Answer & Explanation:In one paragraph, list 2-3 facilitation tools from the “facilitation tools” PDF that you would like to learn more about, would like to try yourself in a group setting, or would like to have someone model for you. Describe why you are interested in that tool as well.
facilitator_meeting_tools_.pdf
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Meeting Tools
first compiled by Jo Nelson, ICA Associates, Inc., 2004 Updated April 4, 2012
ICA Associates, Inc.
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Meeting Tools and Techniques – Getting Started
Method
Summary of Steps
Icebreaker
Any activity that mixed people and gets them talking
Check-in . . . . . . . . . . . . . . . .
Go round the group quickly –“name and where you’re coming from”: can ask for a metaphor such as
an animal or a weather condition for variety
Howick, The New Compleat
Facilitator, p. 35
Create agenda with the group .
Ask individuals for agenda items, write on flipchart, ask for priority items, put a star by them, ask what
sequence to address them
Doyle and Straus, How to Make
meetings Work
Creating the Real Question . . .
Brainstorm the one question we need to deal with today, look for similarities, summarize the underlying question that we all need to deal with
Williams, More than 50 Ways to
Build Group Consensus, p. 74
Success Criteria . . . . . . . . . . .
Ask each person to write down their thoughts in answer to “What needs to happen in this meeting?”
or “At the end of this meeting, how will I know it was a success?”. Then follow up with “What needs
to occur during this meeting for those outcomes to be met?” Either go round the group and get one
thought from each person, or a “pair-share” and have each pair select 2-3 critical outcomes and share
with the whole group.
Pell
Playing with the Topic . . . . . .
Put out “toys”. Ask each person to pick a toy and use the toy as a metaphor: “Use this toy to describe
the issue we are working on today.”
Beyers
Opening Conversation . . . . . .
Go round -Name and one thing you want from this meeting? Anybody, what surprised you in what
someone said? What are similarities in what we said we want? Uniquenesses? How would you summarize what our mandate is for this meeting?
Nelson
Advanced Facilitation • TOOLS
Attribution
© THE CANADIAN INSTITUTE OF CULTURAL AFFAIRS 1985, 1998
Meeting Tools and Techniques – Sharing Information
Method
Summary of Steps
Attribution
Brainstorming . . . . . . . . . . . .
Ask open-ended question, give time to brainstorm answers individually, then in group (may share
ideas in pairs or threes as a middle step). Write answers on flipchart, or have small groups write them
on cards or stickies
Doyle and Straus, p.231
Williams p. 228
Make a presentation . . . . . . . .
Present ideas logically, use visuals to illustrate when possible. Summarize with overheads, but do not
spell out presentation verbatim
Doyle and Straus, p. 259
Reports . . . . . . . . . . . . . . . . .
Suggest structure and time limit in advance: encourage use of visuals
Knowledge gathering . . . . . . .
Start with what is known (data and experiences). Think together about what else needs to be known
and why.
Kaner, Facilitator’s Guide to
Participatory Decision-Making, p. 71
Wilson, The Facilitative Way, p.
167
Journey Wall or Historical Scan On large wall timeline, brainstorm and put up events/accomplishments from the past in time blocks,
reflect to process high and low points, turning points, “chapter” titles, name the whole. Reflect to
extract learnings, trends
Williams, p. 46
Round-robin on facts . . . . . . .
Go around the group quickly, each person naming one fact they’ve observed about the situation
Nelson
Individual writing . . . . . . . . . .
Detailed instructions, say whether it will be shared with group, time limit. Give 1-minute warning for
time up, then share what willing to share, discuss as a group
Kaner, p. 77
Structured go-around . . . . . . .
Ask a specific open-ended question, suggest time limit, have each person answer the question in turn
without interruption
Kaner, p. 79
Sharing Visions . . . . . . . . . . .
Post questions that evoke visions of final outcomes. Individuals write down their own responses, then
share with partners. They repeat the process with new partners several times, incorporating any good
ideas they hear. Finish with a discussion to pull the ideas together.
Bens, Facilitating with Ease, p.
150
Advanced Facilitation • TOOLS
© ICA Associates Inc. 2004
Meeting Tools and Techniques – Processing Experience and Substance
Method
Summary of Steps
Attribution
Open discussion . . . . . . . . . .
