There must be a clear and compelling theme, an interested and committed group, time and a place, and a leader. Detailed advance agendas, plans, and materials are not only un-needed, they are usually counterproductive.
- No location available
-

THE THEME — Creation of a powerful theme statement is critical, for it will be the central mechanism for focusing discussion and inspiring participation. The theme statement, however, cannot be a lengthy, dry, recitation of goals and objectives. It must have the capacity to inspire participation by being specific enough to indicate the direction, while possessing sufficient openness to allow for the imagination of the group to take over.There is no pat formulation for doing this, for what inspires one group will totally turn off another. One way of thinking about the theme statement is as the opening paragraph of a truly exciting story. The reader should have enough detail to know where the tale is headed and what some of the possible adventures are likely to be. But “telling all” in the beginning will make it quite unlikely that the reader will proceed. After all, who would read a story they already know?
- No location available
-

THE GROUP — The group must be interested and committed. Failing that, Open Space Technology will not work. The key ingredients for deep creative learning are real freedom and real responsibility. ... One way of insuring both commitment and interest is to make participation in the Open Space event completely voluntary. The people who come should be there because they want to be there. It is also imperative that all participants know what they are getting into before they arrive. Obviously they can’t know the details of discussions that have yet to take place. But they can and should be made aware of the general outlines. Open Space is not for everybody, and involuntary, non-informed participation is not only a contradiction in terms, it can become very destructive.
- No location available
-

This raises the obvious question of what to do with those people whom you want to involve, but who, for whatever reason, do not share your desire. There are two possibilities. The first is to schedule two sessions, and trust that the first one will be so rewarding that positive word of mouth testimony will draw in the recalcitrant. The alternative is to respect the wishes of those involved. In the final analysis it remains true that genuine learning only takes place on the basis of interest and commitment, and there is absolutely no way to force any of that.
- No location available
-

The size of the group is not absolutely critical. However, there does seem to be a lower limit of about 20. Less than 20 participants, and you tend to lose the necessary diversity which brings genuine interchange. At the upward end of the scale, groups of 400 work very well, and there is no reason to believe that number could not be increased.
- No location available
-

SPACE — The space required is critical, but need not be elaborate or elegant. Comfort is more important. You will need a room large enough to hold the entire group, with space to spare in which the participants may easily move about. Tables or desks are not only unnecessary, but will probably get in the way. Movable chairs, on the other hand, are essential.
- No location available
-

The initial setup is a circle with a large, blank wall somewhere in the room. The wall must be free from windows, doors, drapes, and with a surface that permits taping paper with masking tape. The wall should also be long enough so that the total group may stand before it, and never be more than three to four deep. The center of the circle is empty, for after all we are talking about Open Space.
- No location available
-

TIME — The time required depends on the specificity of result you require. Even a large group can achieve high levels of interaction combined with a real sense of having explored the issues in a matter of eight hours. However, if you want to go deeper than that, reaching firm conclusions and recommendations (as would be the case for strategic planning or product design), the time required may stretch to two or three days.More important than the length of time is the integrity of the time. Open Space Technology will not work if it is interrupted. This means that “drop-ins” should be discouraged. Those who come must be there at the beginning, and stay for the duration if at all possible. By the same token, once the process begins, it cannot be interrupted by other events or presentations. These might come before or afterwards, but never in the middle.
- No location available
-

Although it is true that an Open Space event has no pre-determined agenda, it must have an overall structure or framework. This framework is not intended to tell people what to do and when. Rather, it creates a supportive environment in which the participants can solve those issues for themselves. Minimal elements of this framework include: Opening, Agenda Setting, Open Space, and Conclusion. These elements will suffice for events lasting up to a day. Longer events will require the addition of Morning Announcements, Evening News, and probably a Celebration.
- No location available
-

OPENING — We have found that a very informal opening works well, especially if the group involved is an intact work group. An evening meal and a time for catch-up conversation will effectively set the stage. Should the group not have any prior association, the simple device of having all the participants introduce themselves by giving their names and telling a short story from their lives to illustrate who they are will usually do the job. Detailed and involved “icebreaking” exercises do not seem to work very well, and more to the point, set the wrong tone. After all, we want Open Space.
- No location available
-

AGENDA SETTING — This is the time for the group to figure out what it wants to do. The details for this procedure are given below.
- No location available
-

