Library of facilitation techniques

People compare something (e.g. themselves, their company, their team) to an object.  

A focused meditation to become present and aware. We accept our feelings, leaving behind what we doesn't serve us right now. A ideal way to open a workshop or team meeting.

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

In this short and very physical energizer, the group shakes out their bodies one limb at a time. Starting with eight shakes of the right arm, then eight shakes of the left, eight shakes of the right leg, then eight shakes of the left. It continues with a round of four shakes of each limb, then two, then one, ending in a big cheer. A good energizer when time is limited and the main aim is to get people moving.

Exercise to show that thinking in categories and principles is helpful and necessary and at the same time, these categories and principles should be checked on a regular basis.

This activity begins with reflection, proceeds through nonverbal communication, and ends in a discussion. You can use ARTFUL CLOSER to debrief participants after an experiential activity. You may also use it as the final activity at the end of a workshop. You may even use it as an opening ice-breaker by asking participants to think about common personal experiences. For example, I began a recent session on presentation skills by asking participants to process their experiences with the most inspiring speech they had ever heard.

If you are working with a team or company that already has a list of values, and are looking for a dynamic activity to refresh participants' knowledge and understanding of those values, look no further. By using embodied and spatial knowledge, this activity will make values basically unforgettable for all involved.

Sometimes a number of people are silent and there is not necessarily a dominant person in the group. This often happens in cultures where being assertive is not valued.

When you raise a difficult issue or surface a deep value conflict, you take people out of their comfort zone and raise a lot of heat. That is tricky business.

Stakeholder Interviews are conducted by practitioners with key stakeholders in their ecosystem, such as decision makers, team members, peers, or customers both within and outside an organization. The interviews allow you to step into the shoes of the interviewees and see their role through their eyes.