Deep Democracy Training and Facilitation

Most teams don't struggle with what they do. They struggle with how they do it together.

You might notice repeating problems with the following:

  • Decision making

  • Gaining real commitment to actions

  • Communication breakdowns

  • Enabling genuine participation

  • Working with difference rather than around it

  • Dealing with tension, paradox or conflict

Taking part in a Lewis Deep Democracy training process provides the theoretical background and experiential learning opportunities to begin using the tools and culture of Lewis Deep Democracy in day-to-day work and personal environments.

The method increases people’s capacity to work within complex social systems by helping them understand relationship and group dynamics, by offering practical tools for working with differences in a group and making effective decisions, and by increasing their conflict literacy to lean into difficult conversations skilfully.

Many facilitation or leadership trainings offer great ways of engaging groups and techniques for challenging conversations, but do not incorporate how to deal meaningfully with the unsaid dynamics, inherent differences and tensions that affect them.

This learning experience specifically shows people how to surface undercurrent views, include all voices, and build the inner skills needed to achieve breakthroughs in seemingly impossible-to-solve issues.

The shape of the delivery follows your situation and context.

During the training, we cover theory and tools, but we spend a large amount of time in active practice. People leave with direct experience of using the tools, not just an understanding of them.

What makes this training different is that it is not delivered to your group - it is developed with them in real time.

Rather than working through pre-set scenarios or case studies, participants bring live topics, real tensions, and current decisions into the room. The method is then practised on what is live and relevant to your organisation or team right now. This means the training is inherently responsive to your group's priorities and the specific dynamics present in the room on the day.

No two LDD trainings or facilitation processes look the same, because no two groups are the same.

Some teams want a training adapted for their context and delivered in flexible formats.

Others want me alongside them through a specific team or organisational challenge, drawing on Lewis Deep Democracy principles as we go.

We'll work out the right shape together.

Get in touch for an initial conversation, or read on for what a training covers…

  • “I thought the approach might be too 'prescriptive', or too 'hippy' but the training provided by Francesca completely dispelled my concerns. I have used it both to make better decisions and manage conflict more effectively. I was doing a workshop with an NHS team and I drew on the LDD methods. As the alternative / slightly dissenting perspective was brought into the conversation, I was: a) not worried about it, and b) able to handle it constructively as a result of the skills I learnt in the LDD training. The result was a much better conversation where we were able to properly address this alternative perspective. It is a great way to remove the fear around conflict or alternative perspectives, surface them in a safe way, and then harness them for better decision-making. It is a tool to support a wider cultural shift for you team or organisation. I would recommend all leaders learn about it.”

    Lydia Paris, Director

  • “The practice felt very grounded in theory and born out of very difficult conflicting time, which gives it weight. It deals head on with the more difficult parts of leadership. When seeing resistance behaviour, (I will now) address it openly straight away, instead of hoping it will just go away, and play around with reflection on my usual roles in situations. I will use the (tools) when I notice that polarity of opinion arises. These are hugely helpful tools that I can see I will be able to apply in different situations.”

    Nicole, Joint CEO

  • "Lots of practices teach you to diminish your power to make space for others. Deep Democracy teaches you to accept and own your power, and use it to create space for deep dialogue that surfaces alternate views, which makes for stronger, more trusting, and more transformative relationships with each other.”

    Julia, Director

  • “10 out of 10 learning. (Before the training) I had no concept of what Deep Democracy meant; it seemed very abstract and inaccessible. After the training, I feel like I "get it" - I understand many aspects of the theory behind it and can see how it can be applied. (I am now) aware of my role within a group and different ways of lowering the waterline of the group. I like the idea of leaning into conflict and finding ways of collective decision making which brings everyone along. I loved the modelling of the teaching and learning. Francesca was in the LDD persona the whole 3 days and we could constantly see the theory in practice, which really helped. I really appreciated all the practical elements to the training and being able to volunteer to facilitate a group debate."

    Lena Lorenz, Research Impact Manager

What you will learn:

Collaborative Decision Making

  • Solve problems and make decisions in participative ways.

  • Facilitate dynamic conversations which unleash engagement and creativity.

  • Create safety in large or small groups for difficult conversations to take place.

  • Surface the wisdom of different views and improve decision making by incorporating this valuable information.

Resolving Conflict and Tension

  • Successfully navigate disagreement and discomfort without retreating from it, avoiding tough decisions, accommodating or losing clarity.

  • Appropriately address “elephants in the room.”

  • Recognise the underlying tensions that block a group's progress, diagnose when group dynamics become polarised and rigid, and know what tools to use in such situations.

  • Resolve differences of opinions, arguments and conflicts instead of allowing anger and blaming to continue. Learn to unleash the creative potential that lies within every conflict.

  • Use tension as an opportunity for learning, growth and to improve relationships.

Improve organisational and team culture

  • Retain valuable people and stop the expensive revolving door of new recruits.

  • Create an emotionally mature culture where people can skilfully navigate tough moments together with self-awareness and candour, reducing patterns of sickness leave and burnout.

  • Shift from siloed thinking to holistic collaboration, enabling cross-functional teams to work together effectively.

  • Develop leaders with finely tuned listening skills who can understand team concerns and take skilful, responsible, and confident action before challenges escalate or derail actions.

Understanding Group Dynamics

  • Read the dynamics of a group, pick up on the early signs of resistance and emerging conflict and act in a timely manner to reduce tension.

  • Understand the obstacles to good communication, learn to listen and pay attention to different viewpoints.

  • Observe group dynamics that exist beyond individuals and manage them for more effective collaboration.

  • Begin and end meetings with a powerful way to connect the group and get a handle on what is happening in the room.

Developing inner skills

  • Grow the capacity to hold all views as valuable, including the uncomfortable, unpopular, or dissenting ones.

  • Stay present with tension, difficulty, and strong emotion without collapsing into fixing, withdrawing, using rank, or avoiding.

  • Build self-awareness of your own reactions, edges, and assumptions and the ability to work with them rather than be hooked by them.

  • Develop the inner steadiness that allows you to facilitate, lead, or contribute as a non-polarising presence in charged situations without losing your ground.

  • Cultivate genuine compassion for the range of views and experiences in yourself and within a group, including those you disagree with.

“It has already changed the most challenging parts of my work”

“At first I was sceptical, and thought there might be too much emotion for work, then I realised that was the genius of it. It takes account of the whole person, digs for what they aren't sure they can say, and makes it safe for them to do it. I found it hugely valuable and it has already changed how I approach the most challenging parts of my work.

In learning to understand one another better as a group, we will treat one another with more respect and will be more mindful of what is being brought into the room that isn't visible.”

Hazel Lambert, Head of Communications, University of Edinburgh

I want to hear from you.

The first conversation is for both of us to work out whether what I do is the right fit. Some situations need something different from what I offer, and if I think that is the case, I'll say so.

Please get in touch.