively. We will also provide actionable steps for leaders and facilitators to implement these concepts in their own organizations. By the end of this post, you will have a comprehensive understanding of how to create and maintain a psychologically safe environment that not only supports innovation but drives it.

Fostering Psychological Safety

Psychological safety is the cornerstone of any innovative team. Without it, creativity is stifled, and meetings often become echo chambers where only the most conservative, well-rehearsed ideas are shared. This not only limits the potential for breakthrough innovations but also diminishes the overall energy and engagement within the team. When participants don’t feel safe, they are less likely to take the risks necessary to propose bold ideas or think outside the box.

To foster psychological safety, facilitators must be intentional in their approach. It begins with creating a culture of respect and empathy, where understanding takes precedence over persuasion. Facilitators should actively encourage the sharing of ideas, no matter how incomplete or unconventional they may seem. This can be achieved by setting clear expectations that all contributions are valued and by providing equal air time for all participants. When people feel that their input is genuinely appreciated, they are more likely to engage fully and bring their most creative ideas to the table.

Moreover, focusing on progress rather than perfection is crucial in creating a psychologically safe environment. Perfectionism can be a significant barrier to innovation, as it discourages experimentation and the exploration of new ideas. Facilitators can combat this by celebrating incremental improvements and framing challenges as opportunities for learning and growth rather than as failures. This approach not only fosters a more open and creative atmosphere but also encourages continuous improvement and resilience in the face of obstacles.

Developing Trust

Trust is often hailed as the foundation of effective teamwork, but it’s essential to recognize that trust doesn’t emerge in isolation. It is built on the groundwork of psychological safety. When team members feel safe to be themselves—expressing their ideas, admitting mistakes, and offering honest feedback—trust naturally follows. This trust is not just a nice-to-have; it’s a critical element of a high-performing team that can innovate and adapt in the face of challenges.

In environments where psychological safety is prioritized, team members are more willing to take interpersonal risks, such as sharing unpolished or controversial ideas. They feel confident that their contributions will be met with respect rather than criticism. This sense of security fosters deeper connections and stronger relationships within the team, which in turn builds trust. When trust is present, collaboration becomes more fluid and effective, as team members are willing to engage in open, honest dialogue without fear of negative repercussions.

Leaders and facilitators play a pivotal role in cultivating this trust. By modeling vulnerability and openness, they set the tone for the rest of the team. For example, when a leader admits their own mistakes or shares a learning experience, it signals to the team that it’s safe to do the same. This creates a ripple effect, encouraging others to step out of their comfort zones and engage more fully in the collaborative process. As trust deepens, so does the team’s ability to innovate, as members are more likely to challenge the status quo and support one another in the pursuit of new ideas.

Embracing Failure

Innovation and risk-taking are intrinsically linked, but with risk comes the potential for failure. However, in a psychologically safe environment, failure is not viewed as something to be avoided at all costs; rather, it is embraced as an integral part of the creative process. This shift in perspective is essential for teams that want to push boundaries and explore new ideas without the paralyzing fear of making mistakes.

In many traditional workplace cultures, failure is stigmatized, leading to a fear-based approach where team members are reluctant to take risks. This fear of failure can be a significant barrier to innovation, as it stifles creativity and discourages experimentation. To counteract this, leaders and facilitators must actively work to reframe failure as a valuable learning opportunity. By doing so, they create an environment where team members feel empowered to take calculated risks and explore bold ideas, knowing that even if they don’t succeed, the experience will yield valuable insights.

This reframing of failure involves several key strategies. First, leaders should openly discuss the importance of failure in the innovation process, highlighting examples where setbacks have led to significant breakthroughs. Second, when failures occur, they should be debriefed constructively, focusing on what can be learned rather than assigning blame. This approach not only normalizes failure but also reinforces the idea that mistakes are a natural part of the journey toward innovation. Finally, leaders should celebrate the effort and courage involved in taking risks, regardless of the outcome. This recognition helps to build a culture where failure is not feared but embraced as a necessary step toward success.

Ensuring Every Voice is Heard

Collaborative decision-making is a powerful process that brings together diverse perspectives to create more informed and effective outcomes. However, its success hinges on the presence of psychological safety. In environments where safety is lacking, meetings can quickly devolve into scenarios where only a few dominant voices are heard, while others are silenced or overlooked. This not only undermines the quality of the decisions made but also erodes the sense of inclusivity and engagement within the team.

For collaborative decision-making to be truly effective, facilitators must actively work to ensure that every voice is heard. This starts with creating a culture of transparency, where participants feel comfortable sharing their thoughts and opinions without fear of judgment. Facilitators can use various techniques to achieve this, such as establishing ground rules that promote equal participation, actively soliciting input from quieter team members, and using structured decision-making processes that allow everyone to contribute.

Another key aspect of fostering collaborative decision-making is the emphasis on the value of diverse perspectives. When team members come from different backgrounds or have varying levels of experience, they bring unique insights that can lead to more innovative and well-rounded solutions. However, these diverse perspectives can only be leveraged if team members feel safe to express them. Facilitators should encourage open dialogue and create opportunities for team members to share their ideas in a way that feels comfortable to them, whether through verbal contributions, written input, or anonymous feedback mechanisms.

Ultimately, when every voice is valued and heard, the decisions made are more likely to reflect the collective wisdom of the group. This not only leads to better outcomes but also strengthens the team’s sense of ownership and commitment to the decisions made. By prioritizing psychological safety in the decision-making process, leaders can ensure that their teams are fully engaged and capable of achieving their highest potential.

Turning Tension into a Catalyst for Growth

Conflict is an inevitable part of teamwork, especially in high-performing teams where passionate, diverse individuals come together to achieve a common goal. While conflict can be uncomfortable, it’s important to recognize that it is not inherently negative. When handled constructively, conflict can serve as a powerful catalyst for growth, innovation, and stronger team dynamics. However, the key to harnessing the positive potential of conflict lies in the presence of psychological safety.

In a psychologically safe environment, team members feel comfortable addressing conflicts openly and honestly. They trust that their colleagues will listen to their concerns and engage in dialogue without resorting to blame or defensiveness. This creates a space where disagreements can be explored in a productive manner, leading to deeper understanding and more creative problem-solving. Rather than avoiding conflict or allowing it to fester, teams with high psychological safety are able to confront issues head-on and use them as opportunities for learning and improvement.

