Library of facilitation techniques

Evaluating choices/ideas to solve a problem using a Venn Diagram, arriving at consensus in a quick, fun, easy and democratic way

Virtual High Five - energetic icebreaker for online groups

A playful and reflective group exercise that helps participants recognise and appreciate both their own and each other's signature strengths.

By anonymously sharing top character strengths and guessing which list belongs to whom, the group engages in a positive exchange that promotes self-awareness, team bonding, and mutual appreciation.

This activity is based on the VIA classification of character strengths developed by Peterson & Seligman (2004), and is ideal for team-building, coaching, or personal development workshops.

A quick, simple, and powerful reflective exercise to help participants identify activities that spark positive feelings in their daily lives. It is great for those who would like to have more positive emotions, but also more well-being, or energy.

Horizon scanning is a structured method for identifying early signs of change, like emerging issues, trends, and weak signals that could shape the future. It helps participants look beyond the immediate and obvious, scanning across multiple domains to detect what might be coming next.

The Futures Triangle is a mapping tool that helps participants explore the forces shaping the future. It looks at three key elements: the pull of the future, the push of the present, and the weight of the past. Together, these form a dynamic picture of the landscape of change.

Facilitation Market is a training game where participants will choose a set of facilitation skills, create a magical facilitator who embodies those skills and then share best practices with the rest of the group.

A fast-paced, high-energy icebreaker where participants race to find everyday items based on fun prompts, sparking laughter and friendly competition.

Come up with the world's worst way to approach something. Play as a game and/or use to generate productive ideas

In order to understand influencing, we have to better understand how organisations and ‘change’ really works. Otherwise we may be influencing for the wrong outcomes.