Contemplative Meetings

Welcome to our Program Archive

This page is part of our archive of past program activities.

The Center for Contemplative Mind in Society works to support the contemplative dimension of teaching, learning and knowing in higher education. We invite you to learn more about our current initiatives.

Meetings can create familiar group dynamics–ways of collective communicating, sharing, and understanding. These ways can provide us with useful information and tools to help us get our work done. They also have their shadow sides, which can prove challenging to overcome. For example, in a traditional meeting format it can be easy for a group to become easily distracted by cross-talk, for participants to take rigid positions, and for the voices of less-outspoken people to be drowned out by others. Investigating new forms of group process may help us to overcome some of these pitfalls and give us access to new kinds of information and ways of knowing.

Sometimes it is not the format of the meeting which is problematic, but our lack of adequately taking advantage of what it may have to offer. We don’t need to scrap our old ways of gathering, but it may be of great benefit to us to understand these formats more fully and tailor them to fit the needs of a particular group.

In this section, we will offer some basic ideas and guidelines regarding the design and facilitation of traditional meetings, as well as offer some alternative formats that you may find worth exploring.

There are a few basic elements of traditional group meetings which support good contemplative process. Making sure that these elements are in place will aid in creating high-functioning and fulfilling discussions. It is always important to have clear expectations and goals for the discussion, in order to help orient the participants to the conversation. Some of this can be done by distributing materials before and during the meeting. Agendas and relevant information can help prepare people for the discussion before the conversation begins. Short readings such as poetry or inspiring passages at the meeting’s beginning can also help ground the conversation in a specific intention that gives people focus and motivation.

Taking time to review the agenda at the start of a meeting in order to have room for additions or suggestions helps make the most out of your valuable time. If there are unfamiliar members at the meeting, it is always good to do a round of introductions.

We recommend introducing short periods of silence at the beginning and end of each meeting. Silence is a great way to clear our minds and settle into our intentions before delving into conversation. At the end of a meeting, taking another few moments helps us to absorb the conversation more fully and reflect upon the outcomes of our discussion.

Sometimes, if the group is large and the discussion is expected to be long, the introduction of a “mindfulness bell” can be a useful component to the group process. Often, in intense discussions, people can lose their awareness of how much time and space they are taking up in the group process, and a gentle reminder can help them be more concise and clear in their words. A soft ring of a bell helps bring this awareness to the person speaking. If this tool is going to be used it must be used as equally as possible across the board, so that certain people don’t feel attacked or shut down by the bell while others are allowed to run on for longer periods. The device ought to be introduced in the beginning of the conversation as a tool for awareness, rather than as a tool for control. Inviting the bell to ring is not an attempt to silence someone, but instead to draw them into awareness of their role in the group. Perhaps the timer or facilitator commits to giving everyone one or two minutes of speaking before striking the bell, in order to provide a sense of objectivity to the tool.

In the midst of a dialog, “dipping” is another way for participants to stop and notice what is happening in their internal landscape. The facilitator will ask them to simply “dip” into their experience–to take a moment and notice what is going on within. This could include thoughts, emotions, judgments, body sensations, and other reactions. Then people are invited to verbalize what they observed, perhaps with one or two other people.



The art of facilitation is one that takes many years of practice to master, but the basic elements can be learned in a short period of time. This includes management of information and maintaining a balance of spaciousness and decisiveness for the group process.

How does the facilitator maintain a sense of space that allows people to participate fully while still assuring that the group stays on task? When to be permissive or directive in a conversation? How much information is needed for a group to begin a discussion or process? How much information is too much?

Answers to these questions arrive through experience and trial and error. However, we do have some suggestions and ideas that we hope will be helpful in developing these qualities and knowledge for you and your group:

  • Make sure all participants know what the discussion is regarding and why they are holding it.
  • Let your own behavior be a model for how other participants should be engaged.
  • Have someone keep track of the conversation visually, such as written on a whiteboard, which all participants can refer to. This provides for deeper and less repetitive conversation, allowing people to look back to earlier points in the discussion and extract themes.
  • Use your intuition to determine what the group needs at any given moment.
  • Help summarize the conversation for people who may not be looking at the whole picture. Pulling out themes and being aware of direction can be very helpful for the group to get its bearings.
  • Gently keep participants on the subject. The group will benefit greatly if the conversation stays in close proximity to the stated goal.
  • Try to stay aware of the difference between facilitating and participating. It is important to remain present and fully involved while still maintaining the responsibilities that come with holding the broader perspective of the discussion.


Alternative Forms

The two forms presented here are not new. One is certifiably ancient and the other is at least several hundred years old. Still, it can be quite challenging to adapt ourselves to what may be a new form for us. Creatively using new forms requires patience and commitment and can help us not only uncover wells of untapped resources within our collectives, but also give us insight into our relationships to form itself. Please invite your group to discuss which aspects feel the most helpful and which are the most challenging, in order to come up with forms that work best for you.


Council Circle

Council processes have been developed in many cultures and have been used for generations. The structure of council circles may vary, but a basic form remains constant: a group is gathered in a circle for a conversation about a specific topic, and the opportunity to speak is given one at a time to all members of the council. Often, a “talking piece” is passed clockwise around the circle to identify the speaker. Members only speak when it is their turn and are encouraged to listen intently, without comment, while others are speaking. All members have the right to keep silent or “pass” when their turn comes. A facilitator is charged with maintaining the boundaries of the circle to protect the process.

