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.
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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| Active Pre-plays | Active Pre-plays (or rehearsals) are a natural development of action replays. They simply focus on future possibilities rather than on past events. Acting out alternative courses of action is more committing than talk, but is less committing than the real thing. 1. pre-plays create quick and convenient opportunities for second attempts (compared to real second attempts). There may also be fewer distractions from key issues. 2. pre-plays create opportunities for experimenting with alternatives 3. individuals can swap roles with each other, leading towards criticism becoming more constructive... |
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| Good Manager Workshop | To demonstrate the method of building a rational thought thru model and to experience the power of careful thinking. |
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| Traffic Signs Learning Game | To exchange ideas about how to lead sales conversation |
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| Hope Conversation | To discuss our deepest hopes about the future and to experience the power of hoping in the future. |
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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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| Underlying Contradictions Workshop (LENS) | To articulate the blocks to realizing the practical vision and to experience the recognition of the dysfunctional aspects of an organization. |
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| Convergence: Clustering in Columns | To identify similar ideas and to put them together and to create a pattern based on an agreed to set of values. |
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| T project - process review | ? Review the work process ? Capture what went well/what went badly ? Assign action for promulgating lessons learned and reuseable assets |
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| Presentations | To share information that is not generally available to the whole group. |
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| Problem Solving | Another simple way of developing solutions for problems. |
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| Straw Vote | To get an understanding of where there is support for an idea. This also begins ot surface thinking about what is supported. |
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| BaaBaaTwinkleEFG | This is a fun break during a workshop or training session. |
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| TOUR D?HORIZON | To enable a group to share their different perspectives concerning the implications of a future situation that their organisation or group is moving toward.<br><br> To enable the individual members to share their thinking about the implications of future developments for the current and up-coming operations of the organisation. <br><br> To empower the group by enabling them to see their commonality in facing the future. |
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| Taking a walk | To provide short refreshing brakes every 1/2 hour during a meeting |
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| Appreciation | This method looks at the implications of a situation or the consequences of an action. |
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| The Incident Method | The purpose of this method is to deal with problems together and find new approaches and solutions. |
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| Trip to Work Exercise | Participants practice defining smaller and smaller steps in the process of travelling from home to work. and they struggle with becoming clear about what assumptions we are using. |
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| Reviewing with ropes | The goal of this process is to get an evaluation of how the participants individually, or as a group succeeded with a certain activity. |
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| Plus, Minus, Interesting | To select between a limited number of ideas the most helpful. |
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| Client Window | The purpose of this process is to avoid repeating past mistakes and to assure meeting a client's/group's expectations. |
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| Ask for contribution | When a participant is disrupting the session and seems to want to say something. |
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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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| 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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| 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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| 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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