Leaders and facilitators play a crucial role in guiding teams through conflict. By setting the tone for how conflicts are handled, they can help to ensure that disagreements are approached with a mindset of curiosity and collaboration rather than competition. This might involve encouraging team members to express their viewpoints fully, asking open-ended questions to explore underlying concerns, and helping the team to identify common goals and shared values. Additionally, leaders should model constructive conflict resolution by remaining calm, empathetic, and focused on finding solutions rather than assigning blame.

When conflict is approached as a learning opportunity, it can lead to more innovative solutions and stronger, more resilient teams. By prioritizing psychological safety, leaders can create an environment where conflict is not feared but embraced as a necessary part of the team’s growth and development. This approach not only helps to resolve issues more effectively but also strengthens the team’s ability to navigate future challenges with confidence and collaboration.

Conclusion

Creating a culture of psychological safety is not a one-time effort; it’s an ongoing commitment that requires consistent effort, attention, and reinforcement. As we have explored throughout this post, psychological safety is the bedrock upon which trust, collaboration, and innovation are built. It is the foundation that allows teams to take risks, embrace failure, engage in meaningful dialogue, and navigate conflict constructively. Without it, teams are likely to fall into patterns of safe, predictable behavior that stifles creativity and limits their potential.

For leaders and facilitators, the journey toward building and maintaining psychological safety in teams involves a proactive approach. This includes not only fostering an environment where every voice is heard and valued but also modeling the behaviors that encourage openness, vulnerability, and continuous learning. It also means being vigilant in addressing any signs that psychological safety is lacking, such as a lack of participation in meetings, reluctance to share ideas, or avoidance of difficult conversations.

The benefits of prioritizing psychological safety are immense. Teams that operate in such an environment are more engaged, more innovative, and more capable of achieving their collective goals. They are also better equipped to handle the challenges and uncertainties of today’s dynamic business environment. By committing to the principles of psychological safety, leaders can unlock the full potential of their teams, paving the way for continuous improvement, growth, and success.

The post Creating a Culture of Innovation Through Psychological Safety appeared first on Voltage Control.

Introduction: Setting the Tone for the Holidays

The holiday season is often an opportunity to gather with loved ones, but it can also come with challenges: differing opinions, old tensions, and the pressure of expectations. As facilitators, we know the power of intention and positive purpose in creating the environments we want to experience. This holiday, why not bring some facilitation skills to the table? These skills can help transform gatherings into opportunities for genuine connection, curiosity, and understanding. Let’s explore how you can use facilitation principles to create more meaningful and harmonious holidays.

Set the Intention Before the Gathering

Intentions are powerful tools in any facilitated session, and they’re equally valuable at family gatherings. Too often, we default to old habits, approaching conversations without reflection on what we truly want. Before the holiday begins, take a moment to set an intention. Instead of defaulting to convincing others of your perspective or expecting specific outcomes, focus on building or deepening relationships. An example of a strong intention might be: “I want to learn something new about my Uncle Bob,” or “I want to leave this gathering feeling more connected to my cousin.” When we let go of convincing others and, instead, shift to understanding and curiosity, we open up new possibilities for connection.

Another example could be setting an intention to let go of expectations around how the day should unfold. Often, we carry a mental picture of what a perfect holiday looks like, and deviations from that image can cause stress. Instead, try focusing on how you want to feel and the kind of energy you want to bring to the gathering. Is it kindness, patience, joy? Use these intentions as your anchor when things get a bit chaotic.

Break Out of Routines: Establish New Patterns of Interaction

Families often fall into routines—default ways of interacting that might not serve us well. Think about your family’s conversational routines and consider whether they’re leading you to the outcomes you desire. Just like in our facilitation work, where we try to break free from unproductive habits, we can do the same in family gatherings.

One way to do this is by incorporating a new ritual, such as opening the gathering with a reflection prompt: “What is something that has brought light into your life this year?” By replacing predictable, sometimes stale, routines with intentional prompts that invite everyone to share meaningfully, you can change the entire dynamic of your gathering.

Consider trying an activity like “Rose, Thorn, Bud.” Invite each family member to share a rose (something positive), a thorn (a challenge), and a bud (something they’re looking forward to). This simple exercise breaks the pattern of small talk and encourages a deeper, yet structured, connection. The more you practice breaking out of the old routines, the more space you create for authentic interactions.

Hold Space for Authentic Feelings—Even When They’re Difficult

Holiday gatherings can sometimes bring up challenging emotions. Whether it’s the stress of expectations or the resurfacing of past tensions, these moments can be hard to navigate. Instead of avoiding them, consider holding space for these emotions. This doesn’t mean dwelling on negativity but rather acknowledging that everyone may bring their own complex feelings to the table.

A powerful exercise is “Nine Whys,” where you dig deeper into why certain things affect you. For example, if you’re anxious about seeing a relative, ask yourself why that is—and then continue asking “why” until you reach the core of your feelings. This can help you understand yourself better and approach the gathering with more compassion and clarity.

Another helpful tool is simply naming emotions. If someone seems withdrawn or upset, it can help to acknowledge it gently: “I’m sensing there’s some tension here. Would you like to talk about it?” This acknowledgment can defuse defensiveness and create space for vulnerability. Remember, holding space doesn’t mean fixing—it means being present with the emotion.

Lean Into Curiosity with Active Listening

Active listening is one of the most important facilitation skills, and it’s invaluable in family settings, especially when there are different opinions. Instead of preparing rebuttals or filtering what others say through your own assumptions, try to be as present as possible. Reflect back what you’re hearing to ensure understanding. This practice slows the conversation down, creating space for genuine connection and reducing misunderstandings.

For example, if someone shares a strong opinion, try paraphrasing: “What I’m hearing is that you feel strongly about this because of X. Is that right?” Reflecting helps others feel heard and invites more thoughtful dialogue. Another useful tip is to use open-ended questions. Instead of asking, “Why do you think that?” which might feel confrontational, try “What experiences have led you to that belief?” This small shift encourages deeper conversation rather than debate.

Consider adopting “the power of the pause” during conversations. If someone says something provocative or challenging, take a breath before responding. This moment of pause can prevent escalation and gives you time to choose a response rooted in curiosity rather than defensiveness.

Incorporate Playfulness: Prompts and Games for Connection

Playfulness can ease tension and create a more open, joyful environment. Consider introducing a lighthearted prompt, such as, “What’s lighting you up these days?” or “What’s a holiday tradition you’ve always loved?” For families who enjoy a little healthy debate, try an activity like determining the “quintessential holiday movie” by collectively deciding on criteria. The key is to keep it fun and collaborative, encouraging everyone to share and connect.

