"This report documents the real evaluation of a KATA System facilitator with the tool Intrinsic Motivators. Identifiable data has been protected to preserve the client's confidentiality."
As part of the KATA training, the Intrinsic Motivators tool was facilitated, with the goal of encouraging individual self-awareness, empathy within the team and the identification of gaps between personal motivators and what the organisation offers
This tool enables key conversations about emotional climate and the meaning of work. The dynamic is based on a classification of 10 motivators: each participant prioritises the 3 that drive them most in their work context, then the team reflects together and visualises the "collective emotional map" to design improvement actions.
The client's personal and identifying details have been hidden. The scores, quotes and observations correspond to the real case.
15 criteria across 3 dimensions. Scale of 1 to 5. Overall average: 4.6 / 5.0
got the team to look at itself from a new perspective and reflect on its organisational culture. The focus on personal motivators and building the collective map were key tools for that realisation.
Why it isn't a 5: It didn't close with explicit transformative actions to strengthen the motivators that weren't covered.
They changed the original approach of working with all 10 motivators, simplifying to 3 per participant to respect the timing without losing depth. They also offered alternatives to anyone who couldn't use the Miro tool (), showing sensitivity and agility in facilitation.
From the first interventions they contained, validated and made room for emotions. Participants expressed themselves honestly and naturally, even sharing organisational frustrations.
Key example observed: "Don't worry, that's normal" — a response to someone who said they felt lost at the start of the session.
They opened with an excellent emotional question ("What motivates you when you get to work?") and followed with others, well framed, that invited introspection and meaningful conversation.
They could have asked more provocative questions about organisational purpose or redesigning roles around motivators.
They made it possible for delicate topics to surface, such as authoritarianism, demotivation and frustration at shifting incentives. Participants put words to what "normally goes unsaid" in work settings.
showed the motivator map visually and highlighted collective findings ("Freedom is what we value most").
The close lacked an explicit summary of the key learnings or group agreements.
They opened up the possibility of thinking about future actions and encouraged reflections such as "What can we do as an organisation so there's more freedom here?"
No concrete actions or owners were defined, which left the session on more reflective than actionable ground.
Everyone took part. didn't just make room, they actively facilitated inclusion, even adapting the digital tool for those with technical difficulties.
Although there was no formal feedback round, peer feedback emerged spontaneously throughout the conversation.
They could have asked at the close: "What did this session give you?" / "What could we do better?"
No metaphors or images were observed that would help represent the team's state.
Given that intrinsic motivators lend themselves so well to the symbolic, using metaphors would have enriched the close of the session considerably.
Fluent command of the content, a clear explanation of the 10 motivators with examples, an adapted Miro template and quick resolution of technical difficulties. They clearly prepared the session in depth.
The session opened with an emotional question tied to the tool's purpose. The framing was clear and psychological safety was held throughout.
facilitated open exploration of motivations, without judgement. They validated every answer, respected the timing and didn't steer the team's choices.
Result: A rich diversity of profiles became visible, prioritising relationships, order, freedom, curiosity and goals.
A collective map was produced that made group patterns visible. It was analysed with perspective and valuable reflections came out of it.
Defining one or two key ideas or group agreements more explicitly would have raised the impact of the close.
The close was emotionally powerful. They asked: "How do you see this dynamic in your own organisations?", which connected well with transferring it to the real context.
What was missing was a moment for concrete commitments or defining actionable next steps.
Key moments documented by the evaluator that show the facilitator's real performance.
"From the start, created an atmosphere of closeness and equality. Opening with an emotional question was the right call to switch on the team's sense of connection."
— Evaluator's record
"This is my first time in Takumi, I have no idea where I stand right now." —
The facilitator's reply: "Don't worry, that's normal."
— Session transcript
"We're all asking for more autonomy. We don't like that culture of control and threat."
— Participant during the collective map exercise
"I understand that everyone here should be playing the role of …"
A timely correction of the framing when the conversation started drifting away from the simulation context.
— Evaluator's record
explained each motivator with examples and accessible language.
Every member shared their choice of motivators out loud.
adapted the timing efficiently, as the official guide recommends.
A chart with the team's aggregated scores was displayed.
Done with open participation and explicit emotions: "I feel frustrated", "I can't be curious here…"
Ideas for change came up, though no clear action commitments were defined (left as a bridge to the next session).
The session created a climate of trust where participants spoke honestly about their frustrations and values.
The "collective emotional map" made visible what the team really values (freedom, relationships, order) — direct input for building identity.
helped the shift from individual reflection to a collective awareness aligned with the idea of shared purpose.
The tool demands active listening to each member, which helps in understanding personal motivations.
adapted the format to respect each participant's pace and technical difficulties, showing an orientation towards individual support.
Prioritising motivators works as a bridge to one-to-one conversations in personalised development plans.
The session had high emotional and reflective impact, but stayed more on the side of insight than concrete action. Very human, with room to strengthen the commitment to sustainable actions.
They planted the seed by connecting emotion with organisational improvement: "What can we do so there's more freedom here?"
The tool exposes gaps between the team's values and organisational practice — the basis for making the case in conversations with other leaders.
showed methodological and emotional command that reinforces their credibility as a catalyst for a deeper conversation about shared leadership and culture .
showed clear command of the tool, the emotional sensitivity to hold an honest space, and adaptability to where the group was. Their body language, tone of voice and attitude were consistent with a facilitator who leads without taking centre stage.
Real-time adaptability — Simplified from 10 motivators to 3 without losing methodological depth.
Building psychological safety — Participants put words to what normally goes unsaid in work settings.
Active inclusion — Zero participants left without a voice, with digital adaptation for those who had technical difficulties.
Fluent methodological command — Preparation evident in the handling of the content and quick resolution of the unexpected.
Strengthen the final recap with an explicit synthesis of learnings and group agreements.
Bring in metaphors and symbolic language to represent the team's state.
Turn reflections into concrete actions with owners defined.
Summary by area
"This is just one of the reports we produce in the KATA System. Every session evaluated becomes behavioural evidence for the development of the facilitator and the team."