Library of facilitation techniques

Mad Tea quickly provokes a deeper set of reflections and strategic insights among group members. The questions focus attention and produce a fresh understanding of strategic options and next steps. Participants form two circles, one inside the other.

Each person faces one other person and completes an open-ended sentence in less than 30 seconds. When time is up, participants are invited to move to their right so that they are in front of someone else to complete the next sentence, and so on. In a seriously fun way, the unfinished sentences focus attention on every individual and the group answering tough questions together (e.g., If we do nothing, the worst thing that can happen for us is…).

Notice threads in the present that if tugged on might unravel a more attractive future. Identify how the hints of a more ideal future are present, just not widely distributed yet. Participants can notice small changes, support structures, and local success patterns that have the potential to be scaled up to a global transformation. This includes surfacing strategies to overcome resistance and methods to spread early successes. Future~Present does not produce a plan to be implemented but rather builds momentum, imagination, social proof, and confidence in subtle or incremental signals. This builds capacity to actively shape next steps and pounce on opportunities.

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.

Uncover and challenge the hidden beliefs, assumptions, and internal voices that are limiting progress toward an important goal. In small groups, one person shares a personal or professional challenge while two others play contrasting “pixie” roles – one advocating for change and possibility and the other representing resistance and caution. Through this playful exchange, participants surface unconscious assumptions, explore opposing perspectives on risks and opportunities, and gain clarity on how to move forward. This structure helps reveal internal barriers, generate new insights, and support more informed action planning in individual and group settings.

LIBRARY ITEM — De Conversatie-Drieslag Reflectie-opdracht rond identiteit, intentie–impact en patronen

Geschikt voor alle doelgroepen: BJZ, handicap, thuiszorg, kinderopvang.

A positive psychology exercise that helps participants discover and apply their core character strengths in new and meaningful ways. Based on research by Seligman and colleagues, this activity boosts long-term well-being and reduces depressive symptoms by encouraging daily strength-based action.
Participants complete the VIA strengths questionnaire, reflect on their top strengths, and develop practical ways to apply one of them in new contexts during the coming week.

Ideal for personal development, coaching, and strengths-based workshops, this exercise promotes increased motivation, happiness, and a more conscious relationship with oneself.

Die Teilnehmenden reflektieren ihre Alltagsaufgaben, ordnen sie nach Wichtigkeit und Dringlichkeit ein und erleben durch körperliche Bewegung im Raum, wie Priorisierung und Perspektivwechsel gemeinsam entstehen können.

"Ikigai" is a Japanese concept that translates roughly as your reason for being; the sweet spot where four core dimensions of a meaningful life overlap: what you love, what you’re good at, what the world needs, and what you can be paid for.

A collective witnessing practice where participants anonymously name truths they are carrying and then the group then takes turns physically and verbally “holding” one another’s truths, building shared understanding, acceptance, empathy, and surfacing patterns in the group.

Ein Interviewer befragt den „Professor Dr. Allwissend“, der aus mehreren Personen besteht und nur durch Einwort-Sätze antwortet.

In dieser Übung trainieren die Teilnehmenden, eine Bitte respektvoll Grenzen zu setzen. Sie lernen die Methode des wertschätenden Neinsagens, indem sie unmögliche Bitten ablehnen.