Open the topic, let the group talk. Facilitator often recognizes each person as they signal their readiness to speak. Intervene when necessary to keep things moving, ensure focus, keep ground rules
observed.
Doyle and Straus
Circle Discussion (also known
as Go . .around, Round Robin,
Talking Stick)
Introduce question or topic. Go around the group, soliciting ideas from each person in turn. Can go
around the group several times.
–
Classic Debate . . . . . . . . . . . .
Pose a provocative question with two sides, first position is declared and explained, then the second
position is declared and explained. Then each position gives a rebuttal to the other position. Vote.
–
Focused Conversation Method
Set a context, ask open-ended questions that draw out, in sequence, objective data, reflective responses and reactions, interpretations, and decisions.
Stanfield, The Art of Focused
Conversation
Sequential Questioning . . . . .
Analyse the topic and create a list of probing questions working from macro to micro issues. Ask
questions one at a time, recording answers. May have challenging statements, ask participants to
agree or disagree, then explain their response, one at a time.
Bens, p. 151
Questioning Process . . . . . . .
Ask 3 types of questions in order: “What” or observation questions, “So What” or meaning questions,
“Now What” or application questions.
Strachan, Questions that Work
Gap Analysis . . . . . . . . . . . . .
Identify the future state, then the present state and post on the wall. Brainstorm the “gaps” and post
between the “present” and the “future”. Have small groups problem-solve how to deal with the gaps.
Share in large group
Bens, p. 157
Advanced Facilitation • TOOLS
© ICA Associates Inc. 2004
Meeting Tools and Techniques – Processing Experience and Substance
Method
Summary of Steps
Attribution
Fishbone Diagram . . . . . . . . .
Draw a “fishbone” on chart paper. Write the observed effect on the “head” of the fishbone. Determine
the major cause categories and write them on the “ribs” of the fishbone, then brainstorm all the possible causes on each “rib”.
Bens, p. 159
Problem solving . . . . . . . . . . .
Have people share what is known and unknown, questions and concerns. Ask what all this means for
what is needed next.
Wilson, p. 167
Best, Worst, Most Probable . .
List the consequences of solving and not solving a problem in six columns: What is the best consequence of solving / not solving this problem? The worst consequence? Most probable?
Doyle and Straus, p. 220
Blue-sky thinking . . . . . . . . . .
Ask for free-form thinking in which every crazy idea, option and possibility is welcome. Add new ideas
or build on one already shared.
Wilson, p. 167
“What if” thinking . . . . . . . . . .
Begin with one possible scenario and create several more. For each assumption, ask “What if?” and
explore what would happen if the assumption was different.
Wilson, p. 167
Gallery Tour or Walk . . . . . . . .
Post flipchart work of small groups in separate parts of the room. Form cross-section “tour groups”
and walk around, visiting each station for a few minutes. Get explanations, make suggestions
Kaner, p. 83
Making Differences Visible . . .
Draw 3-4 large intersecting circles. Put elements of each perspective in the main part of a circle,
using nonjudgmental language. Name points of connection between circles and write in the intersections. Reflect.
Williams, p. 231
Analyzing . . . . . . . . . . . . . . . . .
Begin with questions of clarification. Ask people to share strengths they see and explore why they are strengths.
Repeat for weaknesses and concerns
Wilson, p. 167
Advanced Facilitation • TOOLS
© ICA Associates Inc. 2004
Meeting Tools and Techniques – Processing Experience and Substance
Method
Summary of Steps
Attribution
V-R-C Process . . . . . . . . . . . . .
Brainstorm on flipcharts) Vision: What needs to happen; Reality: What has to change; then looking
at both of these, Critical Choice: What strategic actions can we take?
Wilson p. 133
Consensus Workshop Method .
Ask a focus question, each person brainstorms answers, write answers on cards or flipchart, cluster
ideas to answer the focus question, name results, reflect and resolve
Stanfield, The Workshop Book
Problem-solving, Systematic
Problem-Solving . . . . . . . . . . .
Identify problem, establish criteria for evaluating solutions, identify root causes, generate alternative
solutions, evaluate and select a solution, develop an action plan, implement and evaluate
Schwartz, The Skilled
Facilitator, p. 159;
Cause and Effect Charting . . . .
