There’s a lot written about great teams, and, understandably, much of it is focused on how they get it right. We read about aligning individual contribution, solution-focused communication, building a team-climate that encourages risk-taking, etc etc etc. All the positives that allow good teams to evolve into great teams. Over my career I’ve worked with a lot of great teams, across a broad range of sectors and geographies, and I want to suggest a further, little-recognised, attribute of a great team – how they deal, individually and collectively, with getting it wrong. It’s a bit of a cliche, but great...

Facilitating learning is a strange kind of business, from the outside it often looks like an easy thing to do “You just watch folk doing stuff then ask a few questions”, while from the inside it can be one of the most physically and emotionally draining tasks you’ll ever undertake. So what is it about this kind of facilitation that, done well, is so effective and rewarding, but, done badly, leaves everybody feeling so raw? Last week I read a new paper which made me come back to this question, as usual as part of a RSVP Design routine in...