Over the years Voltage Control has hosted various Liberating Structures immersion workshops. We hold these workshops as part of a series of Liberating Structures immersion workshops with a focus on scrum masters, agile coaches, and technology leaders. In this post, we’ll take you through what liberating structures are and how we ran a liberating structures immersion workshop in the past. Through our workshops, you will learn the principles behind why Liberating Structures work and experience specific structures that will allow you to tap into the room intelligence no matter how large the team. 

Our next Liberating Structures immersion workshop is scheduled for December 2021 – learn more and sign up here. We are also holding a mini-workshop on Liberating Structures foundations in November.

“It’s so fun to see people from a super wide range of domains connecting to one another and beginning to realize what’s possible if they begin to use Liberating Structures in their work all the time. New ways of working together really begin to open up and you can see how enlivened our everyday work can be.” — Anna Jackson, Liberating Structures Workshop Leader

What are Liberating Structures?

Let’s review Liberating Structures first. Liberating Structures is a framework created by Henri Lipmanowicz and Keith McCandless, intended to promote powerful ways to collaborate and engage everyone within a team and boost collaborative team interactions. Liberating Structures consists of 33 microstructures, which are a collection of exercises that allow you to unleash and involve everyone in a group. They provide simple rules that make participatory decision-making easier and are a solution to the dysfunctional format of most meetings, or what Lipmanowicz and McCandless refer to as “conventional microstructures.”

Conventional meeting microstructures are either too inhibiting (i.e. status reports/updates, managed discussions, presentations), or too loose and disorganized (i.e. open discussion and brainstorming). They often limit participation and the control is isolated to one individual or a select few–often the extroverted participants in the group. As a result, these conventional microstructures can routinely stifle inclusion and/or engagement. The Liberating Structures framework is built to encourage participation by including all team members–whether teams are in person, work in a virtual environment, or a hybrid one. 

Liberating Structures Immersion Workshop

A couple of years ago Voltage Control co-hosted a 2-day Liberating Structures immersion workshop with Anna at Native, an Austin modern hostel, kitchen, and bar. Liberating Structures had been quickly gaining popularity among the agile coach and scrum masters communities. In addition to Anna’s typical audience of health care, nonprofits, and government we thought it would be great to include these people from the technology world. While not exclusive to them, we designed with them in mind to ensure they would find exceptional value in the workshop.

We also brought in Amanda Bowman, a Liberating Structures practitioner that has extensive experience leading workshops with Anna, to assist in leading the workshop. Like Anna, Amanda is a skilled graphic recorder. They took turns illustrating as we all facilitated individual methods. Adding the visualization always makes an event more engaging and memorable.

The design team used Purpose to Practice, Liberating Structures Principles, and Design Storyboarding to guide our workshop structure. We met four times before the workshop to plan and prepare for the day.

Amanda kicked off day 1 with an Impromptu Networking followed by Douglas facilitating Appreciative Interviews and we wrapped the day with a tour of the Liberating Structures Principles. Day 2 started with Anna facilitating spiral journal and finished the day with everyone’s favorite, 25–10 Crowdsourcing. We also covered TRIZ, Discovery and Action Dialog, Conversation Cafe/What, So What, Now What, Troika, and Open Space led by Anna; 9 Whys, Design 101, What I Need From You led by Amanda; Ecocycle Planning and Critical Uncertainties led by Douglas.

Voltage Control feels strongly that Liberating Structures has an approach to address almost any challenge you may have to overcome. Therefore, we created a suite of free and interactive Liberating Structures templates for MURAL and Miro for the activities we use most often and hope you enjoy using them as much as we do.

During the workshop, Douglas facilitated the strategic methods. Strategic methods are exceptionally well-suited for technology companies or anyone that may face potential disruption. 

Critical Uncertainties and Ecocycle Planning are two of the more robust strategic planning tools in the Liberating Structures repertoire.

Critical Uncertainties

Critical Uncertainties is a tool that helps you to assess the ability of current strategies and build an ability to respond to changes in the future. First, you consider all of the critical and uncertain factors that you are currently facing or may face in the future. From this list, you’ll select the two most important and place them each on an x- & y-axis.

Once you have drawn your matrix, it is helpful to name and describe each quadrant. Once you’ve considered each quadrant, you can then begin to explore each quadrant to determine strategies that may work in those scenarios.

