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 The Knowledge Café
A useful collaboration tool
A Knowledge Café
1
brings a group of people together to have an
open,creative conversation
on a topic of mutual interest to surface theircollective knowledge, to share ideas andto gain a deeper understanding of theissues involved. Ultimately theconversation should lead to action in theform of better decision-making andinnovation.
What do you need?
•
a venue (where people can becomfortable and relaxed, withtables and chairs to seat 4 or 5people per table, preferably withrefreshments - think “pubconversation”)
•
a group of people (20 peopleworks well, but fewer is ok)
•
a facilitator (to introduce andoversee the café – they neednot be a specialist, simply agood listener with chairpersonskills)
•
a
powerful question
(to sparkthe conversation)
•
time (allow 1.5 to 2 hours) Times are a guide only. But remember,good conversation can take time todevelop.
 The value of open, creativeconversation
Open, creative conversation embracesdialogue rather than debate. Ratherthan defending a position, strive formutual understanding through a frankexchange of ideas or views. Inparticular:
•
suspend assumptions, do not judge
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observe and listen to one another
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welcome differences and explorethem
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allow taboo subjects to be raisedsafely
•
listen to your inner voice
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slow the discussion
•
search for the underlying meaning
1
 This tip sheet, prepared and made available by Steve O’Hagan, Knowledge Manager at Crown Law NZ, draws extensivelyfrom resources provided by David Gurteen on Gurteen Knowledge Caféshttp://www.gurteen.com/ 
18749119.DOC
 
How does it work?
•
 The facilitator takes 5-15 minutes to introduce the café, making its purpose clearand posing the question
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A guest speaker can be used to introduce the café, but their speaking time must bestrictly limited
•
Participants form into small groups of 4 or 5 to discuss the question for 30-60minutes
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At the request of the facilitator, participants change groups once, twice, or at most,three times (depending on wider group size)
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After the small group conversations the wider group re-assembles to exchangeideas for 15-30 minutes
For the facilitator
•
Encourage full participation
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Don’t take a lead in the discussions, rather wander around and listen into thegroups
•
Listen out for problems and remind people gently of the rules of ‘dialogue’
18749119.DOC
 
When introducing the small groupconversation
•
Don’t appoint a leader orchairperson
•
Don’t appoint a note taker butgive permission for participantsto take their own notes, if theywish (remember that the focusis on the conversation)
When introducing the wider groupconversation
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Bring participants back into arelatively tight group so thatthey can easily see and heareach other (try a circle)
•
Remind them that theircomments should beaddressed to the whole groupand not directly to thefacilitator (the objective is tohold a “group conversation”)
•
Invite someone to begin theconversation – it may be slowto start, so tolerate silence
•
Connect diverse perspectives
•
Keep the wrap up short andsimple, and thank theparticipants
How do you record the outcomesof a Knowledge Café?
Participants should not beburdened with recording, asthey need to be fully engagedin the conversation. It is bestto appoint an external notetaker if a record is required.Another option is to inviteparticipants to consider oneaction point within their sphereof influence that they can takeaway from the conversation.
 The powerful question: Agateway to insight, innovationand action
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 The powerful question is at the heart of theknowledge café. Think of it as an invitationto creativity and breakthrough thinking. Byconsidering the three dimensions of powerful questions – construction, scopeand assumptions - we can increase thepower of the questions we ask and, as aresult, increase our ability to generateinsights that help shape the future.
Construction
 The construction of a question can make acritical difference in either opening ourminds or narrowing the possibilities weconsider. By using the words toward the topof the pyramid we can make many of ourquestions more robust.MM
OREORE
PP
OWERFULOWERFULWHYWHYHOWHOWWHATWHATWHOWHO
,,
WHENWHEN
,,
WHEREWHEREWHICHWHICH
,,
 YES YES
//
NONO
 
QUESTIONQUESTION
LL
ESSESS
PP
OWERFULOWERFUL
Scope
 Tailor and clarify the scope of the questionas precisely as possible to keep it within therealistic boundaries and needs of thesituation you are working with. Avoidstretching the scope of your question too far.
Assumptions
 To formulate a powerful question, be awareof assumptions within it and use themappropriately. Contrast the question, “Whatdid we do wrong and who is responsible?”with “What can we learn from what hashappened and what possibilities do we nowsee?” The first question assumes error andblame; whoever is responding is likely tofeel defensive. The second questionencourages reflection and is more likely tostimulate learning and collaboration amongthose involved.
2
 
The Art of Powerful Question: Catalyzing Insight, Innovation and Action
by Eric E. Vogt, Juanita Brown, and DavidIsaacs, 2003
18749119.DOC
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