OPEN SPACE — is exactly what the words imply, open space and time for the group to do its business. There is literally nothing here at the start.
- No location available
-

ANNOUNCEMENTS — A short period every morning for the group to catch up on what it is doing, where, when, and how. Nothing elaborate, no speeches, just the facts, nothing but the facts.
- No location available
-

EVENING NEWS — This is usually a time for reflection and occasionally fun. Not to be confused with a formal report-out session, the approach is “What’s the story?” — with participants voluntarily providing the tale.
- No location available
-

CELEBRATION — If your Open Space event is like all the ones we have seen, particularly multi-day affairs, by the last night it will time to celebrate, otherwise known as having a party. Even in “serious” undertakings like preparation of the corporate strategic plan, when it is over, it is over, and people will enjoy celebrating that fact. We suggest doing the celebration in the spirit and manner of the rest of the event. All of which means don’t plan it in advance. It may be worthwhile to have some taped music if your people are inclined to dance, but other than that you will undoubtedly find that the talent you need is already available in the folks you have. Use it. Skits, songs, humorous reviews of what has happened, will amply fill the evening, and add to the learning experience.
- No location available
-

CLOSING — We try to keep the closing simple and serious. Simple in that there are no formal presentations and speeches. But serious, for this is the time for announcing commitments, next steps, and observations about what the event has meant. The closing event is best conducted in a circle with no “head table.” Start anywhere, and go around the circle allowing each participant, who wants to, the opportunity to say what was of significance and what they propose to do. But do make it clear that nobody has to say anything. In very large groups, hearing from everybody is obviously impossible, but two or three folks may be asked to volunteer.
- No location available
-

FORMAL REPORTS — The formal report-out session has apparently become a fixture of conference life. However, we find it to be boring and generally non-productive. There is never enough time for each group to say all they wanted to, and if sufficient time is allocated, the majority of conference participants are uninterested at any given time. As an alternative, we recommend using a simple word processing system, a computer conferencing system, or both.
- No location available
-

In a recent conference 200 participants created 65 task force reports (a total of 200 pages) which were available as the participants left the conference. Mechanically, all that is required is a bank of computers (low-powered laptops will do) and a request to each group organizer to enter the results of their deliberations into the system. They can either type it in themselves, or for the “non-typables,” a small group of secretaries will do the job. We print out each report as it is entered and hang it on the wall, providing an ongoing, real-time record of the discussions. The obvious advantage here is that participants find out what is happening, as it is happening, rather than waiting until the end when it is too late. Of course, having the proceedings at the end of conference, rather than six months later, is a pleasant and positive surprise.
- No location available
-

MEALS — You will notice that meals are not listed on the agenda, nor are there any coffee breaks. The reason is quite simple: once the conference starts to operate in small groups, there is usually never a time when something of substance is not going on. And in accord with the Third Principle, it will take place in its own time. All of this creates a small, but not insoluble, problem for such things as meals and coffee-breaks. Our solution has been to have coffee and other refreshments available in the main meeting room, so people partake when they are ready. No need for the whole group to get into lockstep, and stop an important discussion just because it is coffee-break time. Likewise with meals. We suggest buffets, open and available over a several hour period, so people can eat when they want to. There are two exceptions to the flexible meal/coffee-break schedule: an opening dinner if there is one, and dinner on the last night.
- No location available
-

The leadership of an Open Space event is at once absurdly simple and very tricky. The simplicity derives from the fact that the group itself will, and must, generate its own leadership. The tricky part comes in letting that happen.
- No location available
-

Gandhi described the leader as one who intuits which way the parade is moving, and then races to reach the head of it. The function of leadership is to provide a focal point for direction, and not to mandate and control a minute-by-minute plan of action. The details must be left to the troops, which means amongst other things, the troops must be trusted. In no case can any leader possibly solve all problems or direct all actions. Leadership in Open Space requires that one set the direction, define and honor the space, and let go.
- No location available
-

Those who come to an Open Space event with a precise and detailed list of intended outcomes will be frustrated. More than that, they will inevitably miss the positive and useful things that occur. Never before, and never again will the assembled group gather in that time and place. No one could possibly predict the synergism of effect that will take place when those particular people assemble. Some of what happens will be non-useful. But it is the special function of the leader to raise the expectations of the group, and heighten their sensitivity to the opportunities at hand, whatever they may be.Here is the most difficult and important point about leadership in Open Space. The leader must truly trust the group to find its own way. Attempts on the part of the leader to impose specific outcomes or agenda will totally abort the process. Any person who is not fully prepared to let go of their own detailed agenda should not lead.
- No location available
-

