Organizing a conference takes months. You need speakers, a schedule, slides, and tight logistics. Most of that work happens before anyone shows up. An unconference works differently. The agenda appears when people arrive. The content comes from the participants themselves.

Companies that run unconferences often report deeper engagement and better outcomes than traditional formats. Google, GitHub, and NASA use Open Space Technology for internal events. Here’s how to organize your first unconference.

Why consider an unconference for your organization

Traditional conferences work well when you need to broadcast information to a large audience. Unconferences work better when you need to solve complex problems, gather diverse perspectives, or build connections across teams.

Open Space Technology, the method behind most unconferences, emerged in 1985. Harrison Owen found that the most valuable parts of traditional conferences were the coffee breaks, not the scheduled sessions. He designed a format that recreates that spontaneous, high-value interaction throughout the entire event.

For companies, unconferences offer three practical benefits:

First, you don’t need to curate content. Participants propose and lead discussions on topics that matter to them. This shifts the planning burden from organizers to attendees.

Second, unconferences surface unexpected insights. When people choose their own sessions, they bring genuine questions and problems. The conversations go deeper than curated presentations often allow.

Third, the format builds cross-functional connections. A marketing person might sit in a technical discussion. An engineer might learn about customer pain points from support staff. These serendipitous connections rarely happen in track-based conferences.

Planning before the event

An unconference requires less upfront planning than a traditional conference, but it still needs preparation. Start at least six weeks out for a full-day event.

Choose a date and theme

You don’t need a specific theme for an unconference to work, but having one helps people come prepared. A broad, open question works better than a narrow statement. Instead of “Improve our deployment pipeline,” try “How do we ship better software together?” The question should invite multiple perspectives.

Select a venue

Open Space requires a specific layout. You need one large room where everyone can sit in a circle for the opening and closing. You also need multiple breakout spaces. These don’t have to be formal conference rooms. Quiet corners, breakout tables, or even outdoor spaces work as long as groups can gather and talk without disturbing others.

For 50 people, secure a main space rated for 100 in theater style. Bigger is better. You need room for the opening circle and for the “marketplace wall” where session topics get posted.

Recruit a facilitator

One strong facilitator can make or break an unconference. The facilitator opens the event, explains the format, and manages transitions. They do not need to be an expert in the content. Their job is to create the container where the content happens.

The facilitator should practice the opening speech and memorize the core principles. During the event, they should not participate in sessions. Their attention stays on the process, not the content.

Prepare materials

You need:

  • A large blank wall or board for the marketplace (this is where session topics get posted)
  • Sticky notes or index cards for session titles
  • Markers
  • Large sheets of paper and tape for session signs
  • Flip charts or whiteboards in breakout spaces
  • Notepads or shared documents for session notes

For smaller events, digital alternatives work. Google Docs or a shared Notion page can replace physical notes. But physical materials often work better for creating the collaborative feel that makes unconferences effective.

The opening circle

The opening circle sets the tone for the entire event. Everyone sits in a circle, without tables between them. The facilitator stands in the center and makes three points:

First, they restate the theme or question. This helps people focus their session ideas.

Second, they explain the four principles of Open Space:

  1. Whoever comes are the right people
  2. Whatever happens is the only thing that could have happened
  3. Whenever it starts is the right time
  4. When it’s over, it’s over

These principles reduce anxiety about timing and participation. If only two people show up for a session, that’s fine. If a session runs short or long, that’s also fine.

Third, they explain the Law of Two Feet: if you find yourself in a session where you’re neither learning nor contributing, use your two feet and go somewhere else.

This rule creates permission for people to leave sessions that don’t serve them, which keeps engagement high throughout the event.

The marketplace

After the opening, the facilitator invites anyone who wants to lead a session to write a topic on a sticky note. They choose a time slot and a breakout space from the available options, post their note on the marketplace wall, and briefly announce their session to the group.

The facilitator keeps this moving. “Who has a session topic? Go ahead, write it up, post it, tell us what it is.” They encourage brevity and clarity. “Just your name, the title, and where it’s happening. Don’t start the discussion now.”

This process continues until everyone who wants to lead a session has posted it. The marketplace fills up with time slots, spaces, and topics. The agenda now exists where it didn’t ten minutes ago.