Improv games like “Five Things” or even creating a “Family Portrait” through a storytelling game can also bring everyone together in laughter and shared creativity. Another favorite is “Reverse Charades,” where the entire group acts out a word while one person guesses. The collective hilarity can diffuse tension and remind everyone why gathering together is important.

Another great activity to consider is TRIZ, a facilitation technique that can add humor while helping the group identify unhelpful patterns. Introduce TRIZ as a way to brainstorm all the things that would make the holiday absolutely terrible—encourage creativity and laughter as people come up with the worst possible ideas. Then, have everyone reflect on whether they’ve ever unintentionally done any of those things. Finally, create a list of behaviors or traditions to avoid in order to make room for more positive experiences. This structured but playful approach can help everyone feel more invested in making the gathering as joyful as possible.

If you sense tension rising during the meal, try using humor or pivot to a lighter activity, like a “Gratitude Circle.” Invite everyone to say something they appreciate about the person to their left. This playful yet meaningful activity can instantly shift the mood and deepen bonds.

Navigate Traditions and Rituals Inclusively

Traditions are a big part of the holidays, but they can sometimes create tension, especially when different people value different things. Facilitation teaches us to co-create experiences—an approach that’s also useful when blending family traditions. Have an open conversation about which traditions are most meaningful to each person. This allows you to decide together which traditions to honor and what new experiences to create.

It’s also an opportunity to be inclusive, especially if you have guests from different cultural or religious backgrounds. Ask them what they’d like to bring to the gathering, and explore ways to integrate these elements into the family celebration. For example, if someone in your gathering celebrates a different holiday, invite them to share a story or ritual that’s meaningful to them. You might light a candle together or share a dish that’s part of their tradition.

You can also create new shared rituals. One family began the tradition of a “Holiday Memory Jar,” where each person writes down their favorite memory from the past year, places it in the jar, and then these are read aloud after dinner. This activity honors both individual experiences and collective sharing, fostering inclusivity and togetherness.

Embrace Spaciousness: Less Can Be More

In facilitation, we often talk about the importance of spaciousness—leaving room in the agenda for reflection, rest, and connection. The holidays are no different. It’s tempting to fill every moment with activity, but this can lead to stress and exhaustion. Instead, think about paring down your holiday plans to what is most essential. What activities are truly in service of connection, joy, and rest?

Leave space for unplanned moments—whether it’s a spontaneous walk, an afternoon nap, or an extended conversation over coffee. By embracing spaciousness, you create a more relaxed atmosphere where meaningful interactions can naturally unfold.

Consider building in a collective “Pause Moment” during the gathering. Maybe after dinner, suggest everyone take a few minutes to sit quietly, enjoy their dessert, or simply reflect on the day. These moments of stillness can help everyone decompress and allow for deeper, more thoughtful conversations to follow. Remember, it’s often in the unplanned, quiet moments that true connection happens.

Facilitating Joyful Gatherings

Facilitating during the holidays doesn’t mean you have to be the “official facilitator” of your family—it’s about bringing intention, openness, and curiosity to every interaction. By setting clear intentions, breaking out of unproductive routines, holding space for authenticity, listening actively, incorporating play, navigating traditions inclusively, and embracing spaciousness, you can transform your holiday gatherings. The goal isn’t to have a perfect holiday—it’s to have a holiday that’s meaningful, connected, and joyful. This year, let’s use our facilitation skills to create memories that will last.

If you’re inspired to bring facilitation into your holiday gatherings, share your experiences with our community! We’d love to hear what worked, what surprised you, and what new traditions you started. Let’s learn from each other and continue building a community of thoughtful facilitators—not just in the workplace but also at home. Join us in the Facilitation Lab to share your stories and get more ideas for transforming gatherings of all kinds.

The post Facilitating the Holidays appeared first on Voltage Control.

Table of contents

• Maintaining During Challenging Moments
• Staying Emotionally Connected 
• Practicing Adaptive Leadership
• Reflective Practices 
• Balancing Adaptability and Equanimity
• Conclusion
• FAQ

Equanimity—often described as inner smoothness or emotional stability—is a cornerstone of effective leadership. The ability to remain calm and composed, especially in challenging situations, is not just a desirable trait; it’s a necessity for those who lead teams, guide discussions, and make critical decisions. Yet, equanimity is often misunderstood. It’s not about being detached or indifferent; rather, it’s about maintaining a balanced state of mind that allows leaders to stay connected, adaptable, and responsive, even under pressure.

In today’s fast-paced environment, where unexpected challenges can arise at any moment, the practice of equanimity helps leaders maintain their composure and provide clear, steady guidance to their teams. This blog explores how equanimity can be cultivated and applied in leadership and facilitation contexts. We’ll delve into strategies for maintaining calm during challenging moments, staying emotionally connected while leading with equanimity, and practicing adaptive leadership. Additionally, we’ll look at the importance of reflective practices in maintaining inner balance and how to harmonize adaptability with equanimity for a resilient leadership style.

Maintaining During Challenging Moments

Equanimity, or inner smoothness, is a foundational quality for effective facilitation. As facilitators, we often face unexpected challenges or moments when things don’t go as planned—technology glitches, difficult group dynamics, or unforeseen questions. In these situations, maintaining equanimity allows us to remain open, flexible, and adaptive, guiding the group smoothly toward the desired outcomes. This inner calm not only benefits the facilitator but also influences the entire group, helping to maintain a productive and positive atmosphere.

While careful planning is essential to successful facilitation, the ability to stay calm and adjust to what emerges in the moment is just as critical. Equanimity provides the mental space needed to assess situations objectively, rather than reacting impulsively. Techniques such as focused breathing, grounding oneself, or engaging in mindful inner dialogue can be invaluable in cultivating this state of calm. These practices help facilitators stay present, manage their own emotional responses, and maintain clarity even when the unexpected happens.

Cultivating equanimity also sets a powerful example for others in the room. When a facilitator remains composed and centered, it encourages participants to do the same. This creates a ripple effect, where the group is more likely to stay engaged and collaborative, even in the face of challenges. In essence, equanimity is not just a personal tool for the facilitator but a guiding force that shapes the overall energy and effectiveness of the session.

Staying Emotionally Connected 

Equanimity is often mistaken for indifference, but they are fundamentally different. While equanimity involves maintaining emotional stability and calm, it also requires staying deeply connected to those you’re leading. This balance is crucial—staying calm under pressure doesn’t mean detaching from the emotions and needs of your team. On the contrary, it means being fully present, empathetic, and responsive, while managing your own emotional landscape.

