Managing behaviours
Increase your communication skills. Role play to help you recognize and manage different behaviours in a virtual environment (or not!)
Library of facilitation techniques
find the right tool for your next session
1,621 results
Methods (1507)
Troika Consulting
You can help people gain insight on issues they face and unleash local wisdom for addressing them. In quick round-robin “consultations,” individuals ask for help and get advice immediately from two others. Peer-to-peer coaching helps with discovering everyday solutions, revealing patterns, and refining prototypes. This is a simple and effective way to extend coaching support for individuals beyond formal reporting relationships. Troika Consulting is always there for the asking for any individual who wishes to get help from colleagues or friends.
Flip It!
Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.
The Thing from the Future
Help a group to time-travel and tap their imagination by fictional objects.
With tangible objects and the stories your participants make up w/ them you'll get so much richer inputs and context to inform joint visioning / strategizing:
The future doesn't look that far away when you can pick it off the shelf.
Open Space Technology
Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation
Pecha Kucha
A learning and presentation technique for sharing ideas
Angry Customers
Training Customer Service Representatives (CSRs) to handle angry and abusive customers is a tough challenge. Effective communication with an angry customer requires a combination of knowledge, skills, and attitudes. As a part of our training session, we use this rapid roleplay activity.
Journalists
This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.
Unique Thing in Common
With a partner, find the 3 most unlikely / unusual / unique things you have in common with each other. Each pair chooses one to share with the group.
Issue Analysis
A process for understanding a complex problem situation
Better Connections
We build a stronger relationship with people when we see them as human beings with whom we share similarities in terms of family and life situations. It is very difficult to form strong relationships with people about whom we know very little.
We feel more connected to “full” people. For example, take John, the accountant. If I think of John as an accountant, I might put him into a box of what I think I know about accountants. I might not feel connected to accountants and will treat him accordingly. But when I think of John as a keen mountain climber and outdoor adventurer with two children, one of whom is graduating from university next month, then John becomes human to me, and I can feel connected to him.
Agreement-Certainty Matrix
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.