Clarify differences between “cause” and “effect”. Brainstorm causes and effects in two separate columns. Probe each item in the “effect” column to determine what causes it. Continue until all causes
are identified.
Bens, 168
Defining the problem . . . . . . . .
Use one or more of the following: State problem as a question. State problem as given, then get statements of how others understand the problem. Clarify key words to tighten the problem description.
Brainstorm problem descriptions under two columns: “Is” and “Is Not”. Use diagrams to describe
problem. Break down into component parts.
Bens, p. 159
Reframing problems . . . . . . . . .
Brainstorm elements of problem under one column: “Presenting Problem”. In a second column, “Reframe”, state
each element in a different way
Doyle Straus, pp. 222-225
Kaner, p. 196
Force-field Analysis . . . . . . . . .
Write the problem on a flipchart. On the left, list under the heading “sustaining forces”, list all the
things that support the problem and keep it going. On the right, under the heading “restraining forces”, list all the things that restrict and restrain the problem. Then ask what to do to change the forces.
May prioritize barriers or strategies.
Doyle and Straus, 227, from
NTL
Advanced Facilitation • TOOLS
© ICA Associates Inc. 2004
Meeting Tools and Techniques – Processing Experience and Substance
Method
Summary of Steps
Attribution
Variations on Force-field
Analysis . . . . . . . . . . . . . . . . . .
Forces that help us vs. Forces that Hinder Us, Pros and Cons, Things we do well and Things we could do
better, Hopes and Fears, Best case scenario and Worst case scenario, Assets and Liabilities, Positives and
Weaknesses, Strengths and Weaknesses, Opportunities and obstacles
Bens, p. 156
Advantages and disadvantages
List advantages and disadvantages of each solution on flipchart. Discuss to weigh up the best solution.
Doyle and Straus, p. 242
Cut up and Move Around . . . .
Put elements of a solution on cards and move around visually on the wall to see new relationships
Doyle and Straus, p. 236
Roberts Rules of Order . . . . . .
A formal resolution or motion is proposed. Open discussion or debate. Vote to adopt or reject, either
as proposed or with amendments.
Model building
Identify together the constraints or values each model must consider. Ask people to work in small
teams to create an image or plan of what is needed, including elements, steps, timeframes, people
involved, etc.
Wilson, p. 167
Positive, Concerns, Interesting
Write idea on a flipchart page. Brainstorm responses into 3 columns: Positive (what strikes you as
positive?), Concerns (What concerns you?), Interesting (What is interesting?). Discuss after the brainstorm is complete.
Scearce, p. 100
Small group work
-simultaneous committees
Groups of two or more are given a portion of the task to create a plan of action, then report back to the
group.
Kaner, p. 83
Small group work
-drawing a vision
Divide into two’s or three’s, each small group talks through its vision, and draws it on chart paper.
Then all groups share with the whole.
Williams, p. 9
Advanced Facilitation • TOOLS
© ICA Associates Inc. 2004
Meeting Tools and Techniques – Processing Experience and Substance
Method
Specifying Requirements
Summary of Steps
Attribution
Small groups/dyads brainstorm in 2 columns: Requirements and Necessary Conditions for a Solution,
and Topics for Further Discussion. Report and record on flipchart and prioritize key conditions.
Kaner, p. 156
Discussion of a model . . . . . . . . . . A model, plan or solution is introduced, presented and clarified. The group discusses its merits and
may refine or adapt it. The group adopts the model, rejects it, modifies it, or sends it to a group for
refinement.
Sharing insights . . . . . . . . . . . . . . Get data and information in front of the group. If there is a lot of data, consider clustering the data into
common themes. Facilitate a conversation to uncover insights.
Wilson, p. 167
Creating strategy . . . . . . . . . . . . . . First identify the blocks to getting done what is needed, then brainstorm strategies that work on
removing the blocks.
Wilson, p. 167
Three to One Scenarios . . . . . . . . . Brainstorm constraints/values to be held for a solution. Divide into 3 small groups, who each come
up with a possible scenario of a solution that satisfies the constraints. Report to whole group. Process
similarities, differences, implications of scenarios. Merge together to one winning solution.