As a facilitator or leader, maintaining this connection builds trust and credibility. It shows your team that you are not only capable of handling stress but also attuned to their experiences and concerns. Demonstrating calmness without disconnecting from your team creates an environment where others feel supported and valued, even in challenging situations. This connection is vital in fostering a sense of security and cohesion within the group, making it easier to navigate difficult conversations or high-pressure moments.

Moreover, staying emotionally connected while practicing equanimity allows leaders to be more effective in guiding their teams through challenges. It enables a leader to respond to team members’ needs in real time, offer support where it’s needed, and adjust strategies as necessary. This approach balances the leader’s internal calm with a genuine concern for the well-being of the team, ultimately leading to more effective and compassionate leadership.

Practicing Adaptive Leadership

Adaptive leadership thrives on the foundation of equanimity. In moments of crisis or when unexpected challenges arise, staying calm and emotionally regulated allows leaders to make thoughtful, well-considered decisions. This state of inner balance is essential for navigating the complexities of leadership, where the ability to adapt is often the difference between success and failure. Equanimity helps leaders to remain focused on long-term goals while being flexible enough to pivot when necessary.

Emotional regulation plays a key role in maintaining this balance. By tuning into your inner voice and recognizing early signs of stress or tension, you can take proactive steps to stay grounded. This might involve deep breathing, reflecting on your boundaries, or simply pausing to assess the situation with clarity. These techniques help leaders to process emotions effectively and prevent them from clouding judgment. The ability to remain calm and flexible under pressure not only benefits the leader but also instills confidence in the team, who will look to the leader for guidance during turbulent times.

Adaptive leadership is about more than just reacting to changes; it’s about leading with a calm, steady hand that guides others through uncertainty. Leaders who cultivate equanimity are better equipped to manage crises, inspire their teams, and make decisions that are not only responsive but also aligned with the organization’s long-term vision. This approach to leadership fosters resilience and adaptability, qualities that are increasingly important in today’s ever-changing business environment.

Reflective Practices 

Maintaining equanimity during facilitation isn’t just about staying calm—it’s about creating space for thoughtful reflection. Reflective practices, such as taking a moment to pause, breathe, or repeat what was heard, can significantly enhance the flow of a session. These small, intentional pauses allow both the facilitator and the participants to process information more deeply and engage more meaningfully. Reflection creates a buffer against impulsive reactions, enabling more considered responses and a more thoughtful dialogue.

Incorporating reflective practices into your facilitation style helps to smooth out interactions, making facilitators more approachable and the overall experience more collaborative. By taking time to pause, you create a rhythm that encourages thoughtful contributions rather than hurried reactions. This approach not only helps in managing the session’s energy but also fosters a more inclusive environment where everyone feels heard and valued. Reflection also aids in maintaining focus, ensuring that the session remains aligned with its objectives.

Regularly engaging in reflective practices can also help facilitators build their capacity for equanimity over time. Whether through journaling, meditation, or simply taking a few moments of silence before or after a session, these practices reinforce a state of inner balance that can be drawn upon in challenging moments. By integrating reflection into your facilitation toolkit, you not only enhance your ability to maintain equanimity but also create a more thoughtful, responsive, and effective facilitation style.

Balancing Adaptability and Equanimity

Equanimity and adaptability are two sides of the same coin in effective leadership. Equanimity provides the inner calm and stability needed to navigate the unexpected, while adaptability allows leaders to respond flexibly to changing circumstances. Together, these qualities enable leaders to maintain their vision and guide their teams through challenges with confidence. Balancing these attributes is key to leading effectively in environments where change is constant and unpredictable.

One of the key aspects of balancing these qualities is the ability to remain non-judgmental—both toward yourself and others. By avoiding snap judgments, leaders can stay open to new ideas and approaches, which is crucial for adapting to change. This openness also fosters a more positive and supportive environment, where team members feel encouraged to contribute and innovate. Non-judgmental awareness allows leaders to see situations as they are, without the distortion of preconceived notions or emotional reactions, leading to more effective decision-making.

Incorporating daily mindful practices, such as meditation or reflective journaling, can help strengthen both equanimity and adaptability over time. These practices create a foundation of inner balance that allows leaders to face challenges with clarity and poise, ultimately leading to more effective and resilient leadership. By cultivating these qualities, leaders can navigate the complexities of modern organizational life with greater ease, guiding their teams through both steady progress and turbulent change.

Conclusion

Equanimity is more than just a leadership trait—it’s a powerful tool that, when cultivated, can enhance every aspect of facilitation and leadership. From maintaining calm in the face of challenges to staying emotionally connected with your team, equanimity allows leaders to navigate complexity with grace and resilience. When combined with adaptability, it forms a robust foundation for effective leadership, enabling leaders to respond to change with both steadiness and flexibility.

By integrating reflective practices and mindful approaches into your leadership style, you can strengthen your capacity for equanimity and adaptability. These practices not only help you maintain your own inner balance but also create a more positive and supportive environment for your team. Whether you are leading a small group discussion or steering an organization through a major transition, the ability to remain calm, connected, and adaptive will serve you well.

As you continue to develop your leadership and facilitation skills, remember that equanimity is not about being unflappable; it’s about being present, aware, and responsive in a way that supports both your own well-being and the success of your team. By embracing this approach, you can lead with greater confidence and effectiveness, fostering a culture of calm, focus, and resilience in your organization.

FAQ

Q: How can I maintain equanimity during challenging facilitation moments?
Maintaining equanimity during challenging facilitation moments involves staying calm and adaptive in the face of unexpected challenges. Techniques such as focused breathing, grounding oneself, and mindful inner dialogue can help facilitators stay present and responsive, ensuring a smooth and effective session.

Q: How do I stay emotionally connected while maintaining equanimity?
Staying emotionally connected while maintaining equanimity involves balancing emotional stability with empathy and presence. By being fully engaged with your team while managing your own emotional responses, you can build trust and credibility, creating a supportive environment even in challenging situations.

Q: What role does adaptive leadership play in maintaining equanimity?
Adaptive leadership relies on equanimity to navigate high-pressure situations. By staying calm and emotionally regulated, leaders can make thoughtful decisions and guide their teams through uncertainty, balancing the need for stability with the flexibility to respond to changing circumstances.

Q: How can reflective practices help in maintaining equanimity?
Reflective practices, such as pausing to breathe or repeating what was heard, create space for thoughtful reflection and help maintain equanimity during facilitation. These practices enhance the flow of sessions, foster inclusivity, and allow for deeper engagement with the content and participants.

