Library of facilitation techniques

Reading: Please ensure that you have read the following:

1. The Advantage: Why Organisational Health Trumps Everything Else in Business
2. Crucial Conversations: Tools for Talking When Stakes are High

Reflection: Think about a challenging conversation that you could/should have at work:

1. What is the challenging conversation (who is it with and what is the issue)?
2. What are the fears around having the conversation? What do you think could go wrong? Why?
3. What are the consequences of doing nothing?
4. What are the benefits of taking action?
5. Where are your strengths in having crucial conversations?
6. What is your learning edge? What would you like to improve?

Participants tell a story of a shared (fictional) memory, adding details one at a time to create a cohesive picture and narrative. 

2 players create a secret 'handshake' when they see each other again they do their handshake

A group idea-generation and ice-melter activity.

At the end of a meeting, participants have to go back to their boss, organization, community or family. There they'll asked a question like "what did you do?". This prepares them to that question, informs them about what others will say - and who   maybe the source of this message and it give them as well as you feedback on the session. It also reinforces commitment.

Every meeting deserves a plan. Note that a great plan can’t guarantee a great outcome, but it will help lay down the fundamentals from which you can adapt. Sketch out these fundamentals by using the 7Ps framework.

Participants will be split in groups and will have to decide on a ranking of the characters from the story.