After working on each quadrant, go back and review all your strategies. Consider which strategies are hedging strategies and only work in a specific scenario or prepare you for those conditions and which strategies are robust strategies and will work in all or most situations?

This structure does not help you generate a plan. It is a tool for developing your strategic thinking and building the capacity to respond to and anticipate changes in your environment proactively.

Critical Uncertainties is a great fit for exploring what features to include in your product, planning and preparing for multi-country IT implementations, and executives creating or refining a 10-year strategic vision.

“The workshop helped me learn and practice some of the LS tools. I now understand enough to read about the other tools and apply them as well” — Michael Smith, Director of Orquestando

Ecocycle Planning

Ecocycle Planning helps you to contextualize aspects of the system that you are operating and allows you to scan for bottlenecks objectively. An Ecocycle is drawn as an infinity symbol with four phases and two traps identified. These phases help you to determine where various components of your systems or products in your portfolio exist within the ecosystem lifecycle. The four phases are birth, maturity, creative destruction, and renewal. The two traps are the rigidity trap and the poverty trap. The Ecocycle is a continuous loop and activities and projects can exist in one place on the map and quickly shift to another.

The front half of the loop, birth & maturity is how we typically think of projects. The back of the loop, creative destruction, and renewal, is often new to people. This is an important opportunity for teams to expand how they think of their portfolio or system. Activities can also exit the loop if you decide to end them. The two traps are also an opportunity for series exploration. We find ourselves in the rigidity trap when activity in maturity has become ineffective and we haven’t made requisite changes. Projects live in the poverty trap when we discover opportunities for re-birth and are not investing in the change.

Ecocycle is effective at prioritizing a backlog, balancing a product portfolio, discovering resources that can be repurposed, stepping back, and shedding light on situations where killing one project allows you to proceed on another.

When running an Ecocycle internally, you’ll invite your team to begin by listing out projects and initiatives that occupy their time. Then you’ll organize into groups of four and explore the placement of these activities onto the Ecocycle. After everyone has finished plotting on the Ecocycle, everyone shares and explores areas where there is a lack of consensus. Finally, the group discusses the next steps how they might respond to insights from the Ecocycle.

During the workshop, Douglas asked participants to consider various Facebook products and services and where they fall on the Ecocycle. He encouraged them to think of themselves as part of a focus group, and Facebook is asking them: “As a Facebook user, where do these features and capabilities live on the Ecocycle?” The following Facebook services were explored: Groups, Events, Messenger, Dating, Newsfeed, Security + Privacy, and Facebook Live.

“I found the strategies and techniques provided by the LS methods to be ideal for the groups where there are frequently power differences amongst participants. The LS methods substantially reduce that differential “— Andres Guariguata, LCSW

The Value of Liberating Structures

Liberating Structures have many useful applications in the innovation world, such as for Scrum or a Retrospective. Liberating Structures don’t need to be practiced in person – in fact, Liberating Structures are more important now than ever in today’s virtual environment and are great for optimal remote team communication. For more information on when to use Liberating Structures and solutions on using the best Liberating Structure for the job, download our guide here. 

For additional information and ways to use Liberating Structures, check out our Liberating Structures course where you will learn key Liberating Structures principles, practice 5 key design methods, chart a plan for further application of Liberating Structures and connect with a Liberating Structures community. You can also learn hands-on in real-time at one of our Liberating Structures workshops as discussed in this article: a deep-dive of Liberating Structures, when, and how to use them to unleash creativity in your meetings through maximum participation. And, as an extra bonus, you’ll also learn how to do this virtually!

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Inclusivity has become a cornerstone in the conversations among leaders, HR professionals, culture evangelists, and at some of the best companies, it’s on the minds of all workers. It’s not surprising that we’ve arrived here. What’s shocking is how long it’s taken us to do so. Making diversity a priority in the workplace is the right thing to do and the human thing to do. It is critical to have diversity in the workplace for copious reasons–an increase in productivity, creativity, engagement, retention, employee satisfaction, and ultimately profits. But it also makes the workplace more fun. When people are happy and see others happy, they stick around. They give their best. They enjoy the workplace and it shows in the work they do.

Diversity only works if we include everyone and make them feel safe and nurture a sense of belonging. However, have you thought about what it means to be “too inclusive” or overly concerned with who you include? This may seem counterintuitive, but sometimes in certain scenarios focusing too much on who you should include in meetings and conversations can actually distract you from your purpose or even force you to compromise your values. 

