Issue-based labs
Thinking through an issue that needs closer attention
An issue-based lab is for situations where a fuller understanding could make a practical difference: a change effort that has become stuck, a recurring difficulty between teams, an emerging concern, or a strategic question on which people hold differing views.
Before the lab, we agree on the focus together and identify people who can contribute relevant experience and different perspectives. Participants explore the issue, test assumptions and identify implications for further inquiry and action.
There are two starting formats.
Small-group labs — usually 3–5 people
A focused setting for exploring a particular issue with a small group. Participants might come from one team or from different roles connected with the issue. The group is selected with attention to the range of perspectives needed.
The usual format is two 90-minute sessions. The first opens up the issue and identifies what warrants closer attention. Between sessions, participants can make further observations, seek other perspectives or explore emerging questions. The second session brings that learning back into the conversation and clarifies possible next steps.
An initial session can also be arranged as a starting point, with a decision about further work afterwards.
Larger-group labs
For teams or groups that would benefit from involving more people, exploring different aspects of an issue, or considering several issues in parallel.
Participants work in small groups, with opportunities to share insights and consider their implications together. The usual format is two sessions of 2.5–3 hours, allowing time for exploration and for participants to bring fresh observations and learning into the second session.
Issue-based labs can support current challenges, emerging priorities or learning from recent experience.
For example, a team might revisit significant issues it has handled over the year, explore recurring patterns and identify areas needing closer attention in the year ahead. A lab might also contribute to strategic planning by helping people examine the experiences, assumptions and differing perspectives that should inform future priorities.
The focus, timing and structure are agreed to suit the purpose. A single full-day format may be appropriate for some needs.
Development-oriented labs
Building the capacity to think and engage constructively
Development-oriented labs are for teams, managers, professionals or leadership development cohorts seeking to strengthen how they work through complex or contested issues.
Participants practise on real situations reflecting organisational issues.
More time is devoted to noticing how the conversation unfolds, reflecting on what helps or hinders collective thinking, and practising ways to:
• Pause and look more carefully before reacting.
• Distinguish observations from assumptions and interpretations.
• Explore what might make sense from another stakeholder’s perspective.
• Express important concerns thoughtfully and directly.
• Carry these practices into everyday conversations and meetings.
The format can be shaped as a standalone development experience or integrated into a wider program, with opportunities to apply the practices between sessions.
The intended result is an initial foundation of practical experience and greater confidence in using the approach, which participants can strengthen through continued application.
How the labs all work
All labs draw on the three connected OBREAU practices:
Observation: examining what is happening, distinguishing evidence from interpretation, and noticing relevant patterns and context.
Reasonableness: exploring how the situation might make sense from different perspectives, including those of people outside the room.
Authenticity: recognising and expressing what matters, including concerns, uncertainties and tensions that may have remained unspoken.
Facilitation helps participants use these practices on the issues at hand. No prior knowledge of OBREAU is required.
Before a lab, we agree on its purpose, who should participate and how sensitive material will be handled. Where important perspectives are missing, we consider how these might be sought or explored, while recognising the limits of speaking on others’ behalf.
What participants can take away
Depending on the purpose and scope, a lab can help participants develop:
• A clearer understanding of the issue and why it matters
• Greater awareness of different experiences and perspectives
• Recognition of assumptions, tensions or gaps in understanding
• More focused questions and priorities for attention
• Possible conversations, experiments or other next steps
• Practical experience of thinking together more constructively.
Complete agreement or an immediate solution may not emerge. Making differences clearer and identifying what needs further exploration can itself provide a stronger basis for action.
Discuss a possible lab
If you have an issue that needs more thoughtful exploration, or want to strengthen your group’s capacity to think together, I welcome a conversation.
An obligation-free 30-minute discussion can help clarify your needs and whether a lab would be useful.
