Methods
How many methods are here? Currently 585. 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, 67 votes were submitted.
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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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| 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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| Morphological Analysis | Morphological analysis builds upon attribute analysis by generating alternatives for each attribute, thereby producing new possibilities. |
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| Photography Scavenger Hunt | Participants become aware of the need to think through the relationship between the task and the time allocated. |
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| Fear in a Hat | The purpose of this activity is to raise the awareness of the group to problems they all share, and to thereby bring the group closer together. |
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| Five Finger Consensus | To help a group achieve consensus WITHOUT having to water down a strongly supported solution |
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| Pareto Chart | The purpose of this process is to find out what the priorities of the client should be when facing certain issues. |
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| Everyone is a Lier | an icebreaker helps everyone to learn names and personal/professional information. |
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| Ship of Fools (Das Narrenschiff) | Ship of Fools is an organisational sculpt that can be used for * illustrating problems experienced by a particular type of organisation * illustrating relationships between central and local organisations * developing a strategy by assessing relationships with external organisations * team building by assessing the dynamics in and of teams * identifying the dynamics of a problem set of relationships * providing feedback to a system. |
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| Clown Poster Reflection | To see the multiple levels of meaning found in a picture and experience of sense of awe found in a poster. |
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| classic |
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| Imaging a Successful Event | To recognise shared success criteria for event design and to appreciate the unique perspectives of colleagues about event design |
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| Earthquake! | This exercise gives a group a chance to have some rowdy fun as an energizer. |
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| Stakeholder Round Robin Brainstorm | To generate ideas from the perspectives of the different stakeholders in the process and to gain insights into these different perspectives. |
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| The Wind Blows For | To learn new things about group members; to recognize similarities and differences |
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| Key Questions for Recommendations | Usually a quick way to reach a decision on the most important issues as perceived by stakeholders when the workshop is running late. |
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| Contexting Cynicism | When a participant says something like, "we have done this all before but we never DO anything different when we get back to our jobs." |
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| Sequential Questioning | To probe a topic from the macro to micro levels |
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| Making Differences Visible | To clarify the differences between different perspectives or positions. |
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| Meeting Processing | To enable the participants to reflect on their experience ofthe meeting. |
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| Up-down-right-left | This is a fun energizer that can be used to help participants to experience a change process that is quite counter - intuitive. |
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| Thinkx | creative problem solving |
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| Circle of friends |
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| Race for the truth | This method serves the purpose of quickly introducing all participants to each other and the topic of the workshop, while putting them in a position they are not used to. |
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| Autographs | Participants are able to get to know the other participants in a program and to experience an informal and relaxed way to get to know other people. |
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| Creative Reviewing | With the aid of this process participants can "see" their experiences and commnunicate them better to others. |
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| Problem Redefinition | To generate ideas about how to implement the reverse of the current state of affairs and to experience the possibility of looking at a problem as an opportunity to create a new solutions |
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| Soft Systems Methodology | To create an action program to deal with a problem |
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| Team Jigsaw Puzzle Game | To promote teambuilding and create awareness for need to work cross-functionally |
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| Benchmarking | The purpose of this technique is to improve certain procedures by looking at more successful examples. |
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| What's the Question? | To introduce people to each other. |
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| Pecha Kucha | For a group to create together a series fo visual images that tell their story quickly and in relevant detail |
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| Presentation Reflection | This is an alternative to questions and answers when a presentation is made and you would like to have the audience process the information is a simple way. To build a group analysis of the presentation which they have heard this morning and to experience a shared reflection on a presentation as a team. |
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| gap analysis |
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| Share Diagnosis of Being Blocked | To unblock a group that seems to be stuck |
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| Finding your Team | Allowing a large group to divide itself into small working groups with some movement and fun |
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| Contingency Diagram | Contingency Diagram is a technique for generating ideas concerning and issue or concern that capitalizes on negative thought. By thinking of all the ways you can cause a problem to get worse or continue unchecked, you provide the basis for later developing an action plan to overcome these barriers. |
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| Value-based Decision Making | For some groups, the broader value context of the decision being made is as important to them as the content of the issue at hand. In this case, it can greatly help a group to reflect first on their own values, and then proceed to the issue about which they will decide. The objective is to provide an opportunity to reflect on the value context for the decision about to be discussed. |
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| Dynamic Systems Ice Breaker | To be able to experience a dynamic system in a fun way. |
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| Cynical remarks - personal responsibility | The participants take responsibility for making a difference when actions are not carried out. This come to awareness often when a cynical remark is made in the meeting such as, "we do this planning all the time but nothing is ever done." |
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| Analyzing | To explore the strengths, weaknesses and concerns of a situation |
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| Cut up and Move Around | To develop understanding various relationships between elements of a solution. To create different perspectives about a solution. |
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| Group Juggling | To create a fun active environment. |
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| Lazy 8s | To take a break with a simple physical exercise that is fun and stimulates left and right brain connections. |
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| Tug of War | Combining the worst and the best factors to find a solution |
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| PMI | Decision Making / Problem Solving, weighing the pros and cons of a decision. |
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