I believe it is important to be more intentional and purposeful with our inclusion. In other words, it’s ok to be exclusive by design by honing in on your purpose and making conscious decisions that support it. Here’s an example: If you are gathering a group together for data science, then you should exclude non-data scientists. If you are having a meeting about leadership duties, it is unnecessary to include everyone in the company. In this sense, outside parties can be an unnecessary distraction; inviting relevant people to partake in the conversation would help you stay focused on your goal. Exclusion in this way can keep the group concentrated and also saves people who do not need to be involved in time and effort. No one likes to sit in a meeting that they don’t need to be in. And it takes up time to explain information and context to people who are outside of the conversation. Only invite people you need to meetings. 

With this being said, it’s always important and essential to consider all sides of a situation and all voices in a conversation, even the ones not speaking. Exploring perspectives feeds your purpose and is a strength in understanding. Yes, there can be a benefit in only engaging with like-minded people when necessary, but it is just as important to explore the thoughts and feelings of contrasting viewpoints. There is a time and place for inviting outside voices into the conversation. When you need to get work done in a meeting, it can be more effective to leave them out. 

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Consider exclusion by design when over-indexing on inclusion becomes an expense of your purpose, and therefore is unproductive. Exclusion in and of itself is not necessarily bad. In fact, it may allow us to more deeply honor our purpose. If we are honest about our purpose and it is not hateful or discriminatory in nature, then exclusion is a design consideration to ensure we are staying true to our purpose. It can also be generous when we stop inviting unnecessary people and we free up their calendar. Our clarity in purpose paired with intentionally inviting the right people reduces FOMO because people understand they don’t need to be there.

Often people lose sight of who needs to attend meetings, who will benefit most, and who would contribute most. Instead, they invite everyone just to be safe or just to feel inclusive. A more intentional approach will better serve you and your fellow participants, even those you decide not to invite as it might have been a waste of their time, or even worse, their presence would have wasted everyone’s time. 

While over-including is an issue and intentional exclusion can be judged too harshly, a more insidious phenomenon is accidental exclusion. Accidental exclusion is when we don’t bother to even consider who we are excluding because we’ve fallen prey to habits or simply didn’t take the time to prep or consider. It’s important to take a moment to step back and articulate your purpose, outcomes, and who should and shouldn’t be present. Who are you missing? Who can help move this project forward? Who is impacted? Who needs to be consulted? 

These questions are imperative to consider if you want to avoid accidental exclusion–it’s a treacherous and pernicious blindfold to wear. When we don’t notice accidental exclusion or see it, then we feed into it. Accidental exclusion can lead to a sense of isolation amongst your team members. When people don’t feel seen or heard, their performance and quality of life does not reach their full potential. Individuals are also faced with unfairness and unreasonable expectations when a decision falls in their lap that they had no say in but have to support. Accidental exclusion is damaging to every single person in an organization. Avoid it at all costs.

Navigating between intentional and purposeful inclusion and exclusion may seem daunting at first, but it is an applicable and effective approach to more productive and effective work. There is no single right answer or way to do it; it’s an ever-adapting and changing dynamic. Just remember: exclusion can be beneficial when we approach it with eyes wide open–there is a strategy in only inviting relevant voices to a conversation. Be careful of accidental exclusion. Lacking consideration of other people is problematic because it feeds an uninclusive environment. 

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I’m always seeking new ways to keep the monthly Austin Design Sprint meetup fresh and engaging. Anna Jackson and I are hosting a 2-day Liberating Structures workshop May, and we’re actively collaborating around the intersection of Design Sprints and Liberating Structures, so I decided to host Anna for this month’s meeting, on April 4th.

Design Sprints and Liberating Structures are beautifully well suited to complement one another. Sprints are a highly structured sequence of design thinking methods and practices that have been thoroughly tested and shown to produce significant results across five days. While Design Sprints work well for seven people meeting to solve specific types of problems, Liberating Structures can be applied more broadly and scale well for much larger groups. When you face a challenge that is not well suited for a Design Sprint, Liberating Structures offers a curated, tested list of methods that can be applied in a variety of sequences for different purposes.

Participants talk in pairs over three rounds, rapidly sharing challenges and expectations while making new connections.