Q: How can I balance adaptability and equanimity in my leadership style?
Balancing adaptability and equanimity involves maintaining inner calm while being open to change. Non-judgmental awareness, mindfulness practices, and reflective journaling can help strengthen these qualities, enabling leaders to navigate challenges with clarity and poise.

The post Mastering Equanimity in Leadership and Facilitation appeared first on Voltage Control.

Humor is one of the most effective yet often overlooked tools for creating engaging, dynamic meetings. It can break down barriers, increase creativity, and reduce stress, all while strengthening team bonds and improving communication. In a world where workplace meetings are often seen as tedious or even dreaded, humor can completely shift the energy in the room and have lasting impacts on connection and alignment.

However, like any tool, humor must be used thoughtfully. Inappropriate or ill-timed humor can do more harm than good, leading to confusion, disengagement, or worse—offending participants. So, how can we leverage the power of humor to create positive, productive meeting environments? How can we encourage participants to join in, rather than feeling like they have to sit and listen?  Let’s explore the many benefits of humor in meetings, along with some practical tips to use it effectively without creating problems.

1. Breaking Down Barriers

Humor has a unique ability to dismantle the invisible walls that exist between people in professional settings. Whether it’s the hierarchy between management and staff, or the cultural or departmental divides within a company, humor can bring people together. It levels the playing field by humanizing everyone in the room, making them more relatable and approachable. A lighthearted atmosphere helps people feel more at ease, reducing anxiety and encouraging participation.  Make sure to know your manager, if they are covering a serious topic or are a more no-nonsense kind of person, it may not be appropriate. It is important to read the room when incorporating humor. 

How to do it:

• Start meetings with a fun, inclusive icebreaker. For example, ask participants to share a funny story about something that happened to them recently or a humorous trait unique to them. . This invites people to engage without feeling pressured and sets a relaxed tone for the discussion ahead. Kick things off sharing your own to build confidence and model vulnerability.
• Leaders can use self-deprecating humor to put everyone at ease. By poking fun at their quirks or missteps, leaders can show that they don’t take themselves too seriously, which in turn helps others feel more comfortable speaking up.

Example: Imagine a cross-departmental meeting where tension is high due to tight deadlines. Kicking things off with a playful comment like, “Alright, let’s see if we can get through this meeting without mentioning the deadline… whoops, I already failed!” can diffuse some of the pressure. It breaks the ice and allows everyone to settle into a more open, collaborative mindset.

2. Enhancing Creativity and Problem Solving

Humor stimulates creativity by shifting participants into a more relaxed mental state. When we laugh, we release dopamine, which improves cognitive flexibility and problem-solving skills. In meetings where creativity is crucial—such as brainstorming sessions or project kick-offs—humor can help people think outside the box.

A 2021 academic paper The Effect of Humor on Insight Problem-solving found that people in a playful mood were better able to think divergently, generating more ideas than those in a neutral or stressed state. Humor lowers the stakes and encourages participants to take risks in their thinking, fostering innovation.

How to do it:

• Use humor strategically during brainstorming sessions. If the group hits a mental block, introduce humor to shake things up. For instance, challenge the group with absurd ideas, like “What would this product look like if it were designed by a superhero?” This kind of humorous reframe can help participants see the problem from a fresh perspective.
• Add playful activities or metaphors to encourage lateral thinking. Asking people to think of creative analogies, such as comparing the company’s challenge to an unusual scenario like “running a lemonade stand on Mars,” can be both humorous and enlightening.

Example: In one meeting, a team struggling to design a new user experience started jokingly comparing their product to a pizza, with the leader saying, “Let’s be honest, we’ve been stuck in ‘crust’ mode for a while now. How do we move on to the cheesy, gooey middle?” This humor spurred the team into a more creative flow, leading to new ideas that ultimately broke the design logjam.

3. Reducing Stress and Boosting Morale

Meetings can often be perceived as stressful, especially when they involve high-stakes decision-making or problem-solving under time constraints. Stress has a direct impact on people’s ability to perform well, causing them to shut down or become overly cautious. Humor acts as an antidote to stress, offering a mental reset that helps participants feel more relaxed and open to contributing.

Humor doesn’t just reduce stress; it also boosts morale. When people laugh, they feel more connected to those around them, which can create a sense of community even in a formal setting. Shared laughter is a bonding experience, and it fosters a positive atmosphere that can carry through even after the meeting ends.

How to do it:

• Plan intentional moments of humor during long meetings to prevent burnout. This could be a funny video clip related to the topic at hand, or simply sharing a lighthearted anecdote about a past challenge.
• Use humor to celebrate small wins or progress during a difficult project. For example, if a major milestone is reached, you could joke, “Alright team, we’ve moved from ‘barely surviving’ to ‘definitely thriving’—nicely done!”

Example: My team was in a high-pressure pitch meeting, facing mounting deadlines and I used humor to release tension. Halfway through the discussion, I announced a “joke break” and shared a quick story about a time when a meeting went hilariously off track. The team returned to the discussion more focused and re-energized, ready to tackle the task at hand with a fresh perspective.

4. Strengthening Team Dynamics

A team that laughs together often works well together. Humor builds camaraderie and helps individuals bond through shared experiences. This is especially important in diverse teams, where people come from different backgrounds and may not have a lot in common. Humor can be a unifying force, creating a sense of shared identity.

Team cohesion is essential for productivity, and humor can accelerate that process. It reduces the perceived distance between people and fosters psychological safety—the feeling that it’s okay to take risks and make mistakes in front of others. This is particularly important in meetings, where participants may otherwise hesitate to voice bold ideas or dissenting opinions.

How to do it:

• Use humor to celebrate diversity within the team. For instance, lightheartedly acknowledge different work styles or personalities. “We’ve got the spreadsheet lovers on one side of the table, and the free spirits on the other. Let’s see if we can find some middle ground!”
• Encourage spontaneous moments of humor that naturally arise during discussions, but ensure that they’re always respectful and inclusive.

Example: During a team-building workshop, the facilitator encouraged participants to share a funny personal story about their first day on the job. This exercise not only brought a lot of laughs but also revealed some shared experiences, helping to build stronger relationships among team members.

5. Reinforcing Key Points in Memorable Ways

Humor is a powerful communication tool. It has the unique ability to make key points more memorable, as people tend to recall information that’s tied to an emotional response—such as laughter. This can be particularly useful when wrapping up meetings or presenting action items.

How to do it:

• Use humor to summarize key takeaways at the end of a meeting. For instance, you could create a humorous metaphor or visual that captures the main points in an engaging way.
• Lightly joke about the next steps to make them more digestible, like “So, Team A, you’re setting the stage—product launch—and Team B, you’re handling the spotlight—our marketing campaign!”

