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, 62 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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| 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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| 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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| 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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| Ask for contribution | When a participant is disrupting the session and seems to want to say something. |
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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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| Arrival Marbles | To enable a group to safely talk about their feelings and concerns in arriving at a meeting. |
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