I love the idea of shifting “responsibility” from the briefer to the participants. We have tried to incorporate this practice more at the hospital in order to teach and mentor our practice managers better. We found out after restructuring the administrative support staff in our organization that the majority of people attending briefings do not actually understand methodologies behind our topic analysis (It’s a meeting called the Review and Analysis and is heavily geared towards data analysis/business operations of their service lines). It’s very easy to nod and say you understand things, but holding people accountable for being able to answer to and replicate these briefings not only betters the individual, but the organization as a whole. It helps a lot to encourage people to speak up and provide feedback. We’ve made it mandatory for everyone to come to the R&As, regardless if it’s their service line or not. They now get tips on their briefings, are able to hear how others present their analysis, and implement their own great ideas on their briefs. They feel more comfortable with the material and we’ve also had the 2nd and 3rd order effects of collaboration and innovation happening as a result!