review · Retrospective, Problem Solving, Feedback · 45 min · 5-40 people · low energy

What, So What, Now What? (W³)

What, So What, Now What? is a structured debriefing technique that helps groups reflect on shared experiences, derive meaning from them, and identify actionable next steps. By progressing through stages of observation, interpretation, and action, it fosters shared understanding and avoids unproductive conflict.

When to use What, So What, Now What? (W³)

Use this method after a significant event, project milestone, or meeting to ensure learning and alignment. It's particularly useful when dealing with complex or controversial topics where different perspectives need to be integrated.

What it solves

Lack of shared understanding after an event, jumping to conclusions without considering all the facts, repeating the same mistakes.

How to run What, So What, Now What? (W³), step by step

  1. **What?** (5 min) - Individually, participants note down facts and observations about the experience. Then, in small groups of 5-7, share the most salient points and collect them on a shared surface.
  2. **So What?** (8 min) - Individually, participants reflect on the importance of the observations, identifying patterns, conclusions, and hypotheses. Share these in small groups and collect the key insights.
  3. **Now What?** (12 min) - Individually, participants brainstorm actions that logically follow from the insights. Share these in small groups, then discuss and prioritize actions as a whole group.
  4. **Whole Group Synthesis** (20 min) - Facilitate a whole-group discussion to synthesize the findings from each stage, identify key takeaways, and assign ownership for action items.

Materials needed

  • Paper or digital document for individual note-taking
  • Whiteboard or flip chart for collecting group responses
  • Markers or digital pens
  • Timer
  • Optional: Talking object

Facilitator tips

  • Remind participants to focus on observable facts in the 'What' stage, avoiding interpretations or judgments.
  • Encourage diverse perspectives and actively solicit input from quieter participants.
  • Don't rush the 'So What' stage; it's crucial for generating meaningful insights.

Common pitfalls

  • Jumping to solutions without fully understanding the problem (address by emphasizing the 'What' and 'So What' stages).
  • Dominant voices overshadowing others (use a talking object or structured turn-taking).
  • Confusion about the purpose of each stage (provide clear instructions and examples).

Variations

  • Add a 'What If?' stage between 'So What?' and 'Now What?' to explore potential future scenarios.
  • Use a talking object to ensure everyone has a chance to speak in each round.
  • Invite a small group of volunteers to debrief in front of the whole room as a demonstration.

Running it online or hybrid

Use a shared online document or whiteboard (e.g., Google Docs, Miro, Mural) for collecting responses from each stage. Utilize breakout rooms for small group discussions.

What it produces

A shared understanding of the event, identified patterns and insights, and a list of concrete action items.

Origin

Liberating Structure developed by Henri Lipmanowicz and Keith McCandless. Ladder of Inference introduced by Chris Argyris and popularized by Peter Senge. — source

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