Example: At the end of a strategy meeting, a facilitator summarized the meeting’s three main takeaways by relating them to a popular movie. “We need to be like the Avengers: we have to work as a team, use our individual superpowers, and most importantly, we’re probably going to save the day in the final five minutes.” The group left the meeting with the key points top of mind, thanks to the playful analogy.

Appropriate Humor in Professional Settings: Striking the Right Balance

Not all humor is created equal, and what’s appropriate in a professional setting can vary based on context and culture. It’s important to strike a balance between humor that lightens the mood and humor that could be misinterpreted or alienating. The goal is to keep humor inclusive and positive, ensuring everyone feels comfortable and engaged.

Types of Humor That Work:

• Self-deprecating humor: When done right, poking fun at your own quirks or mistakes can help humanize you as a leader or facilitator. It shows humility and can put others at ease, making them feel more comfortable.
• Shared experience humor: Making light of funny or relatable moments the team has gone through together can be a great bonding tool. It reinforces the idea that you’re in it together.
• Light sarcasm and wordplay: A playful pun or bit of wordplay can inject some fun into discussions, especially when the meeting content is dense or dry.

Types of Humor to Avoid:

• Offensive or divisive humor: Jokes that touch on sensitive topics like race, gender, religion, or politics can alienate participants or even cause harm, even when no malice is intended.
• Targeted humor: Avoid humor that singles out individuals in a negative light or that makes fun of personal characteristics. It’s important to not make anyone feel uncomfortable or put on the spot.
• Excessive sarcasm: Sarcasm can easily be misinterpreted, especially in professional settings where tone is critical. Use it sparingly, and always ensure it’s light and playful, not biting or mean-spirited.

Cultural Sensitivity: Navigating Humor Across Diverse Groups

Humor is deeply tied to culture, and what’s considered funny in one part of the world might not be in another. This makes cultural sensitivity a crucial consideration when using humor in meetings, especially when you’re working with global teams or diverse groups. Humor that feels harmless to one person may be confusing—or even offensive—to another due to differences in cultural norms or language barriers.

Tips for Navigating Cultural Differences:

• Stick to universal humor: Focus on humor that most people can relate to, like shared experiences in the meeting or light, neutral jokes about common topics. Avoid humor that requires a deep cultural context to understand.
• Do your research: If you’re working with an international group or people from different backgrounds, take the time to learn about their cultures and what types of humor are considered appropriate.
• Be cautious with sarcasm and irony: Sarcasm and irony often don’t translate well across languages or cultures, so it’s best to avoid them unless you know your audience well.

Conclusion: Humor as a Facilitation Tool

When used thoughtfully, humor can transform meetings. It helps people engage fully, encourages creativity, reduces stress, and strengthens team dynamics. But like any powerful tool, humor needs to be used with care—timing, tone, and inclusivity are critical factors to keep in mind.1

Whether you’re leading a brainstorming session, navigating a high-stakes meeting, or simply facilitating day-to-day team check-ins, consider how humor can enhance the experience. By fostering a positive, lighthearted atmosphere, you’ll create an environment where participants feel free to contribute, collaborate, and connect.

The next time you’re in a meeting, don’t be afraid to add a little humor—but always use it with care, consideration, and inclusivity in mind.

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In collaborative work, consent plays a pivotal role in fostering effective teamwork and ensuring that every team member is aligned with the project’s goals and processes. Consent is not merely about obtaining agreement but about creating an environment of trust, respect, and mutual understanding. This approach helps to build a strong foundation for any initiative, making the journey smoother and more successful.

From the outset, seeking consent on ground rules and agreements sets the tone for how the team will interact and engage. This initial step is crucial as it ensures everyone is on board with the proposed direction and activities, laying a groundwork that encourages open communication and collaboration. When consent is prioritized, it signals that every team member’s input and perspective are valued, which can significantly enhance engagement and commitment.

In this blog post, we’ll explore the multifaceted role of consent in collaboration. We’ll delve into why it’s essential, how it serves as an assessment tool, and its impact on adaptability and team dynamics. By the end, you’ll have a comprehensive understanding of how to integrate consent into your collaborative processes and the profound benefits it can bring to your projects.

Importance of Consent in Collaboration

Consent is a fundamental aspect of effective collaboration. It ensures that every activity, format, and direction aligns with the group’s collective agreement. From the outset of any initiative or session, it’s crucial to seek consent regarding ground rules and agreements. This initial step sets a powerful foundation for the group, ensuring everyone is willing to engage and participate under shared guidelines.

When consent is secured early on, it becomes easier to build on it throughout the project. Facilitators can confidently guide the team, knowing there’s a mutual understanding of how to proceed. This practice not only promotes transparency but also empowers the group to voice their perspectives, enhancing the overall direction and outcome of the collaboration.

The act of seeking consent underscores the value of each team member’s contribution, fostering a sense of belonging and respect. This foundational step can significantly impact the group’s dynamics, making everyone feel more connected to the project’s goals and more willing to contribute their best efforts.

Facilitator Oversight and Consent

Facilitators often overlook the importance of obtaining consent from the group, especially those who are new to the role. It’s easy for a project manager or meeting organizer to dictate the collaborative process without checking in with the team. However, this oversight can lead to misalignment and disengagement.

Consent is more than a formality; it’s a signal of the group’s readiness to collaborate effectively. By seeking consent, facilitators can gauge the group’s understanding and commitment to the purpose. This step ensures that everyone is on the same page and paves the way for a more cohesive and productive collaboration.

Moreover, by prioritizing consent, facilitators demonstrate their respect for the team’s input and perspectives. This practice can help build trust and encourage more open communication, leading to more innovative solutions and a stronger sense of team unity.

Consent as an Assessment Point

Viewing consent as an assessment point can significantly enhance the facilitation process. When facilitators prompt the group for consent, the responses provide valuable insights into the group’s comfort and agreement with the proposed direction. This feedback allows facilitators to make necessary adjustments, ensuring the group’s needs and expectations are met.

Moreover, the pursuit of consent fosters adaptability. If there’s reluctance or resistance, facilitators can modify their approach to better suit the group’s preferences. This ongoing dialogue creates a dynamic and responsive environment where everyone feels heard and valued.

Using consent as an assessment tool helps facilitators to stay attuned to the group’s evolving dynamics. It allows for real-time adjustments and promotes a culture of continuous improvement, where the process is as important as the outcome.