From The Center for Council:

Participants speak one-at-a-time, sharing their personal stories and experiences, rather than opinions, and listen intently while others do the same. Sharing and listening to universal stories about love, loss, fear, and hope enables participants to recognize that, despite their many differences, they have much in common.
By fostering attentive listening and authentic expression, Council builds positive relationships between participants and neutralizes hierarchical dynamics formed by the inequality of status, race, or other social factors. It supports a deep sense of community and fosters recognition of a shared humanity and interconnectedness.  It enables individuals to give voice to their stories, develop mutual respect, cultivate a compassionate response to anger, defensiveness, and violence, as well as strengthen emotional health and  resilience.

The following intentions, originally stated by the Ojai Foundation (the organization from which came the Center for Council), may be helpful in developing your understanding of how to engage in the council process:

Council uses four simple intentions that provide the basis for interaction in the council circle. An intention is a direction that we want to move in to the best of our ability, despite difficulties we might encounter.

  1. The first intention is to “speak from the heart” when you have the talking piece. This means to speak not only with your head and your ideas, but with your feelings as well. It means to tell your own story as honestly as you can trust in the moment. You have countless important and meaningful experiences. When you speak about them truthfully, you are speaking from the heart.
  2. The second intention is to “listen from the heart” when another person has the talking piece. This means to listen without judgment, to listen with an open mind, even if you disagree with what the person is saying. Listen not just with your mind, but with your heart as well.
  3. The third intention is to “speak spontaneously.” This means that we try to wait before the talking piece comes to us before we decide what we want to say. There are good reasons for this. First, if you are thinking about what you are going to say, then you are not listening completely to the person who is speaking. Second, when you don’t preplan what you are going to say, you will often be surprised what comes to you when it is your turn.
  4. The last intention is to “speak leanly.” Something that is “lean” doesn’t have anything extra on it. When you speak, keep in mind that many others would like a chance to speak, and that there is limited time. Use only those words necessary to get your point or story across. Please remember that no one is required to speak.

Further resources for Council Process:

The Center for Council

The Circle Way

Zimmerman, Jack & Coyle, Gigi. 1996. The Way of Council. Bramble Books.


Claremont Dialog.

From the Quaker tradition, Claremont Dialog refers to a format in which the opportunity to speak passes systematically around the circle, in a similar manner to council circle. Friends may pass or speak as they choose. Silence for reflection often follows each contribution. This form encourages a focus on the issue at hand and minimizes the tendency for discussion to fall into a debate between individuals. The group starts with a period of quiet worship or meditation, long enough to “center down.” The leader briefly tells the nature of the dialog and explains the ground rules: this is a sharing of experience, not a discussion; we avoid analysis and theorizing; we respect what all share, and we refrain from making judgments; we do not probe or cross-question each other; we aim to answer with complete honesty and freedom, but if we do not feel free to answer a given question, we need not feel pressure to answer, but say “pass” [those that pass may be given another opportunity to speak after everyone else has spoken]. The leader begins, and then the conversation continues around the circle so that all feel they have a proper space in which to participate.

Here are some key points for using this method:

  • The speaking should be from feeling and experience, rather than from theory or opinion;
  • answers be made in turn rather than through volunteering; the choice not to answer be
  • fully respected; there be no discussion of what participants have shared and
  • furthermore, what is said be held in confidence; the leader take part as one of the group.


The Contemplative Conference Call

by Mirabai Bush, Founding Director, the Center for Contemplative Mind in Society

On 9/11 my son was in New York and I was on an island off Canada. After 10 hours or so, I finally got a call from him. He was alive and OK, and I was relieved and reassured, but somehow, after the shock of that day, the truth didn’t really register until 5 days later when I saw him and could touch him…the phone is a disembodied contact. It is limited. We have to compensate to have full communication.

A conference call is a disembodied way of bringing a group together to think together across space. It forms a circle or a net whose points may be in Hawaii, California, Missouri, Massachusetts, New Delhi…

It requires focus and skillful listening, since there are no visual clues to help give meaning. The agenda is the result of much preparation, often compressed, and may be used for building community, discussing a subject, or making decisions.

So, what is the contemplative conference call? What are the skillful means?

Here are some guidelines:

– Set the intention with pre-call materials. Include an inspirational quote or image so that the discussion begins in a reflective way, even before the call.

– Once everyone is on the call, you can share a few minutes of silence or a guided meditation. End silence with a word, an inspirational quote, or a bell: it brings people into the space together.

– If there is time, ask everyone to share something about their life or their intention for the call or your work together. It becomes easier to imagine each other in the circle.

– When the discussion begins, here are some of the techniques we use to create a cooperative, loving, learning, awake space on the phone, using the technology at its best:

  • Be modest and humble about what can be accomplished and remember that we are not solving problems, but dissolving them.
  • Allow space for all voices, but stress that although the facilitator will try, each opinion may not be heard.
  • Listen mindfully, without judgment–listen to understand (not to agree with or believe).
  • Be kind; assume the best (there are so many possibilities for misunderstanding).
  • Exercise empathy and generosity, honoring and delighting in group mind.
  • Expect nothing; be ready for anything. Have goals, but defer to greater wisdom.
  • If you are stressed about the situation or the process, say that—don’t attack the information. If you are worried that those who have presented don’t understand the issue, or you want it presented in differently in the future, say that—it’s just information.
  • Maintain a sense of proportion–“in relation to what?”–and a sense of humor because, as a great clown once said, “If you don’t have a sense of humor, it just isn’t funny.”
  • Remember: There is always follow up; this will probably not be the last call of your life. You are part of a collaborative organization.
  • Use these calls only when necessary.
  • Follow up with minutes or notes, announced at the beginning, so people can be relaxed and focused during the call.
  • End with thanks to all participants.