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.
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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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| 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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| Doing a round | The intent is to get a contribution from everybody in the group. |
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| Critical Success Factors | Participants evaluate participants' job in relation to the critical success factors of their company and experience the power of objectifying one's work with the critical success factors of one's company. |
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| Quick Reviews in 5 minutes | This process is used when there is not much time left, but a review is nevertheless wanted or needed. |
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| MATEC | To generate very divergent technical solutions for technical problems using word association |
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| Cause-and-Effect-Diagram | This process is used to find possible sources of mistakes, or possibilities to improve certain factors in order to enhance the effect. |
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| Mission Pyramids | For a group to develop a mission statement or other similar statements. |
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| Force Field analysis | The purpose of this analysis is to create a plan for the implementation of change. Furthermore, it helps the team members to think realistically about changes and obstacles that might occur during a process. |
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| Fire Houses and Day Care Centers | To move build consensus in a highly politicized and fairly polarized (yet congenial) group by moving them from positions (which polarize us) to goals and constraints (which may have more agreement than is indicated by the positions). |
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| Turn poem into subject keywords story |
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| Left-hand, Right-hand Column | To be able to identify the internal dialogue that takes place when in conversation with someone else and to become aware of the tacit assumptions, which govern our conversation and contribute to blocking our purpose in real-life situations, and to develop a way of talking about those tacit assumptions more effectively |
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| Recheck Project Mandate | To unblock a group that seems to be stuck. |
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| SWOT Analysis | To come to an agreement about the current situation of the project and to understand and appreciate the project's unique situation. |
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| Escalating Body Language to control talking | The use of body language to suggest that a speaker has talked for too long and it is time for them to let others talk. |
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| Success Criteria | To reach an agreement with the group about what a succesful outcome of the meeting would look like. |
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| Consensus Workshop Method | This is the generic form of the ToP workshop specific applications many of which are found here. |
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| Mapping Road to Agreement | Using a systematic approach to clarifying points of agreement and disagreement and to work through those of disagreement.<br> This technique should be used when clarity is needed about where there is agreement and disagreement. |
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| Panther, Person, Porcupine | It is an easy, fun, silly, only remotely competitive, and rich with discussion-worthiness game. |
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| Pick an Animal | This is a way of closing a workshop while leaving each person with a symbol of the work. |
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| Future vision | Ask the people who are participating in the facilitation process to imagine that they live many years later, say 2020. In 2020 all the problems of the participant are solved and the goals are reached. Ask him/her to imagine how it has been done. |
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| Multilingual Introductions | This is a way for large groups to introduce themselves when they are several nationalities, languages present. |
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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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| 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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| workshop |
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