326
S. Almerigi et al.
Lewin ( 1976 ) , looks at factors (forces) that are either driving movement toward
a goal (helping forces) or blocking movement toward a goal (hindering forces)
( Lewin 1976 ; Shankland 2003 ) .
Following the completion of the shared vision exercises, the four groups discussed factors that assist movement toward the vision and those that resist it. The
exercise was carried out in two parts. The fi rst phase identi fi ed the assisting and
resisting factors, while the second categorized the ideas into a SWOT analysis, a
strategic planning method for identifying the internal and external factors that are
favorable (strengths and opportunities) and unfavorable (weaknesses and threats) to
achieve an objective.
Strategic Directions and Actions Using World Café
In the next stage of the Symposium, participants were asked to consider what
actions would be necessary for marine EBM to become a reality in the Caribbean.
To do this, they engaged in the World Café conversational methodology described
earlier. The method is known to be useful in accessing the best thinking of groups
(Creative Commons 2008 ) . In the session, four to six people sat together at
café-style tables to explore a question or issue related to EBM. Other persons
seated at similar tables explored related questions. As participants talked to each
other, they were encouraged to write down key ideas, or sketch them on paper
tablecloths provided for that purpose. After a 20–30 min ‘round of conversation’
participants were invited to change tables, carrying the insights from their previous
conversation to a newly formed small group. One participant, who volunteered to be
‘host’, remained at each table to share key ideas or questions from the previous
conversation with the new arrivals. The host, while taking part in the conversation,
was also responsible for recording the main ideas discussed at their table. After
three rounds, the groups met as a whole to ‘harvest’ the most important ideas from
the conversations.
The World Café is based on a set of ‘integrated design principles’ that are
intended to foster authentic dialogue. These principles are as follows:
Setting the context – De fi ning the purpose for convening the Café plus the
desired outcomes and range of perspectives that need to be included in the
process.
Creating a hospitable space – Having a warm and friendly café setting alerts participants that this gathering is not a business-as-usual meeting. Additionally,
meeting in small groups creates conversations that are quite different from those
that might take place at larger tables. Every effort is made to provide natural
light, fl owers and refreshments to nourish good conversation.
Explore questions that matter – The questions to be considered by the group are
those they care deeply about. In addition, participants are invited to explore
possibilities rather than thinking about what went wrong or who is to blame.
S. Almerigi et al.
Lewin ( 1976 ) , looks at factors (forces) that are either driving movement toward
a goal (helping forces) or blocking movement toward a goal (hindering forces)
( Lewin 1976 ; Shankland 2003 ) .
Following the completion of the shared vision exercises, the four groups discussed factors that assist movement toward the vision and those that resist it. The
exercise was carried out in two parts. The fi rst phase identi fi ed the assisting and
resisting factors, while the second categorized the ideas into a SWOT analysis, a
strategic planning method for identifying the internal and external factors that are
favorable (strengths and opportunities) and unfavorable (weaknesses and threats) to
achieve an objective.
Strategic Directions and Actions Using World Café
In the next stage of the Symposium, participants were asked to consider what
actions would be necessary for marine EBM to become a reality in the Caribbean.
To do this, they engaged in the World Café conversational methodology described
earlier. The method is known to be useful in accessing the best thinking of groups
(Creative Commons 2008 ) . In the session, four to six people sat together at
café-style tables to explore a question or issue related to EBM. Other persons
seated at similar tables explored related questions. As participants talked to each
other, they were encouraged to write down key ideas, or sketch them on paper
tablecloths provided for that purpose. After a 20–30 min ‘round of conversation’
participants were invited to change tables, carrying the insights from their previous
conversation to a newly formed small group. One participant, who volunteered to be
‘host’, remained at each table to share key ideas or questions from the previous
conversation with the new arrivals. The host, while taking part in the conversation,
was also responsible for recording the main ideas discussed at their table. After
three rounds, the groups met as a whole to ‘harvest’ the most important ideas from
the conversations.
The World Café is based on a set of ‘integrated design principles’ that are
intended to foster authentic dialogue. These principles are as follows:
Setting the context – De fi ning the purpose for convening the Café plus the
desired outcomes and range of perspectives that need to be included in the
process.
Creating a hospitable space – Having a warm and friendly café setting alerts participants that this gathering is not a business-as-usual meeting. Additionally,
meeting in small groups creates conversations that are quite different from those
that might take place at larger tables. Every effort is made to provide natural
light, fl owers and refreshments to nourish good conversation.
Explore questions that matter – The questions to be considered by the group are
those they care deeply about. In addition, participants are invited to explore
possibilities rather than thinking about what went wrong or who is to blame.