A strong impact seminar


Management or team seminar is the predominant technique used by firms to share messages, priorities and bring common action plan to the foreground.

Depending on the circumstances, different aspects can be integrated: motivational session, open-mindedness interventions, empowerment workshops for the different actors, discovery courses to communicate about innovations and the code of good practices.

No matter how carefully we plan the group’s dynamic and the quality of the speakers, it will not necessarily make participants say «this seminar changed our trajectory, we can note there is a before and an after ».

For a seminar to make a mark on everyone’s mind and change its participants’ behaviour :

  • Firstly, it is critical that the topics covered to supply an answer to a need or desire, and not only reflect the organiser’s choice based on his/her own priorities,
  • Secondly, everyone must be considered, have the ability to express their opinions and feel that their voice truly matters in the construction of a common project,
  • Finally, everyone must be stimulated in order to broaden their own approach and leave with more insights that when they came in with.

Without this aspect of concrete usefulness, participants could surely be satisfied from spending a nice day together, but this feeling will quickly fade away and the seminar’s impact will be minimal. Regardless of its efficiency, a seminar is expensive.

Prior preparation, by collecting questions to solve and success conditions, and launching the seminar, by sharing some of the content to focus the exchange on, are two valuable pre-conditions for the seminar to have a real impact.

Reminding the decisions and engagements taken and collecting the challenges that were faced are the best ways to ensure that seminar was useful and the importance to put in practice what was learned.

However, in reality :

  • Most of the time seminars’ agenda are created without considering the participants’ day to day work and starts from the ground up, sometimes repeating discussions and questioning that have already occurred but which participants’ forgot about because they weren’t implemented.
  • The shared understanding of the topics is not clearly set during the seminar, it is assumed that all the participants have a common understanding, as if a communication misunderstanding couldn’t occur.
  • Teamwork’s inputs, written on paper-boards or post-its, are rarely explored beyond a possible reconstruction session, which is often minimal.
  • The primary goal is the convergence of speeches, and seldom its diversity and enrichment.
  • Participants leave the seminar having evaluated the different sessions as a bystander, no personalised action plan was created and it would be for the best if anyone acted upon it.

By creating a seminar protocol from a questioning and using the facilitative digital support of Talk4, we allow every participant to be proactive, stimulated, establish a before/after change and to keep and analyse the acquired data.

talk4 is not a animation tool, it is an accelerating approach of a common engagement serving a concrete action.

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