Methods
How many methods are here? Currently 561. Rating is new and only few methods have an editor's rating, 13 so far. When you're logged in please go ahead and indicate your appreciation for a method. Until now, 64 votes were submitted.
How do I find a method? Use the filter block and the sortable columns below. Method pages and Supplier pages are cross-referenced so you can click back and forth.
How are methods categorized? Methods have a 'focus' as Application, Method or Model, or Intervention. There are subcategories as well.
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| Common name | Intent or purpose |
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| Appreciative Inquiry Summit | “Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms. AI involves the art and practice of asking questions that strengthen a system’s capacity to heighten positive potential. It mobilizes inquiry through crafting an “unconditional positive question’ often involving hundreds or sometimes thousands of people.” Cooperrider, D.L. & Whitney, D., “Appreciative Inquiry: A positive revolution in change.” In P. Holman & T. Devane (eds.), The Change Handbook, Berrett-Koehler Publishers, Inc., pages 245-263. |
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| Brainstorming | To generate many ideas in a group setting |
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| Delphi Method | Decision making structured in different rounds |
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| Different Directions | To generate a number of different directions an idea or action can take and to experience excitement about developing new ideas. |
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| Active Replay: Clarifying What Happened | Clarifying what happened by 1. keeping everyone in the group informed about what others were doing (especially where a group has split into smaller units during an activity) 2. informing others outside the group about a group event (or possibly just to update the trainer following an independent exercise) 3. reconstructing a distant or complex event (to help people recall and relive the facts and feelings of an event) |
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| Active Replay: Investigating What Happened | Investigating What Happened: 1. Awareness-raising (bringing out different points of view and disagreements; 2. Focusing on issues which participants have found difficult to recognise or confront during the activity 3. Analysing a problem (similar to reconstructing the scene of a crime) |
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| Deserted Island | The Deserted Island Method is a good warm-up for a idea generating session. It starts the process of creative thinking by creating alternative solutions to surviving on a deserted island with limited resources. |
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| Four Opportunities to deal with "Air Hogs" | There are 4 opportunities to deal with "air hogs": |
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| Final exercise | To complete the experience of a workshop that has involved active physical exercises (rope, planks etc). Helps embed teamworking and creativity, and "lifts" participants at conclusion of workshop. |
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| Ten Words | To help the participants think critically about an issue, and focus on what is importnat. To reduce time wasted by lengthy unfocused explanations or discussions. |
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| Feedback Loops Exercise | To practice using feedback loops to analyze a business situation. and to experience the power of understanding a business from a systems thinking perspective. |
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| Closing | Closing bring and end to the thinking of the meeting, the social dimensions, the future and are often symbolic in nature. |
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| Quick Goal Setting | In a few minutes to set goals for the coming year. |
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| Human Knot | The goal of this process is a group that has worked together, and communicated with each other, and therefore now feels like a team. |
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| Global Trends Conversation | Participants start thinking of the events that effect their organization and how these events affect their own work. Participants experience the breadth of changes going on around the world. |
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| generate ideas, ranking, rating, sorting |
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| Success Looks Like Exercise | To seek alignment between the facilitator's goals, the organizations goals and the participants goals so that we can then ACT aligned and achieve those personal AND organizational goals |
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| Pairing | Pairing is an introductions ice breaker. This can also be used to divide into teams. |
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| Local Chain Sustainability Circle (LCSC) | Improve the sustainability in a specific product or material chain, within the boundaries of a municipality or province. This method is experimental - feedback is welcomed. |
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| TRIZ | Structured approach to generating and evaluating ideas See www.aitriz.org |
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| Ritual dissent / assent | This is a workshop method designed to test and enhance proposals, stories, ideas or whatever by subjecting them to ritualised dissent (challenge) or assent (positive alternatives). In all cases it is a forced listening technique, not a dialogue or discourse. It can be used on its own, or linked to story construction, social construction of the Cynefin framework and a broad range of methods. |
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| End of Meeting Reflection | To reflect on the meaning of the meeting that is in the process of concluding and to bring to consciousness the importance of the meeting and to create a corporate story of the event. |
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| Meet the Peanut Exercise | Participants begin stretching their thinking about an everyday thing. This is used as preparation for a creativity exercise. |
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| Focus Conversation | This is the applications of the ToP method, the Focused Conversation Method to introductions. |
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| Individual Writing | To allow each person to spend a few minutes thinking, organizing their thoughts and putting them on paper before sharing them. . |
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| Sharing insights | To get information in front of the groups. |
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| Timelining Actions | To set either starting or ending or both dates for a set of actions in a plan. |
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| CALLIOPE: | To energize a large group of people. in a fun way, |
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| Lining Up | This is a good and fun way of introducing people and getting them talking. |
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| Materials Auction (Construction actvity variant) | Add extra planning element to team building activity. |
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| Marooned | For groups who are new this is a good introductions session. For people who know each other it can be used as a team building exercise. |
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| Vision Review Workshop | To briefly review the vision statement of the department, to look at accomplishments toward that vision and to look how it might be implemented in the future year and to gain confidence in the value of the vision and it?s application to the day to day work. |
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| Stop and Go Brainstorming | This is a way of generating ideas in a more reflective way. |
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| Postcards | To open a meeting by sharing perspectives on the task ahead; getting the agenda on the table and to appreciate different ways of seeing the same situation, problem or project |
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| Categories | This process celebrates the differences, and yet shows people what they have in common, and therefore leads to a group that is more comfortable, and has interacted with one another. |
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| Qualities of Leadership Conversation | To reflect on qualities of good leadership and to raise the question of good leadership. |
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| Temperature Checks | To make sure that everyone is in agreement with the direction the group is going in, the methods being used to get their and that the pace is appropriate. |
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| Synectics | "Synectics is based on a simple concept for problem solving and creative thinking - you need to generate ideas, and you need to evaluate ideas. Whilst this may be stating the obvious the methods used to perform these two tasks are extremely powerful." (see website) |
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| Mutual Irritations Workshop | This exercise was designed for a team one half worked in the US and the other half worked in The Netherlands. The two parts of the teams were made up of different nationalities.<br><br> The aim is to set up some trans-cultural agreements for team behaviour, based on reflection about the differences between the one?s culture?s and the other culture?s ways of working.<br><br> To understand and appreciate the team?s working situation from both cultures.</br> |
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| Just One Lie | To get to know one another in an amusing way |
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| Martian | To be able to understand some of the issues around information processing, being clear and assumptions and to be able to experience the difficulty in being clear about information, assumptions while having fun. |
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| Facilitating Virtual Teams | Virtual distributed or face to face meeting facilitations |
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| Personal Appreciation Workshop | To create a shared understanding of what kinds of appreciation is most meaningful to people in the group and to To experience and appreciate the different ways people are motivated. |
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| Questions | For members of the group to find points of commonality. |
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| Structured go-around | To give everyone an opportunity to share their thinking about a topicv. |
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| Drawing a Vision | To enable a group to create a concrete operational vision of the future. |
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| Quick-Check-Why | To develop a consensus about a issue or plan. |
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| SCREAM | Scream is a good way of breaking the ice for a large group. |
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| Time Management | Nearly everyone has been in a meeting that ran over time. Often this means that the last item on the agenda is dropped and put on the next agenda. Sometimes real unanticipated issues come up that need to be dealt with but not necessarily in this meeting. An issue that was assumed to be simple turned out to be much more complex and time consuming than anticipated. Diverse unplanned distractions may arise that need time to be dealt with. |
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| Systematized Direct Induction | To involve staff or representative stakeholder in providing input in a change process. |
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