Library of facilitation techniques

A questioning method for generating, explaining, investigating ideas.

You can help people access hidden knowledge such as feelings, attitudes, and patterns that are difficult to express with words. When people are tired, their brains are full, and they have reached the limits of logical thinking, you can help them evoke ideas that lie outside logical, step-by-step understanding of what is possible. Stories about individual or group transformations can be told with five easy-to-draw symbols that have universal meanings. The playful spirit of drawing together signals that more is possible and many new answers are expected. Drawing Together cuts through the culture of overreliance on what people say and write that constrains the emergence of novelty. It also provides a new avenue of expression for some people whose ideas would otherwise not surface.

Starting a meeting or after a break in a group where participants don't know each other or don't know much about each other

Use a remote-friendly version of the classic note and vote exercise to generate ideas quickly, vote on the most suitable, and turn them into how might we statements your group can move forward with! 

This format for brainstorming compresses the essentials of an ideation session into one short format. The numbers 3-12-3 refer to the amount of time in minutes given to each of three activities: 3 minutes for generating a pool of observations, 12 for combining those observations into rough concepts, and 3 again for presenting the concepts back to a group.

In this short and physically active energizer, participants dance playfully in small teams. Periodically, the music changes and members take turns leading the dance. The aim is to generate fun energy and playfulness in a group, often as a counter-balance to more “serious” group work.

Social Network Webbing quickly illuminates for a whole group what resources are hidden within their existing network of relationships and what steps to take for tapping those resources. It also makes it easy to identify opportunities for building stronger connections as well as new ones. 

The inclusive approach makes the network visible and understandable to everybody in the group simultaneously. It encourages individuals to take the initiative for building a stronger network rather than receiving directions through top-down assignments. Informal or loose connections—even your friends’ friends—are tapped in a way that can have a powerful influence on progress without detailed planning and big investments.

The Portrait Gallery is an energetic and fun icebreaker game that gets participants interacting by having the group collaboratively draw portraits of each member. The activity builds a sense of group because it results with each participant having a portrait drawn of him/herself by the other members of the group together. It also has a very colourful visual outcome: the set of portraits which can be posted in the space.

Organizational life is full of paradoxes. It looks as if you always get contradictory advice. For example, one manager suggests that all your training should be on the Web. Another manager extols the virtues of classroom teaching. In a situation like this, it is useless to ask, “Which is better: online learning or instructor-led learning?” The answer is invariably, “It all depends.” In the complex real world, the effectiveness of any strategy depends on the context. For example, training effectiveness depends on the content, objectives, learners, technology, and facilitators. In order for you to come up with the best strategy, you must explore the advantages and disadvantages of conflicting guidelines.

That's what BOTH SIDES helps you to do.

You might be familiar with Thirty-Five as a structured-sharing activity. Thirty-Five can also be used as an effective debriefing game.

In this version, participants reflect on an earlier experience and identify important lessons they learned. They write one of these lessons as a brief item. The winner in this activity is not the best player, but the best lesson learned.

By using the metaphor of a sailboat, teams can articulate what is working well and also, what is holding the organization back. Individually think about and note down:

What is moving us forward and What is Holding us back in as an organization or team.

Moving us forward: what's working for us, what's really good.

Holding us back: what challenges are we facing?