After kicking things off with the typical announcements, I facilitated Impromptu Networking, a versatile Liberating Structure that works well as an opener. It immediately elevates energy in the room and gets people into a focused conversation. Many methods that are commonly used to get a session started is to start with a light touch that can feel patronizing, but Impromptu Networking invites people to think deeply about what they hope to get out of a session and a challenge they’re facing in their work. I’ve found that it elicits a more meaningful start to the actual work than other methods I’ve used.

Amanda Bowman, who will facilitate part of our workshop in May, delivered a micro-lecture on Liberating Structures, unpacking the core elements of the methods by going back and deconstructing Impromptu Networking. She shared how Liberating Structures differ from conventional structures such as open discussion (sometimes referred to as a “goat rodeo”) and why Liberating Structures are particularly successful at making it possible to truly include many voices in your work.

The Liberating Structures repertoire contains 34 methods optimized to address the weaknesses of our conventional structures. Each of these methods follows a set of rules which are informed by complexity science. The goal of these principles is to encourage broader control of content and include all participants in the shaping of the future.

Avoiding the pitfalls of an overly-planned keynote, participants can connect deeply with another’s experience through a candid, intimate interview.

After the micro-lecture, Anna and I sat down with Daniel Walks for a Celebrity Interview, which is similar to a fireside chat. We have been collaborating on the intersection of Design Sprints and Liberating Structures for a while now, so it was fun to talk about how we see the different approaches working together.

“I loved the insightful discussion about following the structured five-day Sprint plan vs allowing for improvisation and tapping into emergent possibilities with Liberating Structures” — Daniel Walsh

I have become especially interested in how Liberating Structures make it possible to more thoroughly promote inclusion and belonging to groups of any size, so much of our conversation centered around that topic. Anna was first drawn to Liberating Structures, like many people, in part because it makes it possible to include a wide range of perspectives more meaningfully. In her work with community-based organizations this is often the focus, so we were able to talk about different dimensions of the topic together.

“It was interesting to hear from Douglas about how the elements of the Design Sprint method could be pulled out and used routinely in other group work as we do with Liberating Structures” — Amanda Bowman

After the interview, Amanda led us through another versatile Liberating Structure that I use a lot of groups, TRIZ. The name TRIZ has a few other associations, but this one is based on an approach to problem-solving in engineering. You can read more about my experiences with TRIZ here.

Counterintuitively, it is planning for the opposite of what we want that makes it possible for us to stop counterproductive activities and behaviors, making space for innovation.

With TRIZ, you plan backwards — meaning that you design for the opposite result of what you want. In this session, we wanted to explore ideas related to inclusion, diversity, and belonging, so we looked at how to ensure that we sweep differences under the rug and perpetuate the same ways we’ve always done things. In doing so, we were able to unearth some meaningful ways to change our own practices and invite more diversity of thinking, perspective, and promote a greater sense of belonging.

With even the largest of groups, playfully sift and sort through a group’s boldest ideas and see what rises to the top in just a few minutes.

From there, I closed out the session with 25/10 Crowdsourcing, which is a fast-paced, high-energy way to quickly generate and sift through ideas created by the group. It is a voting method, but each participant votes on only five ideas — and you see what floats to the top. We continued to work with our ideas from TRIZ and asked: “if you were ten times bolder, what would you do to make the groups you are a part of more inviting to a wide range of perspectives and ideas?” We got some pretty wild ideas from the group, including that we all take hallucinogens before every meeting.

Ever since Anna and I first began collaborating on combining Design Sprints and Liberating Structures, I’ve been compelled by the vision of bringing these tools to the Austin startup community. This meetup was the first big step in that direction, and it was great to see the Design Sprint attendees so receptive to these tools. I am more convinced than ever that I need to bring this practice to our communities efforts to increase inclusion and belonging.

“What a great meet up! This is the type of events I want to be attending moving forward. We spent a couple of hours learning new approaches to lead group discussions and drive innovation effectively. I got to meet awesome people in a more structure and natural way as well. I felt that I invested my time into something that provided useful tools for me to use in the future.” — Mariana Jaeger, President and Founder — Break2be

We will continue this conversation in a 2-day Liberating Structures primer workshop we are hosting in May at Native Hostel. We hope you can join us.

Want to find out more about planning a Design Sprint? Read me next.