During the sessions

Once the marketplace is set, people choose their first session and move to breakout spaces. The event now runs itself. The facilitator’s job shifts to monitoring, not directing.

Session formats

Session leaders decide how to run their session. Common formats include:

  • Group discussion: open conversation around a specific question
  • Show and tell: someone demonstrates a project or tool and takes questions
  • Problem solving: the group works on a specific challenge the leader brings
  • Brainstorming: generating ideas for a project or initiative

The session leader doesn’t need to be an expert. They just need to start the discussion and keep it moving. Participants often contribute expertise that the leader lacks.

The bumblebees and butterflies

Two roles emerge naturally in unconferences. Bumblebees move between sessions, cross-pollinating ideas. They might share what they heard in one session with another group, or they might connect people working on similar problems.

Butterflies don’t join formal sessions. They float in the hallways, in the coffee area, or in quiet corners. These informal conversations often produce some of the most valuable insights. Don’t force butterflies into sessions. Their time is being used productively.

Taking notes

Each session should have someone assigned to take notes. The session leader typically does this, or they can ask a volunteer. Notes don’t need to be comprehensive. Capture the main points, any decisions made, and action items if they emerge.

Digital tools make sharing notes easy. A Google Doc per session, a shared Notion page, or even a simple Etherpad works well. The goal is to preserve what was discussed so it’s not lost when the session ends.

The closing circle

After the last sessions, everyone gathers back in the main circle. This is where the event comes together.

Each session leader shares a brief summary of their session. This isn’t a detailed report—just a few sentences about what happened and any outcomes. The facilitator keeps this moving. The closing should take no longer than 30 minutes.

After the session reports, the facilitator opens the floor for reflection. “What emerged for you today? What surprised you? What do you want to carry forward?” People share brief observations. This closing reflection helps integrate the day’s learning.

After the event

The work doesn’t end when the closing circle finishes. Follow-up matters.

Compile and share the notes

Collect all session notes and compile them into a single document. Share this with all participants within a day or two. This gives people a record of what was discussed and lets them follow up on ideas or connections they made.

Follow up on action items

If sessions produced concrete action items, someone needs to own them. These might be experiments to try, proposals to write, or connections to make. Track these action items and report back on progress.

Gather feedback

Ask participants what worked and what didn’t. What would they change next time? Was the venue adequate? Did the timing work? Their feedback will help you improve the next unconference.

Practical tips for corporate unconferences

Start small

Don’t make your first unconference a company-wide event. Start with a single team or a cross-functional group of 20-40 people. This lets you learn the format without high stakes. Scale up once you’re comfortable.

Clear expectations

Make sure everyone understands the format before they arrive. Send a brief explanation of what to expect. Some people confuse unconferences with “just hanging out.” Emphasize that real work happens, but the structure is different from what they’re used to.

Involve leadership

Leaders should attend, but they should not dominate. If the CEO leads a session, people might hesitate to leave it or challenge ideas. The best leadership role is to participate genuinely and learn from the group.

Schedule breaks

Open Space energy is intense. Build in breaks between session blocks. People need time to process what they’ve learned and recharge. A common schedule is 60-minute sessions with 15-minute breaks.

Trust the process

Things will seem chaotic at first. The opening circle might feel disorganized. Sessions might start slow. Trust that the format works. If you intervene too much, you’ll undermine the self-organizing principle that makes unconferences effective.

When unconferences don’t work

Unconferences aren’t right for every situation. They struggle when:

  • The topic is highly technical and requires expert-led presentation
  • The group is unfamiliar with each other and hesitant to participate
  • Leadership expects predictable outcomes and tight control
  • The organizational culture is hierarchical and risk-averse

In these cases, a traditional format or a hybrid approach might work better.

The next unconference

Your first unconference will teach you more about the format than any guide can. Pay attention to what worked and what didn’t. Use those insights to improve the next one.

Companies that make unconferences a regular part of their learning and problem-solving practices often report stronger cross-team collaboration and faster innovation. The format scales well once people understand how it works.

The barriers to entry are low. You need a venue, a facilitator, and people willing to engage. The complexity of traditional conference planning disappears. What remains is the focused, participant-driven energy that makes unconferences uniquely effective.