As with any output it’s worth considering its intended audience. Management may benefit from a high level ‘executive summary’ of the main findings of the workshop and may not necessarily need or want details of the discussions which generated them. Whereas the individuals and/or teams represented at the workshop may need a breakdown of the actions they are responsible for, as well as a general reminder of the discussions that were had along the way.
It’s also important to try to capture and share the ideas which did not find favour and will not be progressed in the immediate future. There may well be some great material here and some absolute gems which may not have been considered appropriate at this moment in time, but which are certainly worth storing up for another occasion.
It’s a good idea to add discussion of the event and its recommendations at the next meeting of any and all relevant bodies. This helps ensure the actions start to get integrated into the main planning and governance mechanisms within the organisation, as well as making sure that all relevant staff are on board with developments.
It can also be useful to schedule a review point within the calendar, somewhere around six months after the initial workshop and including as many of those involved in the original event as possible.
This is a good opportunity to check progress since the original event, to review what has worked and what hasn’t and perhaps to take a fresh look at some of the suggestions that you agreed to place ‘on the shelf’ during the shopping trolley exercise to see whether any of them now have any merit.
Don’t let this be a dry and dull meeting where you slip back into old habits – think which of the participatory exercises might usefully be employed to add some energy and creativity to the proceedings!