Guided Journaling is a tool for the bottom of the U-process and builds on a completed co-sensing phase. It cannot stand alone! It allows participants to step into a deeper level of self-reflection and is often followed by a solo experience to expand on the insights that arise.
People compare something (e.g. themselves, their company, their team) to an object.
In this short and very physical energizer, the group shakes out their bodies one limb at a time. Starting with eight shakes of the right arm, then eight shakes of the left, eight shakes of the right leg, then eight shakes of the left. It continues with a round of four shakes of each limb, then two, then one, ending in a big cheer. A good energizer when time is limited and the main aim is to get people moving.
Stakeholder Interviews are conducted by practitioners with key stakeholders in their ecosystem, such as decision makers, team members, peers, or customers both within and outside an organization. The interviews allow you to step into the shoes of the interviewees and see their role through their eyes.
A workshop announcement is ready, but the room and the number of places are wrong. Teams repair the draft, decide who can release it, then test what happens when new information arrives after approval.
At the end of a workshop, it's important to reflect on the things you've learnt, the things you still need to work on and how the things you've learnt in the workshop will help you improve. This activity encourages post-session reflection, and is suitable to be run remotely.
People develop confidence and self esteem as they discover that their achievements and skills are valuable. This is an exercise for team building and for increasing self esteem and mutual trust.
Draw circles up in the air with the index finger and observe the way the direction of the circles changes, as we change the vantage point.
A hands-on and creative icebreaker that uses LEGO bricks to help teams express ideas, challenges, and personal insights through metaphors.
Evaluate the factors that will either support or hinder a change in an organisation or entity.
The Iceberg Model is a diagnostic tool that is used to analyze systemic structures and identify blind spots that cause a team/organization/society to collectively reproduce results that no one wants.
Remembered objects are used to 'port' between memories
