ONLINE WORKSHOP HUB · BIWEEKLY EDITION
Clarity.
Connection.
Progress.
Your biweekly guide to clearer questions and practical next steps.
OCTOBER 24, 2026 · BIWEEKLY EDITION
IN THIS ISSUE
01 Conversation · 02 Facilitators · 03 Tools & Videos · 04 Next Steps
Organizational improvement begins with useful questions, an understanding of different perspectives and a practical next step. In this edition, meet four facilitator partners and explore three methods for examining causes, understanding a system and setting priorities.
01 / YOUR NEXT STEP
Let’s discuss your
organization’s goals.
Share your team’s context, challenges and desired outcomes. Tell us who will participate, your timing and the workshop support you have in mind. Our team can help you explore suitable facilitators, workshops and next steps.
DISCUSS YOUR NEEDS
A clearer next step.
1
Share your needs
Tell us about your organization, team or professional role and the challenge you would like to work on.
2
Choose a time
Select an available 30-minute appointment in your time zone.
3
Explore the right fit
Talk with our team about suitable facilitation, workshop options and next steps.
02 / FACILITATOR NEWS
Broader expertise for different organizational challenges.
Four recently published profiles extend the experience readers can explore, from higher education and cultural intelligence to leadership transitions, day-to-day decisions and strategic implementation. Start with the challenge your organization needs to address, then consider the approach that may fit.
Dr. Althia Ellis
OWH-F1023
Cultural intelligence & higher education improvement
15+ years in higher education administration and leadership; approximately 16 years of teaching. Ph.D. in Educational Leadership, Florida Atlantic University.
Builds on participants’ strengths, includes different perspectives, and closes with priorities, named owners and practical next steps.
Possible fit: A college wants faculty and program leaders to develop an adult-learner retention plan.
Davie, Florida · Eastern Time · English
Kenneth R. Steensma
OWH-F1024
Decision-making & performance improvement
Approximately 35 years of facilitation, coaching and consulting. Master of Social Work, Michigan State University.
Uses current operational challenges to develop decision-making skills, peer coaching and greater team independence.
Possible fit: A family-owned business wants clearer team decisions and less reliance on the owner for each operational question.
Manhattan, Kansas · Central Time · English
Len Romano
OWH-F1022
Leadership transitions, nonprofit governance & strategy
38 years of C-level leadership and seven years of independent consulting. MBA, Northeastern University; Master of Divinity.
Begins with stakeholder interviews and document review to align outcomes before designing practical sessions.
Possible fit: A nonprofit board and incoming CEO need a 120-day transition plan with clear roles and priorities.
United States · Eastern Time · English
Kevin Ogutu
OWH-F1021
Strategic leadership & stakeholder relationships
20+ years of professional experience, 15+ facilitating and 10+ consulting. MBA in Strategic Management, University of Nairobi.
Combines needs analysis, stakeholder dialogue and customized frameworks with action planning and implementation follow-through.
Possible fit: A cross-functional team needs to connect strategic goals with operational responsibilities and customer or partnership priorities.
East Africa · UTC+3 · English
The examples above illustrate possible engagement needs; they are not reported client outcomes. Our team confirms suitability, scope, the independent facilitator’s acceptance and scheduling before an engagement.
03 / FROM OUR YOUTUBE CHANNEL
Explore causes. Compare perspectives.
Choose what to test.
These three full-length guided workshops offer different ways to work on one organizational challenge. Watch in sections, pause to apply a method, and use the questions below to prepare for a team discussion. The examples are illustrative; the frameworks organize inquiry and decisions, and do not establish that a proposed cause or improvement is correct.
Fishbone Diagram Workshop | Brainstorm & Analyze Complex Problems with AI | Online Workshop Hub
63:32 · Explore possible causes
A Fishbone diagram groups possible contributing causes so a team can examine more than its first explanation. The workshop emphasizes separating observations, assumptions and unknowns before choosing what to investigate.
