Check-In

The facilitator leads the group through the protocol, reading and then executing the entire Process.

• In turn, each participant briefly states her current emotional state, summarizing it or introducing it with a weather metaphor (e.g.: I'm happy, but anxious about the number of things that await us during this work session. In short, the weather's fine, but there are threatening clouds on the horizon). The use of a weather analogy is not mandatory.

• Computers and telephones are turned off or set aside.

• It's important to bear in mind that:

  • everything said here is confidential.

  • that nothing said here can be used against the person who spoke.

  • that we offer each other a space without sarcasm or ironical comments.

  • that other members listen to the person speaking without making any comment (even positive).

• A newcomer to the group never starts and may opt out of expressing themselves if they so choose. They can simply take the temperature. Anyone who doesn't want to talk during the Check In can refrain altogether.

• If you feel the need - if you're not feeling well, for example - you can end by saying what you need from the group today.

• When the speaker has finished, she can say “I've finished”. The other members can simply reply “thank you”, without commenting.

• If there is a conflict within the group, it cannot be addressed during the Check-In. If there is a conflict, take a moment outside of the Check-In to address it, for example before or after. Remember that conflict is not aggression, but can help the group move forward.

• Each person has two minutes to speak. The facilitator times the speaking turns, or delegates this task to another group member who is willing to do so.

• The group can take a minute to prepare.

• Whoever feels most comfortable can start. If no one starts organically, the facilitator distributes the floor.que, la facilitatrice distribue la parole. Ensuite, on suit le cercle dans un sens ou un autre.
  

You can do two Check-ins in a row, each lasting two minutes, the first on a personal emotional state, the second on the emotional state linked to the group's work. Very often, when the practice is repeated over time within the same group during a work-process, the two blend organically.

• Please note: the Check-In is only effective if there is no conflict within the group. If there is conflict, given that it is not possible to respond to people's comments, the Check-In can become a problematic outlet or a place of hypocrisy. It is therefore essential to address the conflict in parallel with the Check-In, but OUTSIDE of it. The conflict can be addressed only between the people involved, with a facilitator, or with the whole group. Mediation by an external professional may be beneficial.

• When a person is not doing well, the facilitator asks at the end if the person needs anything from the group. She may offer herself or invite another group member to accompany/keep a watchful eye on the person during the day/meeting time.

• Organically, people do not talk for more than two minutes. However, it's a good idea to start a stopwatch to prevent people from talking for too long. On the other hand, if someone isn't feeling well and needs more time to speak, you can of course let them have it.

• When the group is too large, it can be divided into smaller groups. A time for sharing should then be planned, during which a spokesperson will provide a summary of their subgroup’s feedback.

This tool was developed in this form by the collective la colle