Library of facilitation techniques

In order to work without "living in the past", this imaginative activity aims to face and release grief/loss by memorializing former best practices/values from previous workplaces/environments.

This is a very quick and impactful check-in for groups.

Systems thinking is a way of approaching problems that asks how various elements within a system — which could be an ecosystem, an organization, or something more dispersed such as a supply chain — influence one another. Rather than reacting to individual problems that arise, a systems thinker will ask about relationships to other activities within the system, look for patterns over time, and seek root causes.

You can enable a large group of people to connect with a leader or an expert (the celebrity) as a person and grasp the nuances of how that person is approaching a challenge. With a well-designed interview, you can turn what would otherwise be a passive, often boring presentation into a personal narrative that is entertaining, imparts valuable knowledge, and reveals the full range of rational, emotional, and ethical/moral dynamics at play. You can often turn the interview into an invitation to action, drawing out all the elements needed to spark the participant group’s imagination and encourage cohesive action.

An activity to identify the direction in which your work should be moving.

Using Quote to inspire team and promote trust.

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.

In pairs, one person describes a modern appliance to someone from 500 years ago

Instead of talking about values that are underlying of the organizations' employees are encouraged to show these values as pictures from magazines. This way it is easier to show, tell and understand perceptions.

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