Template for Facilitated Workshops

A facilitated workshop, also called decision conferencing, is a socially interactive approach to group decision making in order to generate a shared understanding of the problem and to produce a commitment to action. Facilitated workshop combines decision theory, group processes and information technology over an intensive up to two or three-day session attended by key players with different fields of expertise. The primal arrangement is that a small group of key players is seated at a semicircle to discuss the problem through a facilitator who aids the group's discussion and sharing of knowledge. In the background an analyst, using decision-aiding technology, models the group views. Our experience supports the view that these two people should be neutral outsiders.

It is argued that decision conferencing produces conditions for creative and effective decision making. Participants are not on home ground. Usually sessions take place in a specially designed room. Nowadays the participants often work on their personal computers connected to each other via a wireless local area network (W-LAN). The group is carefully composed of problem owners representing all perspectives of the issue to be resolved.

Other forms of decision conferences have also been suggested. For example, the spontaneous decision conferencing concept where the whole process can be accomplished in just a few hours and with minimal arrangements. Time is commonly limited. Using preceding preparatory meetings and reports the process is seen to comply with conventional emergency management. Another approach is the interview technique in order to analyse the decision situation from the perspective of key players.

Goals for the National Workshops


  • develop methods for stakeholder involvement in exercises and emergency planning;
  • deepen insight on value judgements that are brought into play by the stakeholders;
  • identify the forms of strategy that relevant organisations wish to consider;
  • explore how the radiological, socio-psychological, economic, etc. and their relative im-portance related to the bases for international (generic) guidance on intervention.

This all means that we are digging deeper in the justification and optimisation than conventionally is done during emergency exercise or stakeholder panels. The process is not just an application of preset intervention levels but the reasoning behind them. A real commitment of all key players (and us) is required.

The aim of the workshop is to acquaint participants with techniques and methodologies for conducting facilitated workshops. In the seminar you will discuss issues in emergency management, procedures for running facilitated workshops, multi-attribute decision models and the use of evaluation software. The hands-on evaluation exercises will train experts and facilitators to conduct scenario-focused workshops in their own countries. In order to enhance to learning process you are free to use the HUT e-learning material prepared for you: decision theory, how to use evaluation software Web-HIPRE etc.

Emergency Scenario

STUK is preparing case studies in the area of emergency management which you can analyse by yourself. The scenario for national workshops will be uploaded soon. Further information will be given on case-by-case basis.

Preliminary Tasks in Each Country

  1. Identification of relevant key players
    Concerning decisions on clean-up actions list participating organisations and their duties, especially who are the relevant stakeholders, who are preparing recommendation, which are the organisations that take the final and formal decision and who is implementing actions. Above all, who you are going to invite in the workshop. Outline of Call letter

  2. Calculations for the consequence table
    The values of the following tangible attributes in different strategies are needed:
    • Collective dose to the public and number of cancer cases (manSv).
    • Dose to the workers. Projected collective dose to the workers carrying out the recovery operations (manSv).
    • Costs. The monetary costs caused by implementing recovery operations. Total costs include direct costs of operations, e.g., collecting waste, transportation, disposal ().

    How you define strategies of clean-up actions and how you aim to calculate the numbers in the consequence table?

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