Application: Use it when a recurring delay or quality problem may have several contributing causes.
Illustrative example: A service team lists possible reasons for late handoffs under process, roles and tools, then checks whether incomplete briefs appear in the delayed requests.
Ask your team: Which possible cause could we check with records or first-hand observations this week?
CATWOE System Lens: See the System Behind the Problem | Online Workshop Hub
63:23 · Examine the system and its perspectives
CATWOE examines Customers, Actors, Transformation, Worldview, Owner and Environmental Constraints. It helps people compare how a situation looks to those affected, those doing the work and those able to authorize change.
Application: Use it when stakeholders disagree about what a process is for or what a good result means.
Illustrative example: Requesters value a quick response, while the receiving team needs a complete brief. Mapping both views helps the group define a workable handoff and identify who can approve changes.
Ask your team: Whose perspective is missing, and who can authorize the change we are considering?
MoSCoW Prioritization: Decide What Really Matters | Online Workshop Hub
63:25 · Choose a workable scope
MoSCoW separates Must Have, Should Have, Could Have and Won’t Have This Time. Agree what makes delivery viable, then distinguish essentials from useful additions within a defined period and capacity.
Application: Use it to scope an improvement pilot when several requests compete for limited time.
Illustrative example: For a two-week intake pilot, the team treats a named owner and minimum brief as essential, considers a shared status view, and defers a full software replacement.
Ask your team: What would make this pilot unworkable if omitted, and what can responsibly wait?
Explore @OnlineWorkshopHub on YouTube →
A short reflection before your next team conversation
What challenge keeps recurring because we have not yet separated what we observe from what we assume?
- Name one recurring problem. Describe what happens, who experiences it and a useful time period, without assuming the cause.
- Separate observation from explanation. Write what you can point to in records or first-hand accounts, then label your possible explanation as an assumption to examine.
- Look for evidence and missing views. Ask what would support or weaken that explanation. Invite people who do the work and people affected by it; allow for several interacting causes.
- Choose one manageable next action. Agree on one evidence check or small improvement test, a named owner, a review date and an observable sign of progress.
| Observation | Possible explanation | Evidence to seek |
|---|---|---|
| Three of ten requests were returned for missing information. | The intake form may not make the required brief clear. | Compare the form, return reasons and the experiences of requesters and receivers. |
The Five Whys Generator can help you record a line of questioning and summarize the deepest cause you entered. Treat that result as a hypothesis: check the causal links against evidence and stakeholder views, and branch the inquiry when several causes may be involved.
04 / YOUR NEXT STEPS
From a recurring challenge
to a practical test.
1
Clarify the issue
Describe a specific recurring challenge, who experiences it and the evidence currently available. Agree on a problem statement that leaves the cause open to investigation.
2
Examine perspectives
Ask people who do the work and those affected how they understand the issue. Make differences in interpretation and assumptions that need testing visible.
3
Choose a small action
Define one improvement to test, who will participate and who will own it. Set a review date and an observable result, then use what you learn to adjust.
Bring this question: Which small change could we test together, and what would convince us to keep, adjust or stop it?
05 / YOUR CONVERSATION
Share your needs.
Then choose a time.
Our team can help you explore suitable facilitators, workshops and professional-development options. Send a short introduction first, then select an available date and time for your 30-minute conversation.
1. Share your organization’s goals
A few details help us understand your context and prepare for a useful conversation.
Thank you for your response. ✨
2. Book a 30-minute conversation
After sending your details, use the same email address here. Your appointment is confirmed when you complete the Calendly booking. If no times are listed, submit your needs so our team can follow up.
Ready to move your team forward?
Talk with our team about your goals, suitable facilitation and next steps. Facilitator fit, acceptance and scheduling are confirmed individually.
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Online Workshop Hub · Clarity. Connection. Progress.
An HSU Academy Inc. platform · October 24, 2026