5
The World Café
is not designed
to create any
pre-determined
solution. Rather,
it convenes
people to learn
together, cre-
ate actionable
knowledge, and
build commu-
nity.
come of Café conversations. When participants know the purpose and have a stake in its out-
come, it focuses the way questions are framed and ideas are explored. Often a group will not
yet have framed the questions that can help them reach their purpose. In this situation, the Café
itself may be designed to use the knowledge of participants to help shape the conversation,
with a cross-section of the potential participants helping to design the gathering.
The design team can begin to ask: “What conversation, if begun today, could ripple out in a way
that creates new possibilities for the future of the situation we are exploring?” or, “What ques-
tion, if explored deeply, could make the most difference to the future of our situation/organi-
zation?” These key questions can help shape the focus for the Café. Or, questions such as these
can initiate the Café itself, with participants determining their own key questions in an initial
round. The core questions that emerge can then be used to focus the ensuing conversation.
In setting the context and purpose during the Café itself it’s important to clarify, both to key
members of management and to participants, that the World Café is not designed to create
any pre-determined solution. Rather, it convenes people to learn together, create actionable
knowledge, and build community. World Café needs the ‘blessing of the powerful,’ who are of-
ten the convenors/sponsors of the dialogue. If sponsors or other senior leaders are clear about
the deeper purpose of the Café process and the specific focus of their particular Café, key
members of the hierarchy will be more likely to support the learning process in positive ways.
• Determine the right participants: The diversity of the group matters. Diversity (in
terms of interest, hierarchy, gender, age, educational background, etc.) is often key to creating
innovative outcomes. It’s helpful to ask: “Who, in addition to those who first come to mind,
can help this conversation achieve its purpose? What additional perspectives might contribute
valuable insights? Who could receive real benefit by participating with us?” We have found that
many sponsors who may initially chafe at the idea of strong diversity, ultimately acknowledge
the enriching contribution that diverse views produce.
• Work creatively with parameters: In addition to considering venue, resources, and
other planning issues, “power” presents one of the most challenging parameters to handle in
planning for any learning conversation. For example, in a corporate context, the CEO might
normally choose to be in dialogue primarily with his/her Vice Presidents, and they, in turn
might generally choose to engage together with their managers. In a Café conversation, the
intention is to collectively seek possibilities and to share learning by mixing levels and perspec-
tives, wherever possible. Paradoxically, by not creating the pressure of expecting immediate
results, people in Café conversations find themselves more able to share their best thinking
around critical questions and to generate innovative possibilities for action. This more open
approach actually provokes more active interest from every participant than many traditional
problem-solving or action-planning approaches.
2. Create a hospitable environment
Café hosts around the world emphasize the power and importance of creating a welcoming
environment—one that feels safe and inviting. Often, one of the first steps is having a person
or a group that people respect act as a convener or sponsor of the conversation. This might be