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 |
Editors rating |
User rating |
|---|---|---|---|
| Brainstorming | To generate many ideas in a group setting |
|
|
| 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. |
|
|
| Delphi Method | Decision making structured in different rounds |
|
|
| Different Directions | To generate a number of different directions an idea or action can take and to experience excitement about developing new ideas. |
|
|
| 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) |
|
|
| 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) |
|
|
| 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. |
|
|
| Value Drivers and Critical Success Factors Workshop OD 6 | To maximize the value from an opportunity and to reach agreement with the whole value change about what the Value Drives and Critical Success Factors are. |
|
|
| Hidden Gifts Exercise | A team building exercise that can be used before the start of a planning exercise. |
|
|
| Positive Response to Cynicism | Responding to situations when a participant says something like, "We have done this same planning process and nothing ever comes of it". |
|
|
| Circle Discussion | To have participants all have an equal opportunity to speak on a topic. |
|
|
| Three to One Scenarios | To create a single scenario that solves an issue. |
|
|
| Content Processing | To reflect on the products of the meeting. |
|
|
| Buzz Click | This is a fun energizer that requires some paying attention, thinking and coordination. |
|
|
| Predict the worst | Object: to avoid little/silent participation within a group. To let all the members of a team to share their frights of possible negative turnovers in the working process.by doing it anonymously/. |
|
|
| Gratitude Wall | To leave nice notes to your team and people in your organization |
|
|
| Carrousel | The purpose of this process is to give sufficient attention to individual questions and to recognise patterns in the need for information. Furthermore it should provide efficient information, something that is done by a number of resource persons. A last intent would be to share answers and outcomes with others in the group in a more interactive way. Basically it should provide the opportunity to individual advise. |
|
|
| Theme Analysis Workshop | Participants clarify the issues relative to each theme in the work of the up coming year and clarify the benefits and issues relative to areas that need to be considered. |
|
|
| Attribute Analysis | To determine the attributes of an object or idea and generate ideas based on them. |
|
|
| Throwing Names | To remind participants of colleagues' names and to recall fellow participant's names and to save the embarrassment of not knowing someone's name. |
|
|
| Have you ever...? | The intent of this process is to give participants the oportunity to get to know each better. |
|
|
| Rotating Flip Charts | To provide a method for break-out groups to review each other's work. |
|
|
| Idiagram | The goal of this process is to build a sophisticated systematic understanding of complex problems and opportunities, to develop a broad strategic insight, and to design more creative solutions. Furthermore, it is used to make more effective decisions and more realistic plans, to build shared vision, ownership, and enthusiasm, communicate effectively with others, and at last, follow through on the vision. |
|
|
| Unzipping Difficult People | To re-imagine difficult people through a mental exercise. |
|
|
| Different Directions Interventions | When a group is blocked in creating new ideas this to generate a number of different directions, ideas or actions can take. The group experience excitement about developing new ideas. This is used as an intervention when a group is blocked in creating new ideas. |
|
|
| Teachers reflection | To be able to appreciate the positive and negative aspects of those who influenced our lives and to raise the question of how to become a more effective teacher. |
|
|
| Golden Fish and Bridge | To define what is current company/organization image and what we would like it to be |
|
|
| Dynamic Facilitation | Dynamic Facilitation is an energy-based form of facilitating where people address difficult issues creatively and collaboratively, and achieve breakthrough results. It establishes a process of talking and thinking, known as Choice-Creating, that builds mutual respect, trust and the sense of community. The dynamic facilitator plays an active role, helping people follow their heart more than a preexisting agenda. He or she helps them to determine an issue they really care about, whether it seems solvable or not. Then she helps them to say what is on their minds in a way that all can hear and respect. The dynamic facilitator helps foster shifts of heart and mind by following the natural flow of conversation and supporting group spontaneity. Sometimes these shifts take the form of new ideas; other times they bring a new sense of what the ?real problem? is; and other times there is a change of heart. |
|
|
| Stakeholder Round Robin Brainstorm | To generate ideas from the perspectives of the different stakeholders in the process and to gain insights into these different perspectives. |
|
|
| Key Questions for Recommendations | Usually a quick way to reach a decision on the most important issues as perceived by stakeholders when the workshop is running late. |
|
|
| Contexting Cynicism | When a participant says something like, "we have done this all before but we never DO anything different when we get back to our jobs." |
|
|
| Sequential Questioning | To probe a topic from the macro to micro levels |
|
|
| Making Differences Visible | To clarify the differences between different perspectives or positions. |
|
|
| Meeting Processing | To enable the participants to reflect on their experience ofthe meeting. |
|
|
| Up-down-right-left | This is a fun energizer that can be used to help participants to experience a change process that is quite counter - intuitive. |
|
|
| Thinkx | creative problem solving |
|
|
| Circle of friends |
|
|
|
| Race for the truth | This method serves the purpose of quickly introducing all participants to each other and the topic of the workshop, while putting them in a position they are not used to. |
|
|
| Autographs | Participants are able to get to know the other participants in a program and to experience an informal and relaxed way to get to know other people. |
|
|
| Morphological Analysis | Morphological analysis builds upon attribute analysis by generating alternatives for each attribute, thereby producing new possibilities. |
|
|
| Photography Scavenger Hunt | Participants become aware of the need to think through the relationship between the task and the time allocated. |
|
|
| Fear in a Hat | The purpose of this activity is to raise the awareness of the group to problems they all share, and to thereby bring the group closer together. |
|
|
| Five Finger Consensus | To help a group achieve consensus WITHOUT having to water down a strongly supported solution |
|
|
| Pareto Chart | The purpose of this process is to find out what the priorities of the client should be when facing certain issues. |
|
|
| Everyone is a Lier | an icebreaker helps everyone to learn names and personal/professional information. |
|
|
| Ship of Fools (Das Narrenschiff) | Ship of Fools is an organisational sculpt that can be used for * illustrating problems experienced by a particular type of organisation * illustrating relationships between central and local organisations * developing a strategy by assessing relationships with external organisations * team building by assessing the dynamics in and of teams * identifying the dynamics of a problem set of relationships * providing feedback to a system. |
|
|
| Clown Poster Reflection | To see the multiple levels of meaning found in a picture and experience of sense of awe found in a poster. |
|
|
| classic |
|
|
|
| Imaging a Successful Event | To recognise shared success criteria for event design and to appreciate the unique perspectives of colleagues about event design |
|
|
| Contingency Diagram | Contingency Diagram is a technique for generating ideas concerning and issue or concern that capitalizes on negative thought. By thinking of all the ways you can cause a problem to get worse or continue unchecked, you provide the basis for later developing an action plan to overcome these barriers. |
|
|
Pages