The Open Space environment provides the nutrient setting for creative activity, and those who would lead in that environment must keep their eye on the creative process and forget about the clock. When “it” happens, it will happen in its own time, and scheduling a breakthrough for 10 am is not only an exercise in futility, it is consummately destructive of Open Space.Open Space Events do, of course, occur in time, which means that there must be a time of beginning and a time for closure. But everything in the middle must be allowed to run its own course.
- No location available
-

Responsibility for a successful outcome in any Open Space Event resides with exactly one person — each participant. Individuals can make a difference and must make a difference. If that is not true in a given situation, they, and they alone, must take responsibility to use their two feet, and move to a new place where they can make a difference. This departure need not be made in anger or hostility, but only after honoring the people involved and the space they occupy. By word or gesture, indicate that you have nothing further to contribute, wish them well, and go and do something useful.
- No location available
-

Open Space Technology is effective when real learning, innovation, and departure from the norm are required. When you aren’t quite sure where you are, and less than clear about where you are headed, and require the best thinking and support from all those who wish to be involved, Open Space Technology will provide the means.On the other hand, if the present state, and future position are crystal clear, along with all the intervening steps, Open Space Technology is not only a waste of time, it will be very frustrating. Using a very mundane example, if the task at hand is the implementation of a known technology, such as a word processing program, or an established office procedure, inviting people to be creative and inventive is quite beside the point. They simply have to learn the skills and methods required. There is no mystery. Just do it.
- No location available
-

If this is a “first time” for you as a leader, we strongly suggest that you take a practice run through. Start by becoming completely familiar with the walkthough material provided below. Imagine that you are actually leading a group, and read through the script. Do this until you don’t need the script, and then go one step further. Forget the script’s words and use your own. At that point, you are probably ready for a real group, but don’t make your first effort “the critical one.” Find some friends and colleagues who are willing guinea pigs. They should have fun, and so should you. As a matter of fact, having fun is the key indicator that you are ready to take on a group for real. If it isn’t fun, don’t do it. Maybe you should never do it, or maybe you just need more practice. But HAVE FUN.
- No location available
-

Assume that your group is now assembled in a circle, with a large blank wall behind them. You walk into the center and begin:
- No location available
-
- [note::(Open Space Technology script is below this annotation - see original article)]

We find it very useful at this point for the leader to actually leave the room, if only for a cup of coffee. It really makes the point, as little else could, that each individual and the total group are now responsible for what happens.
- No location available
-

One most important function on the leader’s to do list is to take care of the room and the wall where the created agenda lies. We find ourselves spending a lot of time in that room, sometimes doing little more than picking up coffee cups, or re-taping agenda items that have come unglued. This may seem trivial and non-useful, but at the symbolic level it is a powerful statement of the leader’s concern for the common space. On a more practical level, it usually turns out that the initial meeting room plays the role of “Mission Control.”
- No location available
-

The major function of the leader, however, is not to do certain, specific things, but rather to sustain the atmosphere of Open Space. In most cases this involves little more than walking about and seeing how things are going. When difficulty is encountered, it is important not to take charge, but rather to throw responsibility back on those who need to hold it. For example, it is not unlikely that one or two of the participants will find themselves slightly lost, and come to the leader expecting to be told what to do. An appropriate response would be a question — “What would you like to do?” followed up with the assurance that there is nothing wrong with doing nothing. It may just be that some individuals’ unique contribution will be made by sitting under a tree and thinking all by themselves. The result of that thinking may show up in a later session, at the Evening News, or six weeks later in a company meeting. Open Space requires real freedom, and real responsibility.
- No location available
-

Sometimes it happens that overly zealous participants feel that their ideas are so important or powerful that everybody in a particular group (or even in the whole conference) should pay attention and listen. This one has to be nipped in the bud — carefully. The way out is not to directly challenge the person, but rather to remind the assembled group of the Law of Two Feet. If everybody truly wants to listen, they should do that. But if that is not their desire, they have two feet which they should use. There is no need to argue and shout, just thank the group and leave. Egomaniacs quickly get the picture when everybody leaves.
- No location available
-

