Idea Flow
Models
Idea Flow
  • Welcome!
    • Why Models?
    • Why Principles?
  • Agility & Transformations
    • Intro to Agile
      • What Does Agile Mean?
      • What Is An Agile Mindset?
    • Intro to Transformation
      • Why Transform?
      • How Is The Transformation Done?
      • Who Transforms?
      • Which Areas or Functions Transform?
      • How Long Does A Transformation Take?
  • Agile Transformation (Idea Model)
    • Intro to IDEA
      • Leadership-Strip (Tanzaku)
      • Managing The Change
      • Metrics
      • Coaching Plan
        • Coaching Assessment
    • Initial Exposure
      • Training & Coaching
      • Assessment
    • Develop Basics
      • Training & Coaching
      • Assessment
    • Evolve & Reflect
      • Training & Coaching
      • Assessment
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      • Training & Coaching
      • Assessment
  • Delivery Approach (Flow Model)
    • Intro to Flow
      • Flow of Work
      • Dev Sec Ops
    • Conceptualise
      • Purpose
      • Inputs
      • Process
      • Outputs
    • Commence
      • Purpose
      • Inputs
      • Process
      • Outputs
    • Construct
      • Purpose
      • Inputs
      • Process
      • Outputs
    • Confirm
      • Purpose
      • Inputs
      • Process
      • Outputs
    • Complete
      • Process
      • Outputs
    • Check
      • Process
  • Scrum, Kanban & Other Agile Frameworks
    • Double-Loop Scrum
    • Kanban
  • 3D Work-Breakdown
    • Intro to Work Breakdown
    • Direction
    • Discovery
    • Delivery
    • Flow & 3D Work-Breakdown
  • Roles & Responsibilities
    • Overview
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      • Enterprise View
    • Core Team Roles
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  • Topics
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    • Quality
      • Test Strategy
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      • Defect Severity
      • Defect Priority
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    • Templates
      • 3rd Party Handover Template
      • Audit Logs
    • Data
      • Information Management
    • Kanban
  • Agile Testing (4Aces Model)
    • Intro to Agile Testing
      • Test Principles
        • Test Automation Principles
      • Test Artefacts
      • Test Triangle
      • Agile Testing Quadrant
    • Arrange
    • Act
    • Assert
    • Annihilate
  • INCIDENT MANAGEMENT (TRACeR MODEL)
    • Intro to TRACeR
      • What is Incident Management
      • Incident Management Workflow
    • Triage
    • Review
    • Action
    • Check
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  • Change Management (3C Change Model)
    • Intro to 3C Change
      • What is Change?
      • What is Change Management?
      • 7Rs of Change Management
      • Model States
      • Implementation
    • Capture
      • Priority
      • Experience
      • Impact
      • Change Types
    • Consider
      • Risk
    • Conduct
      • Plan
        • Change Activities Matrix
      • Perform
        • Rollback or Roll-forward
      • Prove
        • Change Result/Status
  • Faciliation
    • Intro to Faciliation
      • Agile Facilitation
      • Planning and Running a Workshop
    • Meetings
      • Meeting Prep
    • Workshops
      • Quarterly Planning Workshop
      • Integrated Culture Workshop
    • Games
      • Dice Game
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      • Kanban Pizza Game
    • Icebreakers
      • Check Your Personal Thinking Style
  • Agile Coaching (A6 Model)
    • Intro to Coaching
    • Agree
    • Address
    • Assess
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    • Assign
    • Account
  • Agile Leadership
    • Intro to Agile Leadership
  • Strategy
    • What is Strategy?
    • What is Vision?
    • What is a Mission?
    • What are Values and Drivers?
    • Intent-based Outcomes
    • MunroMaps
  • OKRA
    • OKRS + ACTIONS = OKRA
      • Implementation
      • Cycle Cadence
    • Objectives
      • OKRs
    • Key Results
    • Actions
  • Agile Software Architecture (C4 Model)
    • Intro to Architecture
      • Role of the Architect
      • SOLID Principles
      • DRY Principle
      • Single Source of Truth (SSOT)
    • Context
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    • Container
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      • Event-Driven Microservices
  • Portfolio Management (PMO Practice Model)
    • Intro to Portfolio Management
      • Practices & Flow
      • Objectives
      • Types
      • Maturity Assessment
      • Setting Up
        • Charter
    • Demand Practice
    • Risk Practice
    • Performance Practice
      • Cost of Delay (CoD)
      • Metrics
    • Report Practice
    • Delivery Practice
    • Asset Practice
    • Change Practice
  • RAFT
    • RAFT Framework
  • Tools
    • Jira
      • Best Practice
      • Printing Physical Cards
    • Confluence
      • Best Practice
      • Example Confluence Layout
    • Power BI
      • Power Query M
    • Miro
      • Best Practice
  • FAQs
    • Frequently Asked Questions
    • Glossary of Terms
  • Thanks & Contributors
    • Thanks
    • License
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On this page
  • Workshop Lifecycle
  • What Makes a Good Workshop?
  • What Makes a Bad Workshop?

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  1. Faciliation

Intro to Faciliation

Last updated 7 months ago

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Workshop Lifecycle

To ensure that your workshops generate maximum value, it’s essential to consider each stage of the workshop lifecycle and define the objectives for every step. The workshop can be divided into four phases: Pre-Workshop, In-Progress, Post-Workshop, and Implementation. Each phase plays a critical role in facilitating a successful workshop experience.

What Makes a Good Workshop?

A positive workshop experience is characterised by several key values and topics that foster engagement and productivity. Based on insights from the Agile Facilitation workshop, the following elements are indicative of a successful workshop:

  • Clear Objectives: Clearly defined goals help participants understand the purpose and expected outcomes.

  • Active Participation: Encouraging engagement from all attendees enhances collaboration and idea generation.

  • Facilitator Preparedness: A skilled, well-prepared facilitator can guide discussions effectively and keep the workshop on track.

  • Flexible Structure: While having an agenda is important, being able to adapt to participants' needs and insights is equally crucial.

  • Constructive Feedback: Creating an environment where feedback is welcomed fosters continuous improvement and builds trust.

When planning your workshops, keeping these themes in mind can significantly enhance the value generated for participants.

What Makes a Bad Workshop?

Conversely, a negative workshop experience can stem from several pitfalls that should be avoided. Again, drawing from the Agile Facilitation workshop, the following aspects are commonly associated with unsuccessful workshops:

  • Lack of Clarity: Failing to establish clear objectives can lead to confusion and unproductive discussions.

  • Dominance by a Few: When a few participants dominate the conversation, it can stifle contributions from others and diminish overall engagement.

  • Poor Time Management: Not adhering to the schedule can result in rushed discussions or unmet objectives, leaving participants unsatisfied.

  • Inadequate Preparation: An unprepared facilitator can lead to a lack of direction and coherence in the workshop.

  • Neglecting Follow-Up: Failing to address outcomes or next steps post-workshop can diminish the impact of the discussions.