Key takeaways
- Bring one specific workplace case and state the question you want peers to explore.
- Ask clarifying questions before proposing solutions or interpreting motives.
- Let the presenter hear different perspectives and choose a suitable next step.
- Agree discussion boundaries and review what happened after the chosen action.
Intervision is a structured discussion in which colleagues explore a workplace challenge and learn from one another. One participant brings a case; the others ask questions and offer perspectives.
This guide uses one practical peer-reflection format; intervision groups may use other structures. Choose a challenge the group can understand without sharing confidential information about other people. Agree discussion rules and let the case presenter choose what to try within their responsibilities.
Choose a case and a small peer group
Bring together colleagues with enough shared context to understand the work and enough different experience to question assumptions. As a starting arrangement, try four to six people and check whether the session gives everyone time to contribute. Adjust the group size and facilitation to the case.
The presenter should bring a current challenge they have struggled to resolve. Agree who will guide the discussion and keep track of time.
Present the situation before giving advice
The presenter explains what happened, what makes it difficult and what they have already considered. Ask them to state the question they want help with.
Let colleagues ask questions to clarify the facts. Hold back proposed solutions until everyone understands the problem, and distinguish observations from assumptions.
- 01
Describe the event
What happened, who was involved in the work and what was the expected next step? Use a fictionalised account when details cannot be shared.
- 02
Separate facts and interpretations
What did you observe directly, and what are you assuming about the cause? Which information is still missing?
- 03
Define the question
What choice or difficulty do you want peers to help you examine? Keep the discussion narrow enough to end with a next action.
Let peers reflect while the presenter listens
The group discusses possible explanations and approaches. The presenter listens and takes notes rather than defending each decision as it is discussed.
Keep the discussion respectful and specific. Explore the process, constraints and choices involved rather than speculating about another person's motives.
For an illustrative Support Specialist in a fintech infrastructure team, the case could be a fictional handover where Product and Engineering give different answers about whom to ask next. Peers can clarify what the presenter knew, which contact routes were available and where they made an assumption. The presenter might choose to ask the relevant owner to clarify the route. The discussion explores collaboration; technical decisions still belong to their authorised owners.
Choose a next action
Invite the presenter to explain which suggestions were useful and what they intend to try. They can reject an idea that does not fit the situation. If an action needs another person’s approval, identify that dependency before committing to it.
Record the chosen action and arrange a later check-in if useful. The purpose is to learn from the case, so ask what happened when the approach was tried.
Review how the group worked
Ask whether everyone could contribute and whether the questions helped clarify the challenge. Adjust the structure when participants give advice too early or one voice dominates.
A learning culture gives colleagues opportunities to share experience and practise new approaches. Keep intervision connected to that wider support: give participants time, ask whether the questions helped and review the chosen next step at a later session.
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