There must be a clear and compelling theme, an interested and committed group, time and a place, and a leader. Detailed advance agendas, plans, and materials are not only un-needed, they are usually counterproductive.
- No location available
-

THE THEME — Creation of a powerful theme statement is critical, for it will be the central mechanism for focusing discussion and inspiring participation. The theme statement, however, cannot be a lengthy, dry, recitation of goals and objectives. It must have the capacity to inspire participation by being specific enough to indicate the direction, while possessing sufficient openness to allow for the imagination of the group to take over.There is no pat formulation for doing this, for what inspires one group will totally turn off another. One way of thinking about the theme statement is as the opening paragraph of a truly exciting story. The reader should have enough detail to know where the tale is headed and what some of the possible adventures are likely to be. But “telling all” in the beginning will make it quite unlikely that the reader will proceed. After all, who would read a story they already know?
- No location available
-

THE GROUP — The group must be interested and committed. Failing that, Open Space Technology will not work. The key ingredients for deep creative learning are real freedom and real responsibility. ... One way of insuring both commitment and interest is to make participation in the Open Space event completely voluntary. The people who come should be there because they want to be there. It is also imperative that all participants know what they are getting into before they arrive. Obviously they can’t know the details of discussions that have yet to take place. But they can and should be made aware of the general outlines. Open Space is not for everybody, and involuntary, non-informed participation is not only a contradiction in terms, it can become very destructive.
- No location available
-

This raises the obvious question of what to do with those people whom you want to involve, but who, for whatever reason, do not share your desire. There are two possibilities. The first is to schedule two sessions, and trust that the first one will be so rewarding that positive word of mouth testimony will draw in the recalcitrant. The alternative is to respect the wishes of those involved. In the final analysis it remains true that genuine learning only takes place on the basis of interest and commitment, and there is absolutely no way to force any of that.
- No location available
-

The size of the group is not absolutely critical. However, there does seem to be a lower limit of about 20. Less than 20 participants, and you tend to lose the necessary diversity which brings genuine interchange. At the upward end of the scale, groups of 400 work very well, and there is no reason to believe that number could not be increased.
- No location available
-

SPACE — The space required is critical, but need not be elaborate or elegant. Comfort is more important. You will need a room large enough to hold the entire group, with space to spare in which the participants may easily move about. Tables or desks are not only unnecessary, but will probably get in the way. Movable chairs, on the other hand, are essential.
- No location available
-

The initial setup is a circle with a large, blank wall somewhere in the room. The wall must be free from windows, doors, drapes, and with a surface that permits taping paper with masking tape. The wall should also be long enough so that the total group may stand before it, and never be more than three to four deep. The center of the circle is empty, for after all we are talking about Open Space.
- No location available
-

TIME — The time required depends on the specificity of result you require. Even a large group can achieve high levels of interaction combined with a real sense of having explored the issues in a matter of eight hours. However, if you want to go deeper than that, reaching firm conclusions and recommendations (as would be the case for strategic planning or product design), the time required may stretch to two or three days.More important than the length of time is the integrity of the time. Open Space Technology will not work if it is interrupted. This means that “drop-ins” should be discouraged. Those who come must be there at the beginning, and stay for the duration if at all possible. By the same token, once the process begins, it cannot be interrupted by other events or presentations. These might come before or afterwards, but never in the middle.
- No location available
-

Although it is true that an Open Space event has no pre-determined agenda, it must have an overall structure or framework. This framework is not intended to tell people what to do and when. Rather, it creates a supportive environment in which the participants can solve those issues for themselves. Minimal elements of this framework include: Opening, Agenda Setting, Open Space, and Conclusion. These elements will suffice for events lasting up to a day. Longer events will require the addition of Morning Announcements, Evening News, and probably a Celebration.
- No location available
-

OPENING — We have found that a very informal opening works well, especially if the group involved is an intact work group. An evening meal and a time for catch-up conversation will effectively set the stage. Should the group not have any prior association, the simple device of having all the participants introduce themselves by giving their names and telling a short story from their lives to illustrate who they are will usually do the job. Detailed and involved “icebreaking” exercises do not seem to work very well, and more to the point, set the wrong tone. After all, we want Open Space.
- No location available
-

AGENDA SETTING — This is the time for the group to figure out what it wants to do. The details for this procedure are given below.
- No location available
-