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Voltage Control is proud to partner with Capital Factory in welcoming you to a distinguished panel of experts discussing Inclusion and Diversity. The panel covers a range of perspectives including companies with established programs, companies just getting started, thought leaders, and services organizations helping others design and execute internal programs.

Join us at Capital Factory 1st Floor on March 10, 2017 12:30 PM — 2:30 PM. The panel will consistent of a moderated discussion followed by audience Q&A. There will also be facilitated audience interaction as well as printed resources to help you implement inclusion and diversity at your company.

Food and beverages are complimentary.

WHO IS THE EVENT FOR?

Inclusion and Diversity leaders in tech, entrepreneurs, engineers, and the men and women who support and invest in inclusion diversity.

Confirmed Panelist

Aubrey Blanche — Global Head of D&I @ Atlassian

Aubrey Blanche is the Global Head of Diversity & Inclusion at Atlassian. There, she works with teams across the business to provide greater opportunities for everyone to join Atlassian and do the best work of their lives there. Her work spans the talent lifecycle from increasing access to technical education for underrepresented minorities through recruiting, retention, and advancement of all Atlassians. She relies heavily on empirical social science in her work, and has developed a new team-level paradigm for external diversity reporting. She believes that leading with empathy is the key to driving meaningful, sustainable change and creating highly effective teams.

In all areas of her work, she seeks to design effective interventions, programs, and talent practices that create equal opportunities for all Atlassians, and for the global tech industry. She is heavily involved in multiple industry groups seeking to define new standards for company transparency, reporting, and investment in diversity & inclusion. She is an advisor to SheStarts, a Sydney-based accelerator focused exclusively on supporting female founders, BeVisible, and Joonko. She is the co-founder of Sycamore, a community aiming to fix the VC funding gap for underrepresented founders.

Bernard C. Coleman III, Global Head of D&I @ Uber

Bernard is the Global Head of Diversity and Inclusion (D&I) and he drives the D&I programs through meaningful relationships, both internally and externally, as well as promotes Uber as a leader in ride sharing, and as a forerunner in D&I engagement. Prior to Uber, Bernard led Hillary for America’s D&I and HR initiatives, as the first ever Chief Diversity and Human Resources Officer in U.S. history for any presidential campaign and political party. Bernard’s written for Forbes, Catalyst, SHRM and his insights have appeared in the Nasdaq Government Clearinghouse and the Huffington Post. Bernard holds an M.B.A. from Trinity University, a B.A. in psychology from Hampton University, a Strategic Diversity and Inclusion Management certification from Georgetown University, and is a graduate of the University of Virginia’s Sorensen Institute for Political Leadership.

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Christina Sass — Cofounder and President @ Andela

Christina Sass is the Co-Founder and President of Andela or, as CNN has called it, “The startup that’s harder to get into than Harvard”.

Founded on the idea that brilliance is evenly distributed but opportunity is not, Andela aims to train 100,000 world-class software developers in Africa over the next 10 years. To do so, Andela has created a new model of education that funds itself through the work we do: training brilliant young software developers and placing them with top international companies. With a .6% acceptance rate, Andela is the most selective tech training program in Africa and has been featured by Wired, CNN, The Today Show, The New Yorker, The Wall Street Journal, and many others.

Prior to Andela, Christina built education and employment programs in China, Gaza and the West Bank, Kenya, and her home state of Georgia (Go Dawgs). Christina serves on the Advisory Council of the NYU Stern Center for Business and Human Rights and on the board of the non-profit, the Global Give Back Circle. She also serves as education topic expert for the Clinton Global Initiative University annual meeting. She was named as a 2014 New York Business Journal “Women of Influence”, a 2015 Business Insider “23 most innovative and inspiring women in New York City Tech” and a 2015 University of Georgia “40 Under 40” Alumni.

Kimberly Strong — Founder and CEO @ Strong Connexion

Kimberly Strong is the Founder and CEO of Strong Connexion, LLC., a human resources consulting boutique firm that specializes in advising start up tech and venture capital firms on building workplaces with high levels of employee engagement and positive corporate cultures. She also recently joined Pipeline Angels as an Angel Investor where she invests and advises women-led and non-binary femme for-profit social ventures.

