Circle Indigo

Facilitation – Process Versus Content

In a recent blog we explored roles and facilitation contexts and often along with questions about this we also get asked about managing the dichotomy of having to deal with and manage both the workshop/meeting process versus content. Let us quickly review what we mean by each? Content – The ‘what’ being discussed. Topics/themes etc. […]

Circle Indigo

The Role of the Facilitator – Facilitation Contexts

When circleindigo run facilitation skills training programmes we often get asked about different facilitation contexts and whether it’s possible for people in other roles to act as the Facilitator. Whilst we could explore what a Facilitator actually does and does not do, a good start is ‘in what context’? At circleindigo we mostly operate out […]

Circle Indigo

Core Facilitation Skills

In the first of a short series of blogs on core facilitation skills we thought we would focus on four essential skills. We will address each separately and cover other topics such as process design, tools, techniques and managing groups and individuals in subsequent blogs, but for now let’s focus on the fundamentals. Questioning; the […]

Circle Indigo

IAF Europe Conference: Paradoxes in facilitation

Gary is currently the IAF Europe (acting) Conferences and Professional Development Lead and in a few weeks time he will be participating in the International Association of Facilitators (IAF) Europe conference 2010, 15th – 17th October, being held this year in Helsinki, Finland with the theme of ‘Paradoxes in Facilitation’; where we will explore paradoxes, […]

Private, public, third sector clients

  • Hockerill College
  • Zurich
  • West Kent Arts Patnership
  • Johnson Service Group PLC
  • Cross Roads Care
  • Eurojet
  • Allergan
  • Natwest
  • KnowledgeBrief
  • Novartis
  • ACAS
  • English National Balle
  • Hyde Plus
  • McDonalds
  • Broadway Theatre
  • Home Office
  • Institute of Education (IoE)
  • QBE
  • Elavon
  • Department for Environment, Food and Rural Affairs (DEFRA
  • BT
  • University of Westminster
  • Cubic
  • Centrica
  • Jobcentre Plus
  • BBC
  • Health & Safety Executive
  • Scott Wilson
  • NHS
  • The Prince’s Trust
  • Triodis Bank
  • Pace
  • Ministry of Defence (M.o.D)
  • Waste & Resources Action Programme (WRAP)
  • Training and Development Agency (TDA)
  • BP
  • Maritime Cluster
  • International Union for Conservation of Nature (IUCN)
  • Stakeholder Forum For a Sustainable Future
  • United Nations Environment Programme (UNEP)
  • European Bank for Reconstruction & Development
  • Vodafone
  • Clinical Research Network
  • Ident Trust
  • Severn Trent Services
  • Office for Criminal Justice Reform (OCJR)
  • MARS
  • Training for Life
  • Shoreditch Trust
  • Police Strategy Unit (PSU)
  • The Talent Foundation
  • Change First
  • Diabetes UK
  • Criminal Injuries Compensation Authority (CICA
  • Government Office for London
  • UCAS
  • Walt Disney
  • Spear
  • British Gas
  • Learn Purple
  • Allianz
  • WiPM (Women in Project Management)
  • The Royal British Legion
  • Mental Health Research Network (MHRN)
  • Action For Children
  • School-Home Support
  • Business, Innovation & Skills UK Government Department
  • Fifteen Foundation
  • Barclay Card
  • IMS
  • Barclays
  • Zero Waste Scotland
  • Sir Oswald Stoll Foundation
  • Bruel & Kjaer
  • Participle
  • Citi
  • United Nations Development Programme (UNDP)
  • Sareos
  • Turkcell
  • Upstage
  • University of Leicester
  • St. Ethelburgas Centre for Reconciliation & Peace
  • Diageo
  • Catalyst
  • Greenwich Local Authority Childrens Services
  • MBNA
  • London Borough of Barking and Dagenham
  • Independent Living Fund – Scotland
  • RBS
  • Citizen’s Advice Bureau
  • Brit Insurance
  • Virgin Media
  • jkr
  • Harris HospisCare
  • RSA

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We work with profit and non-profit organisations, cross-sector and cross-industry with executive and leadership teams, staff at all levels, customers, suppliers and prospective partners.

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Although I try to be positive I felt there was not much I could learn about dealing with the hardest to reach customers. I was proved wrong. I learnt practical tools for...
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