Smoothing Transitions with Consent

When plans change, having an established process of gaining consent can make transitions smoother and more accepted by the group. If initial steps have been anchored in consent, facilitators can more easily navigate shifts in the moment. By naming what is being observed and proposing adjustments, facilitators can ensure the group remains aligned with the intended direction.

For instance, if a facilitator notices that an activity isn’t leading to the desired outcome, they can openly address it with the group: “Based on where we said we wanted to go, what do you all think about making this shift in the schedule?” This practice not only respects the group’s input but also integrates consent into the culture of the conversation, making adjustments feel natural and collaborative.

This approach helps to maintain momentum and ensures that changes are not perceived as abrupt or disruptive. By continuously seeking consent, facilitators can foster a more resilient and adaptive team environment.

Continuous Process of Seeking Consent

Consent is not a one-time checkbox; it’s a continuous process that significantly impacts team dynamics and success. From the beginning of a project to its completion, regularly seeking and adapting to consent ensures that everyone is engaged and aligned. This practice fosters a culture of transparency, respect, and mutual understanding.

Facilitators who prioritize consent create an environment where team members feel valued and heard. This approach leads to more effective collaboration, as the group is more likely to stay committed to shared goals and adapt smoothly to changes. Ultimately, consent strengthens the foundation of any collaborative effort, making it more resilient and successful.

By embedding the practice of seeking consent into the regular rhythm of team interactions, facilitators can ensure that the team remains flexible and responsive to both challenges and opportunities as they arise.

Conclusion

In conclusion, consent is a cornerstone of successful collaboration and facilitation. It sets the stage for transparency, mutual respect, and continuous engagement, which are crucial for achieving effective teamwork and project success. By viewing consent as an ongoing process, facilitators can foster a dynamic and adaptive team environment that is well-equipped to navigate changes and challenges.

The benefits of prioritizing consent are manifold: improved team dynamics, enhanced trust and respect, better alignment with project goals, and increased adaptability. Facilitators who embrace this approach can significantly elevate their team’s performance and create a more inclusive and empowering collaborative experience.

As you integrate consent into your facilitation practices, remember that it’s about more than just agreement. It’s about creating a culture where every voice is heard, every perspective is valued, and everyone feels a sense of ownership and commitment to the collective journey.

FAQ

Q: Why is consent important in collaboration? A: Consent ensures that all team members are aligned with the project’s goals and processes. It fosters trust, respect, and mutual understanding, which are crucial for effective teamwork and successful outcomes.

Q: How can facilitators effectively seek consent? A: Facilitators can seek consent by clearly communicating the purpose and direction of the project, inviting feedback, and making adjustments based on the group’s responses. This process should be continuous and integrated into all stages of the project.

Q: What if team members are reluctant to give consent? A: If there’s reluctance, it’s important to address the concerns and understand the reasons behind them. Facilitators can adapt their approach to better align with the group’s preferences and ensure that everyone feels comfortable and engaged.

Q: How does consent contribute to adaptability? A: By continuously seeking consent, facilitators can stay attuned to the group’s evolving dynamics and make real-time adjustments. This fosters a more flexible and responsive team environment, capable of navigating changes and challenges effectively.

Q: Can seeking consent slow down the project? A: While seeking consent may take time initially, it can prevent misunderstandings and misalignments that could slow down the project later. In the long run, it promotes smoother and more efficient collaboration.

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As the Olympic Games kicked off in late July, the world has gathered and stopped in its tracks at the feats of such talented competitors. Seemingly-superhuman strength, agility, and skill draw us in and leave us in awe of each country’s best athletes, whether or not they win the gold. 

While we sit at the edge of our couch and yell for our country, or another, to win, something innate in us gets excited at the teamwork, movement, and intention we are observing. 

Games & play in our daily life, while they aren’t as intensive as the Olympic Games, provide us with the opportunity to engage in an alternate world, where the rules of life are temporarily suspended (Gamestorming). 

Facilitators have a unique opportunity to channel creativity, teamwork, and movement when leading their teams with games and play. It seems that when using games, we are simply channeling something that comes natural to us. The Olympics and the way that many of us get invested in games provides a reflection of what can happen with our teams, in our workshops, and as we facilitate! 

What Are Games? 

Dave Gray, Sunni Brown, and James Macanufo outline games as alternative worlds in their book, “Gamestorming.” 

“To enter into a game is to enter another kind of space where the rules of ordinary life are temporarily suspended and replaced with the rules of the game. In effect, a game creates an alternative world, a model world. To enter a game space, the players must agree to abide by the rules of that space, and they must enter willingly. Its not a game if people are forced to play. This agreement among the players to temporarily suspend reality creates a safe place where the players can engage in behavior that might be risky, uncomfortable, or even rude in their normal lives.”

Because games introduce rules that bring us into an alternate world, they act as a context through which social engagement can be structured. 

With this new structure in play, the normal method of engaging with coworkers, peers, or leaders can be adjusted to meet the demands and rules of the game. 

While the rules create a space to engage with the goal at hand, they also leave room for a freedom within structure. 

When we introduce these games into our facilitation practice and use them as methodologies for accomplishing business goals or learning, we also can introduce three benefits: movement, creativity, and teamwork. 

Games Introduce Movement

Games provide a method of introducing embodiment in meetings. While many of us sit at desks most of the day and use our computers to accomplish tasks, meetings provide a unique opportunity to move our bodies as we think with our minds.

Julie Baeb, a Senior Consultant at TeamWorks, relayed her beliefs on the importance of movement on our podcast. She mentions that she uses chart graphs because they force participants to still stand up. “I appreciate the need to stand up. I’ll do a ‘pick your side; coffee or tea.’ I literally get them to physically cross the room. I feel like movement is important. It helps your thinking and your creativity to move your body.”

The Olympics pose to us extreme movement, like moves named after Simone Biles. But movement doesn’t have to be as complex as a double layout with a half-twist in the second flip for it to be beneficial to our minds and teams. 

Games Elicit Creativity 

Forcing participants into an alternate world when solving problems can foster strong creativity that may not bubble to the surface ordinarily. “Playful activities introduce an element of novelty and unpredictability, forcing individuals to adapt and think on their feet.” 

Improv activities are examples of games that foster an environment primed for creativity, quick-thinking, and adaptability. 

LEGO® SERIOUS PLAY® is a wonderful example of getting imagination involved with games. It involves a facilitator guiding participants through building 3d models of their ideas. “The creative, reflective process of making something prompts the brain to work in a different

way, and can unlock new perspectives.”

Games Encourage Teamwork 

Games and play as structures for learning and engagement provide opportunities for teams to actually work together, as a team, as a unit! 

