Workshop activities to Analyse, Understand and Innovate

A blend of Open Space and World Cafe that gets large groups of people working on action, in a co-creative, peer coaching environment.

Vivid way to structure a discussion for a complex topic.

Create a shared visual map of what a group observes, discovers, and plans to act on together. Participants begin by capturing individual observations and patterns related to a question or challenge, then combine (“meld”) these into a collective map that makes insights and action ideas visible to everyone. By moving through stages of noticing what’s present, interpreting why it matters, and identifying next steps, MindMeld helps groups surface rich, shared understanding and align on concrete actions before moving forward.

You can help a group move from either-or conflicts to both-and strategies and solutions. You can engage everyone in sharper strategic thinking, mutual understanding, and collaborative action by surfacing the advantage of being both more integrated and more autonomous. Attending to paradox will reveal opportunities for profound leaps in performance by addressing questions such as: What mix of integrative control and autonomous freedom will advance our purpose? Where do our needs for global fidelity and consistency meet the needs for local customization and creative adaptability? This makes it possible to avoid swings in strategy that are frequently experienced by many organizations. This structure enacts LS Principle #6, Amplify Freedom and Responsibility.

You can help a large group of people identify obstacles and opportunities for spreading ideas or innovations at many levels. Panarchy enables people to visualize how systems are embedded in systems and helps them understand how these interdependencies influence the spread of change. Participants become more alert to small changes that can help spread ideas up to other system levels; they learn how shifts at larger or lower system levels may release resources to assist them at another level. With better appreciation of the Ecocycle dynamics at play, the group creates “opportunity windows” for innovations to spread among levels and across boundaries.

To explore how it feels to be excluded—and to be excluding.

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.

Spoken activities such as presentations or role play conversations are transcribed then analyzed.