Library of facilitation techniques

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

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

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

Which of these two values is more important among the employees in your organization?

• Integrity
• Customer-focus

Yes, you are right: Both of them are important. And comparing these two values is like comparing apples with oranges.

However, thinking about these values, discussing them, and placing them in a priority order makes them more tangible. Participants identify the highest-priority value among a set of employee values by comparing them two at a time.

Using the Social Process Triangles created by the Institute of Cultural Affairs to identify a broad range of issues faced by a community, followed by the Consensus Workshop Method to see larger patterns of issues.

Time depends on the number of statements covered. This activity can be extended or shortened as needed. Any time for this activity must include time for introducing the activity, explaining the rules, aligning participants on the spectrum, allowing each participant to share their stories and perspectives, facilitating respectful discussion, and concluding the activity with reflection.

It has been used as a part of training of facilitators and as part of team building.

Eine bewegte Übungsabfolge zur Aktivierung, die in eine körperlich-dynamische Statusübung übergeht.

Much of the business of an organisation takes place between pairs of people. These interactions can be positive and developing or frustrating and destructive. You can improve them using simple methods, providing people are willing to listen to each other.

"Team of two" will work between secretaries and managers, managers and directors, consultants and clients or engineers working on a job together. It will even work between life partners.

Problems that are vague or misunderstood have a harder time passing our internal tests of what matters and, as a result, go unaddressed and unsolved. Often, meetings that address problem-solving skip this critical step: defining the problem in a way that is not only clear but also compelling enough to make people care about solving it.

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.

Applying existing best practices for new problems