Library of facilitation techniques

Two teams separately prepare and act out the same basic roleplay. Other participants watch these role-plays, compare the two versions, and evaluate them.

A SWOT Analysis is used in project planning, strategic planning and other processes where agreement is needed about the current situation of a project, team, department or organization. It stands for Strengths, Weaknesses, Opportunities and Threats.

A short daily reflection practice that boosts self-awareness, emotional clarity, and inner balance. By focusing attention on the body, emotions, thoughts, and energy, participants learn to recognize their needs and regulate their internal state more effectively.

Ideal for daily routines, mental well-being programs, and resilience-building workshops, this exercise supports emotional intelligence and mindful presence.

You can enable participants to find novel approaches to challenges by immersing themselves in the activities of the people with local experience—often their colleagues on the front line or anyone who uses their product or service. You open the door to change and innovation by helping participants explore what people actually do and feel in creating, delivering, or using their offering. Their observations and experience can spur rapid performance improvements and expedite prototype development. The combined observations may make it easy to spot important patterns.

Prendre conscience de ses propres stéréotypes et de ceux existants au sein de l’équipe, ainsi que de leur impact sur la prise de décision.

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.

In order to understand influencing, we have to better understand how organisations and ‘change’ really works. Otherwise we may be influencing for the wrong outcomes.

A polling process for any workshop where a decision between several alternatives is hard to reach

Appreciative Inquiry is based on the organization’s positive core strengths in order to find insights and untapped chances that have to ability to exponentially increase performance.