OPEN SPACE — is exactly what the words imply, open space and time for the group to do its business. There is literally nothing here at the start.
- No location available
-

ANNOUNCEMENTS — A short period every morning for the group to catch up on what it is doing, where, when, and how. Nothing elaborate, no speeches, just the facts, nothing but the facts.
- No location available
-

EVENING NEWS — This is usually a time for reflection and occasionally fun. Not to be confused with a formal report-out session, the approach is “What’s the story?” — with participants voluntarily providing the tale.
- No location available
-

CELEBRATION — If your Open Space event is like all the ones we have seen, particularly multi-day affairs, by the last night it will time to celebrate, otherwise known as having a party. Even in “serious” undertakings like preparation of the corporate strategic plan, when it is over, it is over, and people will enjoy celebrating that fact. We suggest doing the celebration in the spirit and manner of the rest of the event. All of which means don’t plan it in advance. It may be worthwhile to have some taped music if your people are inclined to dance, but other than that you will undoubtedly find that the talent you need is already available in the folks you have. Use it. Skits, songs, humorous reviews of what has happened, will amply fill the evening, and add to the learning experience.
- No location available
-

CLOSING — We try to keep the closing simple and serious. Simple in that there are no formal presentations and speeches. But serious, for this is the time for announcing commitments, next steps, and observations about what the event has meant. The closing event is best conducted in a circle with no “head table.” Start anywhere, and go around the circle allowing each participant, who wants to, the opportunity to say what was of significance and what they propose to do. But do make it clear that nobody has to say anything. In very large groups, hearing from everybody is obviously impossible, but two or three folks may be asked to volunteer.
- No location available
-

FORMAL REPORTS — The formal report-out session has apparently become a fixture of conference life. However, we find it to be boring and generally non-productive. There is never enough time for each group to say all they wanted to, and if sufficient time is allocated, the majority of conference participants are uninterested at any given time. As an alternative, we recommend using a simple word processing system, a computer conferencing system, or both.
- No location available
-

In a recent conference 200 participants created 65 task force reports (a total of 200 pages) which were available as the participants left the conference. Mechanically, all that is required is a bank of computers (low-powered laptops will do) and a request to each group organizer to enter the results of their deliberations into the system. They can either type it in themselves, or for the “non-typables,” a small group of secretaries will do the job. We print out each report as it is entered and hang it on the wall, providing an ongoing, real-time record of the discussions. The obvious advantage here is that participants find out what is happening, as it is happening, rather than waiting until the end when it is too late. Of course, having the proceedings at the end of conference, rather than six months later, is a pleasant and positive surprise.
- No location available
-

MEALS — You will notice that meals are not listed on the agenda, nor are there any coffee breaks. The reason is quite simple: once the conference starts to operate in small groups, there is usually never a time when something of substance is not going on. And in accord with the Third Principle, it will take place in its own time. All of this creates a small, but not insoluble, problem for such things as meals and coffee-breaks. Our solution has been to have coffee and other refreshments available in the main meeting room, so people partake when they are ready. No need for the whole group to get into lockstep, and stop an important discussion just because it is coffee-break time. Likewise with meals. We suggest buffets, open and available over a several hour period, so people can eat when they want to. There are two exceptions to the flexible meal/coffee-break schedule: an opening dinner if there is one, and dinner on the last night.
- No location available
-

The leadership of an Open Space event is at once absurdly simple and very tricky. The simplicity derives from the fact that the group itself will, and must, generate its own leadership. The tricky part comes in letting that happen.
- No location available
-

Gandhi described the leader as one who intuits which way the parade is moving, and then races to reach the head of it. The function of leadership is to provide a focal point for direction, and not to mandate and control a minute-by-minute plan of action. The details must be left to the troops, which means amongst other things, the troops must be trusted. In no case can any leader possibly solve all problems or direct all actions. Leadership in Open Space requires that one set the direction, define and honor the space, and let go.
- No location available
-

Those who come to an Open Space event with a precise and detailed list of intended outcomes will be frustrated. More than that, they will inevitably miss the positive and useful things that occur. Never before, and never again will the assembled group gather in that time and place. No one could possibly predict the synergism of effect that will take place when those particular people assemble. Some of what happens will be non-useful. But it is the special function of the leader to raise the expectations of the group, and heighten their sensitivity to the opportunities at hand, whatever they may be.Here is the most difficult and important point about leadership in Open Space. The leader must truly trust the group to find its own way. Attempts on the part of the leader to impose specific outcomes or agenda will totally abort the process. Any person who is not fully prepared to let go of their own detailed agenda should not lead.
- No location available
-

