Library of facilitation techniques

Critical Thinking Workshop Activities

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Liberating Structures

W³ - What, So What, Now What?

You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict.

It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What. The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

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Hyper Island

Team Self-Assessment

This is a structured process designed for teams to explore the way they work together. The tight structure supports team members to be open and honest in their assessment. After reflecting as individuals, the team builds a collective map which can serve as the basis for further discussions and actions. The assessment is based around 6 dimensions. Each one encouraging the team to reflect and analyse a different and crucial element of their behaviour.

Liberating Structures

Nine Whys

With breathtaking simplicity, you can rapidly clarify for individuals and a group what is essentially important in their work. You can quickly reveal when a compelling purpose is missing in a gathering and avoid moving forward without clarity. When a group discovers an unambiguous shared purpose, more freedom and more responsibility are unleashed. You have laid the foundation for spreading and scaling innovations with fidelity.
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Thiagi Group

Social Virus

We all know how quickly the cold or flu can spread through the office, but we don't often think about how contagious our emotions can be. This exercise provides a brief simulation of how quickly both negative and positive emotions can be transmitted. One participant is selected to be the Negative Infector General and asked to infect others with a negative emotion. During the next round, you pretend to select another participant to be the Positive Infector General. At the end of the second round, participants are surprised to find out that they became more positive even though no one initiated the emotion.
1
Hyper Island

Personal SWOB Assessment

A versatile workshop for personal assessment and action planning, in which participants use the SWOB model (Strengths, Weaknesses, Opportunities and Barriers) to assess themselves, reflect upon key areas for development and create a concise action plan. It includes an interactive component, in which participants work in small groups coaching each other to make their action plans as clear and achievable as possible.

Liberating Structures

Making Space with TRIZ

You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

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Liberating Structures

Critical Uncertainities

You can help a diverse group quickly test the viability of current strategies and build its capacity to respond quickly to future challenges. This Liberating Structure prepares a group for strategy making. It does not produce a plan to be implemented as designed but rather builds resilience: the capacity to actively shape the system and be prepared to respond to surprise. This means being better able to see different futures unfolding, better prepared to act in a distributed fashion, and more ready to absorb disruptions resiliently.

Liberating Structures

Agreement-Certainty Matrix

You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex, and chaotic

  • A problem is simple when it can be solved reliably with practices that are easy to duplicate. 
  • It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably. 
  • A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail. 
  • Chaotic is when the context is too turbulent to identify a path forward. 

A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.” 

The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.