Debating in meetings – how to run a debate!
In this article, I explain how and where to use the debating method effectively in meetings, how debating works and how to run a debate yourself. In short: you’ll learn what debating is and what it brings to meetings.5 reasons why I use debating in meetings in practice
Naturally, as a long-standing debater, I believe in debating. But a large body of research and literature also shows that companies benefit from an active culture of constructive disagreement. Even the Harvard Business Review recommends structured debate in meetings. That’s why I’ve selected the five main reasons debating belongs in every workplace:-
Debating actively counters groupthink
Groupthink describes the risk that the desire for agreement displaces critical examination. A structured debate makes counterarguments visible and can help challenge assumptions. It does not guarantee a better decision: checking facts, allowing open disagreement and conducting a separate evaluation remain necessary. -
Debating improves meeting outcomes
Do your meetings follow the principle “Everything has been said, just not by everyone”? In these situations, debating adds more than fresh content. With everyone given the same strictly limited speaking time, communication becomes purposeful and focused on essentials. Combined with an open discussion afterwards, the topic is explored quickly yet from every angle. -
Debating develops speaking skills in a fun way
What is more motivating than friendly competition? Debating is simply fun! That enjoyment lets everyone develop their speaking skills through practice. An assigned position also allows you to use rhetoric independently of your own views, easing pressure on personal relationships. -
Debating supports focused discussion of a topic
Does your team want to explore future-facing topics? Debating provides a framework for entirely new ideas. A focus on diversity can bring together topics ranging from gender to other cultures and integration. Debating dictates no “right” or “wrong”; it gives your team a marketplace of ideas. -
Debating strengthens leaders’ core skills
Debating strengthens a whole range of core leadership skills: critical thinking, a sharper eye for strategy and argumentation, and communication skills such as eloquence, persuasion, active listening and engaged thinking. Engaging with others also strengthens conflict skills, perspective-taking and teamwork. Along the way, you practise general knowledge, research, questioning and concentration under time pressure. A real skills boot camp!
The basic principles of debating
You may now be asking: I want to run a debate – how? First, you need a good topic – you’ll find my favourites here. Then you need to know the basic principles, including:- Positions are assigned by lot. Will I speak for or against? The draw decides!
- For and against: Speakers alternate like ping-pong: for, against, for, against… until everyone has had a turn.
- Debating is a competition: You are not seeking compromise; you advocate for your side.
- There are fixed rules: Speaking time, preparation and assessment vary by debating format. For a practice debate in a meeting, agree these rules in advance. The facilitator keeps time and ensures fairness; any assessment is arranged separately. The sequence below, including 15 minutes of preparation and deliberation by judges, is an example format, not a general rule for meetings or all debating formats.
- Arguments are made as a team: Everyone has an assigned role. Team members support each other; contradicting a teammate is “backstabbing”, which of course must be avoided.
How it works: the course of a debate
1. Preparation time
Once the topic is announced, both teams have just 15 minutes to prepare. They brainstorm, agree on a shared line of argument and distribute the content among their speakers.2. The debate
The proposition always starts. For and against alternate, and each speaker speaks only once. Speakers follow a set order and fulfil a specific role. The first speaker presents the motion: the concrete proposal to be debated. Subsequent speakers add arguments, and the final speaker, the “whip”, summarises and makes one last rhetorical appeal to win over the audience. Interaction is essential: questions may be put to speakers, who aim to answer them well and respond to earlier speeches and arguments. This both strengthens their partners’ team line and rebuts opposing arguments. Once everyone has spoken, the debate ends. The chair invites everyone to the traditional handshake, a sign of sportsmanship and fairness.3. Feedback
After the debate, judges have a short 15-minute deliberation period, followed by feedback. Speeches are assessed against set criteria. Speakers receive their evaluations and learn which team won and why, along with advice for further improvement.The history of debating
Debating has a long tradition rooted in the English-speaking world. The oldest and best-known debating societies come from England, Ireland and the USA. Today it is a worldwide phenomenon, appearing in Hollywood films and bringing an active community together at world championships and international tournaments. Teams from Myanmar, Australia, Botswana, the Philippines and the USA meet there, united by their passion. In German-speaking countries, debating is particularly common at universities and schools. The debating league, fun tournaments, friendly matches and regular seminars for judges and speakers sustain a lively community. Universities compete in the German-Language Debating Championships, part of the tournament series organised by the Association of Debating Societies at Universities (VDCH). As an experienced debater, I myself am active in the German Debating Society (DDG) , Germany’s debating alumni and supporters’ organisation. As a master trainer in its Train-the-Trainer programme, I pass my knowledge on to the next generation of enthusiastic debaters. Excited by the idea but never debated before? No problem! Become a supporting DDG member and support debating in German-speaking countries!Interested in trying debating?
- Book support for a guided debate to enrich your meetings
- Ask us about a debating workshop around a daily theme, such as diversity and gender, challenges in intercultural cooperation, digitalisation or political topics such as wind power, research and ethics
- Build a debating club in your company with our help: we coach your team and support you with rules expertise and suitable topics
- Use debating as a communication trainer in your own public speaking seminars. Find out more at: debating-methode.de
Additional guidance for this article
Debating in meetings: organising arguments and preparing for decisions
A debate in a meeting needs a clear question, fair opportunities to speak and a subsequent evaluation. It is particularly useful when different options need serious consideration. Making the decision remains a separate step.
A possible structure for your next meeting
Practice format, not a mandatory competition rule: allow 30 minutes for a manageable question. Spend five minutes clarifying the question, known facts and decision criteria. Then give each position five minutes. Use another five minutes to gather questions for clarification and objections. The final ten minutes are for evaluation.
Appoint a facilitator and someone to record the arguments and outstanding questions. Agree in advance who will make the decision. If further information is needed, assign someone to obtain it and agree a deadline.
Exercise: speaking time is not the only decision criterion
Illustrative example: the team is considering whether an additional regular weekly catch-up would be useful. Assess both positions against the same criteria, such as coordination needs, interruptions and time required. Explore the conditions: which tasks would benefit from the discussion? When would a written update be sufficient?
When evaluating the debate, separate the quality of an argument from the confidence of its delivery. A persuasively delivered statement may rest on an untested assumption. A tentatively expressed question may be crucial.
When a different conversation format is more appropriate
A debate is unsuitable when the outcome has already been decided and participation would only be for show. Confidential personnel matters and escalated personal conflicts also need a different setting. Be honest about what remains open and which decisions the team can genuinely help make.
Marietta’s existing article on debating culture and her co-authored specialist article on organisational culture provide further context. Training can help your team develop an appropriate format and practise facilitating it.