Vulnerability can be powerful in its ability to create a safe space, and facilitators as well as other leaders in a group are well positioned to role model such behaviour.  When one person is honest, it can give permission for everyone else to be honest.

Spaces are safer and more likely to grow in a healthy and creative way when a culture of not knowing all the answers exists.  This culture cultivates a learning community where curiosity is valued and it is important to ask questions. 

A goal for this pattern is to make a two way conversation.  This is more easily done by using "I" statements which minimize blame.

One way we might know that this pattern exists in a group is when they say, "We share. We name our experience. We tell the truth."  This is a very different group than one with no previous agreements around truth telling.

part of the honesty is to be honest about what truths cant be told. shows integrity in a fascinate.

Techniques

• have a sharing or heart circle that is focused on sharing stories, and discouraging comments on what other people have said.
• any exercises that encourages people to be more candid.
• if there is a possibility for people to withhold information during a meeting,  part of that is homework of a facilitator could be doing interviews offline that bring in data and is then presented anonymously.
• Research before a meeting is useful to understand the politics that might cause the group to withhold information.  eg. the  boss is the problem.
• creating safe ground rules, confidentiality rules. reassurances that I value you being honest.
• humour can create safety, but should be used with care and delicacy 
• Anonymous feedback can be an effective process for getting facts and perspectives aired.

Cautions & Caveats

• be aware of cultural differences around what it means to be safe. you cant control what safe is for other people.  safe is a relative term. tools as a facilitator to make it as safe as possible.  "safe" is cultural bound.
• dont be naive, and if you make a commitment for information to not leave the room, keep it... beware of expecting people to tell the truth when there are dangers to doing it, they may be risking their job.
• In  some situations facilitators should acknowledge that its not okay to tell the truth, and that its okay to speak to that.
• beware of a “victim mindset” in an individual that could enable the whole group into a victims perspective.
• Be aware about the dynamics of trust and honesty that are influencing the group. For example, an activist group that values transparency and has a shared commitment to truth, verses a business environment where speaking something unfavorable about the boss could result in very real negative ramifications.
• sometimes fear of being honest is masked in some other way, often through disengagement. "I'm not going to participate in this, because I know what will happen".