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.
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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| 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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| Positive Deviance | In every community there are certain individuals (the "Positive Deviants") whose special practices/ strategies/ behaviors enable them to find better solutions to prevalent community problems than their neighbors who have access to the same resources. Positive deviance is a culturally appropriate development approach that is tailored to the specific community in which it is used. |
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| Reports | To share information and knowledged that has been generated by a smaller grouip |
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| Specifying Requirements | to identify requirements and necessary conditions of a solution of a problem. |
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| Build Up | To enable a group to reach agreement by identifying what can not be included in the model or plan |
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| Paint the Picture | To generate ideas based on shared information presented during the meeting. |
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| Creating a Focus Question | One of the important parts of getting a good brainstorm is setting it in context and doing the preparation. That can get you several valuable things. It can get you to a question that really makes sense. It can help you work out how to pose the question and how to get people brainstorming. It can lead you to determine what to do with the list of ideas generated. |
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| Let's make rhythm | To relax the atmosphere of a meeting, to set more friendly beginnig and to spot out the importance of group/team work |
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| i) Sherman Tank |
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| Introduction Interview | The intent of this method is that participants feel more comfortable around each other and to create a more informal atmosphere. |
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| Non-Verbal Walk | Participants see the impact of non-verbal communication and to recognize the importance of stereotypes and first impressions and feel the strength of non-verbal communication, while having fun meeting new colleagues. |
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| strategic planning |
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| Effective Organization Conversation | To discuss the characteristics of an effective and an ineffective organization and to struggle with avoiding the characteristics of an ineffective organization. |
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| Arrival Marbles | To enable a group to safely talk about their feelings and concerns in arriving at a meeting. |
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| Impatience by participants | To deal with impatience by some members of the group or the group as a whole |
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| Advanced Dotmocracy | The goal of this process is to collect and discuss ideas among large groups. |
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| Paper Tower Game | For Part A To reinforce planning, cooperation and to realize that perceived boundaries might not be real.For Part B: Knowing the technical limit does not guarantee that it can be reached if there's not enough time but that you still get a lot better result through detailed planning and learning. It is also to become aware of assumptions and planning is useful. |
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| Recipes for Teamwork | To allow a diverse group to combine their ideas and by doing so to get better acquainted with the way one another think and work |
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| Brick Wall and Starry Heavens | To do quick evaluation of the days work in the midst of a longer program. |
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| Problem Trees | To enable a group to consider and build relationships among all of the relevant detail when defining a shared problem or challenge |
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| Imaging the Future | To create a series of images of the future as a means of exploring possible actions and to be excited of creating a series of images of the future. |
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| The Wall of Woe | To enable participants to externalize their own negative perspectives toward a situation they must manage. This is intended as an opening exercise at the beginning of a workshop, although it could turn up when it’s clear the group is facing what they consider an impossible situation. |
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| Treat Cynicism Seriously | These are interventions that can be used when someone says something like "You know, we've been involved in loads of these facilitated sessions. We get all fired up, share our ideas, then we get back to our "real" jobs and nothing ever gets done...." |
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| Curious Ice Breaker | To introduce people in a way that deepens people?s understanding of who the group is and to experience the many reasons people are curious and who they are curious about. |
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| Knowledge Sharing | To determine what additional information, etc is needed by the group |
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| Discussion of a model | This is a way of refining or further develop a model, plan, plan or a solution to a problem. |
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| Eliminate | To be able to reach agreement by eliminating alternative solutions that participants can not live with. |
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| Participant's summary | To move the group toward a decision when they seem to be stuck. |
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| Email Questions | The intent of this method is to enable groups who find it difficult to participate in group workshops. It allows people to prepare their thinking before hand and even discuss the questions with colleagues. |
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| Missing communication | To develop realisation in a team that they need to communicate more/better. Even if they think they have what they need, someone else in the team may have vital extra information. |
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| One or Two Silent Members | Improve participation of everyone in the group. |
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| Needs and Offers Negotiation | To develop an agreed to plan |
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| Symbols warm-up | Use early in process, to enable participants to get to know each other and begin to focus on appreciation and listening skills. This also sets the tone for a workshop where we pay respectful attention to each other's aspirations and thinking. |
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| Personal Pictures | Participants introduce themselves in a more visual way and experience some new aspect of the people they work with. |
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| Group Juggle | This process can be used so as to learn each others' names and develop some sense of interconnectedness or to release stress. |
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| Good Friend Conversation | To reflect on the issue of being a good friend to a friend or colleague who is in trouble and to experience the struggle of being an effective good friend. |
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| 6-3-5 Method | a group creativity technique used in marketing, advertising, design, writing and product development originally developed by Professor Bernd Rohrbach in 1968. |
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| Parking Lot Poster | This allows the group to capture items that are outside the scope of the meeting or session in a holding category that can be dealt with at another time. A parking lot helps channel potential disruptive behavior. |
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| Appreciative Inquiry: 4 Destiny Phase | To create possible pilot projects, change initiatives and actions that have potential to move us toward the future we want as articulated in our design propositions. |
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| Imaging Markets | To create a series of images of the client to use as a way of improving relationships and to be excited about a new series of images of the client. |
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| Punctuality Poker | To motivate participants to return on time from breaks |
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| Plusses and Deltas | This is used as an end of the day quick evaluation in a longer program. |
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| Q-Storming | To expand the range of solutions considered during a group discussion, in order to arrive at a more creative and effective conclusion. |
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| Go Around and Comment | This is a quick and simple exercise at the end of the day to evaluate it. It is not intended as a complete evaluation but as a simple one. It is normally used when time is tight and a longer evaluation of the whole program will take palce later. |
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| Recipes for Teamwork | To allow a diverse group to combine their ideas, and by so doing to get better acquainted with the way one another think and work. |
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