The sooner you know where the best conflicts will come from, the better. Rehearse them before entering the real room.
The difficult assembly gives no warning. And nobody teaches you how to hold it: you learn by failing in the real room, where every failure costs legitimacy.
I represent two thousand people.
If the facilitator buys it, they have killed the process. Dismantling the mechanisms of legitimation (whoever shouts, whoever outlasts, whoever represents) can be trained. Almost nobody trains it.
The shopkeepers will be against it. It is mathematical.
Foreseeable conflicts arrive unprepared all the same: the real fear behind the opposition (not making it to the end of the month) is discovered in the room, when it is too late to design with it.
I've been at this for 20 years and nobody has taught me how to do a collaborative project.
There is no school and no manual: the trade is passed on scar by scar. What is missing is the gym where mistakes are cheap.
The simulation is a working hypothesis for the team, never a substitute for the real actors.
From the real actor map (Tool 02), the AI embodies each profile: their realm, what they defend and, above all, the fear behind their conflict.
The team practises against them: the eruption of the self-appointed representative, the blocking of the one who shouts, the defensive municipal officer. You try, you fail, you repeat, without spending real trust.
The scenarios that kill processes (change of government, pilot with no funds, hostile press, sabotage at the end) are played out in advance. And the call is reviewed for whom it leaves out: time, language, format, place.
Actor cards with the anticipated conflict and its rehearsal line, and the traffic light of the scenarios nobody wants to look at.
The shopkeeper on Calle Mayor
realm: market · pureThe self-appointed representative
realm: social · with media capitalThe planning officer
realm: institutional · hybridPre-mortem traffic light
| Scenario | Status | Preparation |
|---|---|---|
| Change of government in May | No plan | Nothing agreed with the opposition; the process is read along party lines. |
| The pilot runs out of funds | Halfway | There is budget for 2 months of prototype; the maintenance handover is missing. |
| Hostile local press | Covered | Single spokesperson agreed + publishable Living Minutes as a sourced response. |
The third object, the Exclusion Audit, lists the profiles the current call leaves out and by which barrier: time, language, format or place, before concluding that “they are not interested”.
They are the team's sparring partners, never participants or anyone's spokespeople. The method's ethical line stays intact: facilitation is not delegated.
It is checked in Situate and Socialise against the real actors. The simulation prepares listening; it does not replace it.
Roles and mechanisms are rehearsed, never real people with names. The coral marks the anticipated conflict, not the neighbour.
The ideal candidate: a team with a difficult assembly on the horizon, or a process about to go through an election that has not yet rehearsed what it will do.
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