How to make toast
Use this exercise to introduce people to analyse and solve problems together. Everyone feels engaged and is part of the solution.
Library of facilitation techniques
Workshop activities to Analyse, Understand and Innovate
Tools and techniques to analyse and understand complex situations, to unleash creativity and to discover new insights. Make sure your group explores the situation at hand and all participants get a thorough understanding before moving on to make decisions.
138 results
SQUID
When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.
Lean Coffee
Discuss many different topics in a structured and fair way.
Words and Pictures
This is a modification of an interactive lecture activity that is transformed into a textra game. This activity can be inserted after participants finish reading a handout. It involves a poster preparation contest that taps into the listeners' linguistic and visual intelligences.
I notice, I wonder
Learn through careful observation.
Observation and intuition are critical design tools. This exercise helps you leverage both. Find clues about the context you're designing for that may be hidden in plain sight.
Concept Map
Studenten maken een Concept Map om concepten en thema’s te identificeren en de onderlinge relaties te visualiseren.
In een Concept Map kunnen de relaties en verhoudingen tussen ideeën, concepten en belangen schematisch weergegeven worden, zodat het verband met het centrale onderwerp of idee zichtbaar wordt.
Blame or Praise
This exercise is based on Joshua Knobe's experiments on intentional activity and side effects. It explores how a person's intentions affect our decision to assign blame or praise to a behaviour.
Participants work with two different versions of the same situation. One version focuses on a harmful side effect of a decision, while the other deals with a helpful side effect. The debriefing discussion explores how we are more willing to blame for harmful side effects than praise for helpful side effects.
Au Contraire
Very often when people learn something new, they assume that they knew it all along. This way of thinking is called the hindsight bias.
Participants receive one of two proverbs that contradict each other. Later, they are asked to come up with examples and explanations to prove that the proverb that they received presents an obvious truth.
Elevator Pitch
De kern van je boodschap in 1 minuut kunnen presenteren zonder ondersteuning van audiovisuele middelen.
In dit voorbeeld presenteren studenten binnen de cursus "De Handelend Mens" een voorbereidende opdracht aan elkaar. Op basis van deze pitches worden onderzoeksonderwerpen bepaald en onderzoeksgroepen gevormd.
Analyze the Opposition
Arguments, presentations, strategies, or other plans are sent to other teams for deconstruction in order to find gaps or problems.
Features
Understanding and analyzing a piece of advice are important activities. Here is a game that requires the participants to analyze the features associated with different pieces of advice.
Pre-Mortem
Often in projects, the learning is all at the wrong end. Usually after things have already gone horribly wrong or off-track, members of the team gather in a “postmortem” to sagely reflect on what bad assumptions and courses of action added up to disaster. What makes this doubly unfortunate is that those same team members, somewhere in their collective experience, may have seen it coming.
A pre-mortem is a way to open a space in a project at its inception to directly address its risks. Unlike a more formal risk analysis, the pre-mortem asks team members to directly tap into their experience and intuition, at a time when it is needed most, and is potentially the most useful.