I often design and facilitate workshops for association members who mostly haven’t met before. The desired outcomes are for each participant to gain useful and relevant professional insights, and to make significant new connections.
During the workshops each participant shares and receives consulting from a small peer group on a current personal professional challenge. The only technologies used are printed cards, paper-covered round tables, and colored pens.
Here’s what you might see on a stroll through a typical workshop:
At one workshop, association staffers noted that no one touched a cell phone, and intense conversations with frequent bursts of laughter filled the entire two-hour event.
A participant started crying and his group members rushed to console and support him. (We learned later that he had been unfairly fired earlier in the day.) Afterwards, we saw many people swapping business cards and making arrangements to meet up again. Before leaving, the fired man told me that, despite his dire circumstances, he had had a very positive experience and made several good new friends in his group. Other participants shared during post-workshop conversations that the experience would be memorable because of their personal learning and the new connections made.
Follow up evaluations confirmed that participants obtained meaningful peer support and advice, and began new friendships with other workshop participants.
Such workshops routinely meet the outcomes they’re designed to achieve: creating useful and memorable learning experiences and connections.
Why are these workshops successful?
These workshops are not successful because of the:
- excellence of a speaker;
- beauty/novelty of the venue/F&B/entertainment; or
- extraordinary facilitation.
(Full disclosure: the facilitation needs to be competent!)
They are successful because of the process design that supports participants learning from each other while simultaneously enjoying a positive emotional connection together.
Adult professional peers can learn much from each other, and when they meet they are hungry to find solutions to current problems, explore issues, and make connections with others who work in the same sphere.
The successful workshops I’ve described above do not have a single expert sharing content. (Rather, it’s fair to say, they tap the expertise and experience of everyone present.) All they need for success is good process, competent facilitation, and a few low-tech items.
They are also simple. Every process element is a strategic ingredient of the workshop design. Running these workshops helps me continually refine the design, stripping away components that distract focus from the desired outcomes.
Many organizations focus on getting the “best” experts to speak at their meetings. Ironically, in my experience it’s almost always easier to create memorable learning and valuable connection for attendees by employing participatory workshop formats. Why? Because they take full advantage of the group’s combined expertise, hone in on what people actually want and need to learn, and build lasting relationships in the process.