For instance, brainstorming sessions can be highly individualized by nature (every participant thinking on their own, by themselves). Gamifying or introducing a new, creative method of brainstorming that involves collaboration can make a once-isolating activity now team-oriented. “25/10 Crowdsourcing” is a great example; it forces participants to move around the room with their ideas, swapping them with other participants to vote. Laughter is often heard in a room where this activity is being used, which encourages psychological safety.

Games also can level the playing field. Traditional structures of interaction may favor higher-level employees or voices, while games force all to participate. Julie Baeb continues, “It gives voice to everybody in the room.” 

Overall, engaging in enjoyable activities boosts team morale and creates positive memories. Teams who game together have an increased sense of camaraderie!

Staff Picks

There are many ways to incorporate games, play, and game-like structures into meetings and workshops. At Voltage Control, we are not shy when it comes to using game-like structures when facilitating. Here are a list of some of our favorites: 

For Connection: Secret Handshake

Secret Handshake introduces a personal but silly way for participants to learn about someone else in the room. It is best used with groups of unacquainted members, especially in larger groups! 

Steps: 

1. Have the group split into pairs.
2. Instruct the groups that they have five minutes to create a secret handshake with their partner. They’ll begin by asking each other three questions each, such as “what are your hobbies?” and use the answers to help create the handshake. 
3. Select 3-4 volunteer groups to share their handshakes with everyone, and invite the audience to guess what the different activities and hobbies were that inspired the handshake. 

For Collaboration: I’m a Tree

We got this one from Stoke Deck! I’m a Tree is a classic improv activity that introduces creative thinking through metaphor and movement. It fosters boldness, teamwork, and perspective-shifts in a lighthearted manner. Best used to shift perspectives, get uncomfortable, and encourage out-of-the-box thinking!

Steps: 

1. Guide all participants to stand in a circle. 
2. Standing in the center, explain to everyone that they will use their bodies to create a scene, with you starting as a tree. Instruct them to join as other things they might see near a tree, announcing what they are resembling as they join the scene, and that once a third person joins the center, the previous two have to return to the outer circle. Then, the process begins again with the scene built around the third person’s object of impersonation.
3. In the center, say, “I’m a tree!” while impersonating a tree stance.
4. As the third person enters, walk back to the outer circle, leaving room for a new scene. 
5. Continue until all have participated.
6. Debrief by talking through the experience with the team, asking if they had inhibitions, what they learned about teamwork, or how focused they became on the task at hand. 

For Reflection: The $100 Test

The $100 Test is a novel ranking system that engages participants in teamwork and creativity when making decisions on prioritization. Best used when structuring participatory decision-making, closing a meeting, or when needing to gauge group feedback on ideas. 

Steps: 

1. Share the list of items in need of prioritization. 
2. Split up participants into groups of 3-5.
3. Explain that they have $100 to spend on the list of items and that the dollars represent importance. Prompt them to write a brief explanation for the amount. 
4. Give the groups 30 minutes to assign their values.
5. Collect the papers, and lead the group through the total amount assigned to each item. 
6. Highlight the top two highest-dollar items, and discuss first steps for moving forward. 

For Idea Generation: Five Things

Five Things encourages quick, confident thinking alongside group support. It both stimulates agility and camaraderie. Best used before a session to stimulate creative thinking or as a bonding activity before or during a meeting. 

Steps: 

1. Gather everyone into a circle
2. Explain the game: Going around the circle, one at a time, as quickly as possible, everyone will share 5 things that fit into a particular category (for instance, 5 things you’ll find in the trunk of a car or 5 things you find on a school teacher). After each item, the group should clap and call out, “ONE!” and then “TWO!” etc. After the 5th item, the group yells, “5 THINGS!” 
3. Announce the category, and go first to model the pace and excitement.
4. Continue around the circle until everyone has gone.

For Strategy & Planning: Brand Takeover

We got this one from SolveNext! This activity shifts perceptions of what is and isn’t possible for your organization. Brand Takeover encourages outside-of-the-box creativity in the face of a challenge. Best used with teams that are stuck or restricted by perceived cultural expectations. 

1. Before beginning, select the brands you want to use as “taking over” each team (one per group). Prepare a large space for each team to ideate, including a flipchart or board with each brand’s logo and a few photos that show their company culture. 
2. Decide on an idea or problem statement of choice, and clarify it for the group. 
3. Explain that the organization has been taken over by another brand; For example, if you pick Nike, say: “You now have the resources, culture, and assets of Nike, and can use them to solve the problem at hand.” Describe that their task is to brainstorm ideas on how people at Nike might solve the challenge. 
4. Separate the participants into groups and direct them to their assigned brand board. Instruct them to write one idea per sticky note and place it on the space. Give them 20 minutes.
5. Invite teams to share their 3 favorite tactics with the room, explaining the assets and culture involved in the decision. 
6. Lead a discussion on how team members want your organization’s culture to look in the face of innovation and problem-solving. Ask them what it looks like to implement this culture now, starting with this problem. Discuss what changes need to be made in your organization that came to light during the exercise. 

The Olympic Games serve as a powerful reminder of the potential within each of us to achieve greatness through teamwork, creativity, and movement. These elements, when integrated into facilitation through games and play, can transform the way we approach challenges in our teams and workshops. Just as athletes push their boundaries to achieve the extraordinary, facilitators can inspire their teams to break free from conventional thinking, engage fully with the task at hand, and collaborate in ways that bring out the best in everyone.

Games create a unique space where the usual rules of interaction are set aside, allowing participants to explore new ideas, take risks, and connect on a deeper level. Whether it’s the structured embodiment of movement, the spark of creativity from playful activities, or the camaraderie built through shared challenges, games can unlock potential that might otherwise remain dormant.

By harnessing the power of play, facilitators not only make meetings more engaging and productive but also foster a culture of innovation and collaboration that echoes the Olympic spirit. As we cheer on athletes from around the world, let’s also channel that energy into our work, using games to elevate our teams and create lasting impact. If you’re ready to dive deeper into the art of facilitation and learn how to incorporate these techniques into your practice, our Facilitation Certification Program is here to guide you. Join us and discover how you can bring Olympic-level inspiration to your everyday work.

Facilitation Certification

Here at Voltage Control, we love encouraging creativity, teamwork, and movement with games and activities as we facilitate. Interested in learning more about how to structure activities for your teams in ways that will keep them engaged? Check out our Facilitation Certification Program, a three-month, cohort-based course designed to build your confidence and facilitation skills to lead. Our next deadline is September 13. 

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