The Open Space environment provides the nutrient setting for creative activity, and those who would lead in that environment must keep their eye on the creative process and forget about the clock. When “it” happens, it will happen in its own time, and scheduling a breakthrough for 10 am is not only an exercise in futility, it is consummately destructive of Open Space.Open Space Events do, of course, occur in time, which means that there must be a time of beginning and a time for closure. But everything in the middle must be allowed to run its own course.
- No location available
-

Responsibility for a successful outcome in any Open Space Event resides with exactly one person — each participant. Individuals can make a difference and must make a difference. If that is not true in a given situation, they, and they alone, must take responsibility to use their two feet, and move to a new place where they can make a difference. This departure need not be made in anger or hostility, but only after honoring the people involved and the space they occupy. By word or gesture, indicate that you have nothing further to contribute, wish them well, and go and do something useful.
- No location available
-

Open Space Technology is effective when real learning, innovation, and departure from the norm are required. When you aren’t quite sure where you are, and less than clear about where you are headed, and require the best thinking and support from all those who wish to be involved, Open Space Technology will provide the means.On the other hand, if the present state, and future position are crystal clear, along with all the intervening steps, Open Space Technology is not only a waste of time, it will be very frustrating. Using a very mundane example, if the task at hand is the implementation of a known technology, such as a word processing program, or an established office procedure, inviting people to be creative and inventive is quite beside the point. They simply have to learn the skills and methods required. There is no mystery. Just do it.
- No location available
-

If this is a “first time” for you as a leader, we strongly suggest that you take a practice run through. Start by becoming completely familiar with the walkthough material provided below. Imagine that you are actually leading a group, and read through the script. Do this until you don’t need the script, and then go one step further. Forget the script’s words and use your own. At that point, you are probably ready for a real group, but don’t make your first effort “the critical one.” Find some friends and colleagues who are willing guinea pigs. They should have fun, and so should you. As a matter of fact, having fun is the key indicator that you are ready to take on a group for real. If it isn’t fun, don’t do it. Maybe you should never do it, or maybe you just need more practice. But HAVE FUN.
- No location available
-

Assume that your group is now assembled in a circle, with a large blank wall behind them. You walk into the center and begin:
- No location available
-
- [note::(Open Space Technology script is below this annotation - see original article)]

We find it very useful at this point for the leader to actually leave the room, if only for a cup of coffee. It really makes the point, as little else could, that each individual and the total group are now responsible for what happens.
- No location available
-

One most important function on the leader’s to do list is to take care of the room and the wall where the created agenda lies. We find ourselves spending a lot of time in that room, sometimes doing little more than picking up coffee cups, or re-taping agenda items that have come unglued. This may seem trivial and non-useful, but at the symbolic level it is a powerful statement of the leader’s concern for the common space. On a more practical level, it usually turns out that the initial meeting room plays the role of “Mission Control.”
- No location available
-

The major function of the leader, however, is not to do certain, specific things, but rather to sustain the atmosphere of Open Space. In most cases this involves little more than walking about and seeing how things are going. When difficulty is encountered, it is important not to take charge, but rather to throw responsibility back on those who need to hold it. For example, it is not unlikely that one or two of the participants will find themselves slightly lost, and come to the leader expecting to be told what to do. An appropriate response would be a question — “What would you like to do?” followed up with the assurance that there is nothing wrong with doing nothing. It may just be that some individuals’ unique contribution will be made by sitting under a tree and thinking all by themselves. The result of that thinking may show up in a later session, at the Evening News, or six weeks later in a company meeting. Open Space requires real freedom, and real responsibility.
- No location available
-

Sometimes it happens that overly zealous participants feel that their ideas are so important or powerful that everybody in a particular group (or even in the whole conference) should pay attention and listen. This one has to be nipped in the bud — carefully. The way out is not to directly challenge the person, but rather to remind the assembled group of the Law of Two Feet. If everybody truly wants to listen, they should do that. But if that is not their desire, they have two feet which they should use. There is no need to argue and shout, just thank the group and leave. Egomaniacs quickly get the picture when everybody leaves.
- No location available
-