World Café: The Workshop Method That Brings Multiple Perspectives Together Toward a Common Direction
Key points at a glance
- The World Café was developed in 1995 by Juanita Brown and David Isaacs and has since established itself as a method for dialogue and workshops.
- Participants move between several discussion rounds at small tables, whilst a table host links the ideas from each round together.
- The method is particularly well-suited to bringing as many perspectives as possible to light before a strategic decision is made.
- For very narrowly defined individual problems, a traditional workshop is usually the more appropriate choice.
- Without consistent implementation of the results in day-to-day practice, even the best World Café will come to nothing.
A strategy project that required a variety of methods
A project from my consultancy practice formed part of a company-wide strategic reorientation process. I managed this project for more than five months.
The managers were open to a variety of workshop methods. This was by no means a given – and it was precisely this openness that made all the difference: it led to a broadening of the range of possible solutions and only then to a focused concentration on specific measures. Those who rush towards a single solution too soon often overlook precisely the perspective that would later have made all the difference.
The World Café method: origins and principles
One of the workshop methods we have used is called ‘World Café’ – an excellent way of finding solutions that go beyond the beaten track. It was developed in 1995 by Juanita Brown and David Isaacs. Today, the method is used in a variety of contexts – from strategy workshops and events to participatory processes.
The basic principle: small tables of four to five people, several consecutive rounds of discussion lasting around 20 to 30 minutes each, and after each round, participants move to a different table. One person – the table host – remains at their table and links the ideas from the previous round with those of the newly arriving group. Over several rounds, this creates a network of ideas that no single plenary discussion could produce.
“Before a team can focus on specific actions, it must first recognise the full range of possibilities. That is exactly what the World Café is for – not to provide immediate answers, but to give everyone a voice.”
Serpil, trainer, coach and consultant
How we organised the World Café in practice
For our project, we created a setting with café-style tables. On each table was a card setting out a problem area as the topic – such as interfaces, resources, management, teams or company-specific issues.
Staff were encouraged to share their views on these challenges, move from table to table and leave further comments there. In this way, we ensured that all participants had the opportunity to contribute constructive criticism and their own perspectives – regardless of their role or position in the hierarchy.
What the method is suitable for – and what it is not
The World Café is not a tool for every situation. It is ideal for bringing to light as many different perspectives and as much collective knowledge as possible when dealing with an open-ended, broad issue – for example, at the start of a change process. For solving a very specific, narrowly defined individual problem, other formats – such as focused small-group work – are usually the more appropriate choice.
| Feature | World Café | Traditional workshop |
|---|---|---|
| Objective | To highlight a wide range of perspectives and collective knowledge | To develop a concrete solution to a clearly defined question |
| Group size | From 12 to several hundred participants | Usually a smaller, fixed group |
| Procedure | Several rounds of discussion, changing tables, one host remains at the table | Continuous work within the same group configuration |
| Final outcome | Consolidated themes and patterns as a basis for the next steps | Specific measures or decisions |
| Less suitable for | Very narrowly defined individual problems | Broad topics with many perspectives |
It is also important to consider what happens after the workshop: a World Café often generates a great deal of energy in the room – but this quickly fades if the topics identified are not promptly translated into concrete next steps. Responsibility for this should not rest solely with management, but should be actively handed back to the participants, for example by having individual topic champions oversee the follow-up work.
How to set up your World Café
Step 1: Set key questions for each table
Specific enough to spark discussion – open enough to allow for genuine exchange.
Step 2: Create a café atmosphere
Small tables, 4 to 5 people, a relaxed setting rather than a lecture-style layout.
Step 3: Appoint a table host
One person remains at the table to link the ideas from the previous group with those of the new one.
Step 4: Several rounds with table rotations
After each round, the participants move to a different table; only the host remains.
Step 5: Consolidate the results (harvesting)
At the end, visibly bring together and cluster the most important topics from all tables.
Conclusion: Breadth first, then focus
Good decisions are rarely made when a single perspective sets the tone too early on. The World Café creates space for the full spectrum of viewpoints before a team focuses on specific actions. Afterwards, one thing is crucial above all else: that the results do not remain confined to the room, but are consistently translated into day-to-day work.
FAQs
What is the World Café method?
A facilitation method for large groups, established in 1995, in which participants discuss topics in several rounds at small tables, moving from table to table, whilst a table host brings the ideas together.
What group size is the World Café suitable for?
The World Café is particularly suitable for larger groups and can be scaled up to accommodate several hundred participants. However, as it involves working in small table groups, the method also works well in smaller groups.
What is the World Café not suitable for?
Very specific, narrowly defined individual problems where a clear solution is sought. In such cases, focused small-group formats are usually more effective.
How can you prevent the results of a World Café from coming to nothing?
By consolidating the topics raised in a timely manner and translating them into concrete next steps – ideally with clear lines of responsibility that do not rest solely with management.
Sources & Further Information
Serpil Uensal
Trainer, Coach & Consultant in Product Management
Serpil is a specialist trainer, coach and consultant with over 20 years’ experience in product management, product marketing and strategy. She supports companies and product teams in systematically developing their product expertise and shaping growth – with particular expertise in tech, medtech and regulated markets.
Last reviewed on 8 September 2026 • Graduate in Business Administration (FH) • International Executive MBA • Certified Trainer (dvct e.V.) • Certified Coach (dvct e.V.)
Serpil Uensal
Trainer, Coach & Consultant in Product Management
Published: 20 August 2014
Last updated: 8 September 2026
Reading time: 5 mins
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