Throughout her 20+ year career in human resources across consumer focused industries, Kimberly has promoted corporate objectives and organizational growth through creating and implementing talent acquisition strategies, diversity and inclusion initiatives, and education programs. As an innovative leader, Kimberly understands the importance of aligning all stakeholders and customizing managerial principles to create efficiencies, offer seamless customer service and drive improvements in the workplace experience.

Prior to her current role, Kimberly served as the Vice President of Diversity & Inclusion (D&I) at Target Corporation. In this role, she facilitated communications, education and training plans that increased awareness and understanding of D&I and maximized employee engagement, impacting over 366K employees across 1,795 stores and 38 distribution centers. She also collaborated with the Chief Human Resources Officer and the diversity analytics team on ways to identify, track and measure success.

Kimberly’s dedication to education, mentorship and advocacy are also evident through her community involvement. She has taken on leadership and committee roles with The All in Together Campaign, where she supports the empowerment of women to drive change, and the Executive Leadership Council, an organization that helps develop global black leaders. Furthermore, she is proud to have received the Howard Business School Alumni Exemplar Award recognizing her work as a mentor to students.

She received her B.A. from Howard University in Washington, DC.

Melinda Epler — CEO @ Change Catalyst

Melinda Briana Epler has more than 20 years of experience elevating brands and developing business innovation strategies for social entrepreneurs, mature social enterprises, Fortune 500 companies and global NGOs.

As Founder & CEO of Change Catalyst, Melinda empowers diverse, inclusive and sustainable tech innovation through events, education, mentorship and funding. Through Tech Inclusion, an initiative of Change Catalyst, she partners with the tech community to solve diversity and inclusion together. Her work spans the full tech ecosystem, from Education to Workplace, Entrepreneurship and Policy.

Melinda speaks, mentors and writes about diversity and inclusion in tech, social entrepreneurship, women entrepreneurs and investing. She is also an award-winning documentary filmmaker — her film and television work includes projects that exposed the AIDS crisis in South Africa, explored women’s rights in Turkey, and prepared communities for the effects of climate change. She has worked on several television shows, including NBC’s The West Wing.

Sandi Mays — CIO & EVP @ Zayo Group

Sandi Mays is a founder and EVP, CIO & Service at Zayo Group, a leader in global telecommunications providing bandwidth and connectivity over an exceptional network infrastructure. Sandi’s passion is providing an effortless customer experience for both internal and external customers.

Previously, Sandi served in various management positions at ICG Communications, Level 3 Communications, MFS Telecom, WorldCom, Focus Enterprises and Northern Trust.

Sandi is a champion for diversity in the tech community and serves on the Board of the Latino Leadership Institute, the Salesforce CIO Advisory Board and the Denver Metro Chamber Economic Development Executive Committee. She is also a patron/supporter of the Denver Art Museum, the Colorado Ballet, Denver Performing Arts Center and Greenhouse scholars and an active member of many minority and diverse charities. In 2016 Sandi was named the 2016 Most Inspirational Woman in Communications by Women in Communications (WIC). She earned a B.S. (magna cum laude) in Finance from DePaul University.

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Trey Boynton — Director of D&I @ Duo Security

Trey Boynton has spent her professional career working to create inclusive environments. For nearly 20 years, she worked in university settings working with students, faculty and staff in diversity leadership roles. She joined Duo Security in August 2017 as their first head of diversity and inclusion to guide overall strategy and connectedness initiatives.

For Trey, inclusion work is deeply personal. She describes it as head and heart work centered on creating space so that employees are valued, celebrated, and able to define their own success. In short, her ultimate goal is to reduce barriers to brilliance.

Originally from her beloved northern California, she studied at Spelman College, Georgetown University and the University of Michigan. Her most important job is helping her two young feminist daughters continue to be awesome. In the two minutes of time she has left to spare, she fancies herself a furious colorer, a haphazard crochet-er and an expert on all things Jane Austen.

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Voltage Control facilitates innovation workshops and we specialize in Design Sprints. Please email Douglas at douglas@voltagecontrol.co if you are interested in having us facilitate your Sprint, coach your team on how to run an effective Sprint, or are curious to learn more about how to adapt Design Sprints or other workshop techniques to help your company or product.

If you are in or near Austin, come visit us at the Austin Design Sprint meetup. Each month we have a guest speaker share their experience participating in a Design Sprint . If you would like to be a future speaker please email me.

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