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, 61 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.
How to get my method listed here? Log in and click Method in the Create content menu to the right. If you provide relevant services then link to this method from your Supplier page.
| 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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| BPM |
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| Create a Deadline | To get a group that has a vision but is not able to move to the implementation phase. |
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| Definitions of Success (OD-8) | To establish concise Definitions of Success for the project or opportunity and to reach agreement about what a completed successful project or opportunity looks like. This method also helps the team to think in phased based ways. |
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| Active Listening | To slow down a discussion, to demonstrate that you have heard what the person has said, to stop a person from dominating the conversation. |
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| Playing with the Topic | Using toys as metaphors for the issue the meeting is dealing. |
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| Systematic Problem Solving | To identify core sources to a problem and to develop an action plan to address these core problems. |
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| Inclusinve Principles | To find common ground when solutions to a problem are in opposition to each other. |
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| wikki stix team building | This simple exercise sets the stage for some real work - establishing a precedent for individual and group creativity, for true collaboration, and for gentle, supportive humor. |
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| Working Assumptions | The Working Assumptions create an atmosphere of respect in the room without being moralistic with rules. |
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| Eye colour | Participants in a team get to know each other in informal way, also - through physical activity it sets the good start of a meeting |
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| Applied Imagination: Question Summary | This is a poster that will help trigger ideas by posing a variety of questions about ideas. |
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| Levelling of expectations | The intent of this procedure is to give the participants confidence in the workshop or training and on the other hand it is used to give the facilitator an idea about the needs of the participants. |
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| Leadership Conversation | Participants reflect on qualities of good leadership |
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| Quick Reviews in 20 minutes | This process is used when there is not much time left, but a review is nevertheless wanted or needed. |
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| multi-voting | To select from a list of ideas for further work. |
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| Dialogue Mapping | The intent of this process is to structure meeting discussions, to assure that the focus stays on the issued topics and to ascertain that all opinions are heard, and comments are focused on the statements, not on the persons who said it. |
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| Preventing Disruptive Behaviour | To deal with potential unnecessary disruptive behaviour at the beginning of the session and not when it arrises. |
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| System Modeling | The intent is to find the source of a problem within a complex system. |
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| Review the Visioning Process | <p>1 A highly politicized and fairly polarized (yet congenial) group<br> 2 A recognized lack of collaboration and partnership<br> 3 Votes are split along predictable lines<br> 4 Common ground that seems to get built keeps shifting.<br> 5 The process of getting to the vision is blocking the group. |
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| Change Management |
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| Problem Definition | 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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| What would the Founders Say? | To use the spirit of the founders of the organization as inspiration for confronting today’s issues, perhaps as an opening to a strategic planning session. |
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| Do Self Evaluation of Work So Far | To unblock a group that has developed a vision but seems to be stuck about moving to implementation planning. |
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| Thesaurus Browsing | This is a creativity technique using the thesaurus as a resource. |
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| Wagon Wheel (Review tool) | Particpant have an opportunity to review a session or a workshop. |
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| Opening Conversation | A way of quickly agreeing to what will come out of a meeting |
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| Reframing Problems | To restate the problem to better understand it from different perspectives. |
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| Polling | To find out what the current thinking of the various participants. |
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| Guess My Chew | A very funny and even silly energizer. |
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| Dominos: A Communication Exercise | To represent the assumptions we make about our own and others operational definitions of words; i.e. above, down, beside, below, horizontal. Illustrate the value of seeking clarity in communication. |
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| Think of a paradize | This method aims to make the atmosphere during a meeting more relaxed, to reveal some out of the professional field information about the participants and to stimulate and refresh the creative process. |
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| workshop |
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| Gestalt | The aim of this method is to get a better understanding of one's own personality as well as a good perception and better understanding of an abstract issue. |
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| Networks Conversation | To bring to awareness the need for informal relationships to make an organization work and to recognize the reality of using informal networks. |
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| Quick Reviews in 10 minutes | This process is used when there is not much time left, but a review is nevertheless wanted or needed. |
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| Evaluation by Values | This procedure allows groups to evaluate a limited number of ideas against a range of criteria. They then can select the best of the ideas. |
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| Quality Assurance Storytelling | The intent of this process is to create a piece of work that combines all the important information of a meeting, a project, or a discussion. |
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| Group Critique Disagreements with a point | When a participant disagrees with the facilitator about a process suggestion the facilitator can get permission from the group to deal with it. |
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| Flowchart | The goal of this process is to simplify and improve certain processes of the client but also to determine areas that need monitoring and to formulate questions for further or later research. |
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| Move on and come back | <p>For a group that is having difficulty in creating consensus because:<br> 1. A highly politicized and fairly polarized (yet congenial) group<br> 2. A recognized lack of collaboration and partnership<br> 3. Votes are split along predictable lines<br> 4. Common ground that seems to get built keeps shifting.</br></p> |
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| Worst and Best Scenario | To help individual or group think of possibilities/options not only the worst and the best scenarion |
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| Multiple Perspctives Workshop | To open up the thinking of an existing team of people and to experience the excitement of creating many perspectives on a problem that offers alternative solutions to the problem. |
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| Movie Posters | We see posters advertising new movies quite often in public places. They summarize with visual images, a dramatic title and a few critical phrases, an entire story and its characters. This method aims at letting the group create the poster for their “movie”. It can be used for summarizing learnings, for reporting on team activities over the past period of time, for building a common story about something that has taken place in the organization. Introduction: In order to create today’s reports, imagine that you are creating a movie. In one hour, please return with the poster for your movie (like the posters you see in public places advertising movies). Think, for example, of the posters for “Gone with the Wind”, for “Star Wars”, for “Mr. And Mrs. Smith”. (Refer to posters you yourself have seen recently.) The poster tells the story. Distribute flipchart paper and lots of colored markers. |
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