Williams, p. 123
Checkerboard,Matrix, Decision Grid . Draw a checkerboard or matrix. Write one set of variables across the top, one per box. Write another
set of variables down the side, one per box. Brainstorm in the intersecting boxes. Can put “options”
on one axis, “criteria” on the other and rate each option for each criteria. Can put “impact” on one
axis, “effort” on the other , or “strategic importance” on one axis and “likelihood of success” on the
other.
Doyle and Straus, p. 235;
Bens, p. 160
Advanced Facilitation • TOOLS
© THE CANADIAN INSTITUTE OF CULTURAL AFFAIRS 1985, 1998
Meeting Tools and Techniques – Choices / Decisions
Method
Summary of Steps
Attribution
Mapping Road to Agreement
Ask group to state current points of agreement. Help group name current unsettled points.
Brainstorm key points to settle. Choose teams to deal with issues and build model for agreement.
Williams, p. 130
Straw Voting
Get a show of hands for who would support a suggested solution. Follow up if necessary with one of
the other steps.
Doyle and Straus, P. 246
Inclusive Principles
Write opposing solutions in outside parts of overlapping circles. Ask: How can we do both? Write in
overlapping part.
Kaner, p. 187
Agreement: State and Restate
Every few minutes, restate where they are in the flow toward agreement – agreement and not agreement. Use visuals as well as voice.
Williams, p.133
Prioritize lists
Use one of the following: Item by item voting. Person by person go-round. Dots. Secret ballot (write
choice on paper and send up)
Kaner, p. 111
Quick-Check-Why
With all options visible, go round and ask each person to state their preferred choice at this point in
time. No reasons or discussion. Mark the choices. Then do a second round asking each person to
explain their choice. Only questions of clarification are allowed. Repeat both rounds until a consensus is reached.
Howick, p. 62-3
Multi-voting
Number items. Using dots, “points”, or show of hands, each person votes for at least 1/3 of the items
on the list. Tally votes. Cross out items receiving the fewest number of votes. Repeat until 7 or fewer
items remain. Discuss or use another method to pick one item.
Bens, p.158; Howick p. 60
Polling
Ask, “If we had to decide right now, given what we know, what is your current thinking?” Go around
the group and get short answers.
Nelson
Advanced Facilitation • TOOLS
© THE CANADIAN INSTITUTE OF CULTURAL AFFAIRS 1985, 1998
Meeting Tools and Techniques – Choices / Decisions
Method
Summary of Steps
Attribution
Eliminate . . . . . . . . . . . . . . . . . . . . Ask, “Is there any alternative you know for sure you CAN”T live with?” If there is an answer, focus on the others.
Doyle and Straus, p. 246
Build Up . . . . . . . . . . . . . . . . . . . . . After generating a list of alternatives, ask someone to name one that might work. Ask “Is there anyone
who could NOT live with this one?” If there is anyone who cannot, ask for changes that could help
everyone live with it.
Doyle and Straus, p. 245
Timelining Actions . . . . . . . . . . . . . Put up a visual timeline on the wall. Write actions on cards, put in appropriate week or month column. Adjust to coordinate actions.
Williams, p. 149; Wilson 130
Critical Path . . . . . . . . . . . . . . . . . . Brainstorm actions on cards, put in sequence or flow chart showing sequence and relationships
Doyle and Straus, p. 250
What /Who/ When . . . . . . . . . . . . . Write actions on cards or flipchart. Include who will do each action and when. Reflect with group.
Williams, p.146
Troubleshooting . . . . . . . . . . . . . . . After action plans are made, take a critical look at what might impede the planned activities, then plan
strategies and actions to deal with each one
Bens, p. 162
Needs and Offers Negotiation . . . . . Each party thinks individually about 1. what I/we need from each other to be effective, and 2. What
I/we offer to the others to meet their needs. Each presents uninterrupted to the group, then the group
discusses them. Work out action steps and summarize commitments and action steps.
Bens, p. 167
Dots . . . . . . . . . . . . . . . . . . . . . . . Give each person a small number of sticky dots. They walk up to the front and put on their priority
item(s). Can be used with the Focused Conversation method: i.e. red dot = one you’re most passionate about, yellow=easiest to dot, green= costs least, blue=most impact. Reflect what the pattern tells
you about the group’s consensus.
Williams, p.77; Bens, p. 158,
Nelson
Decision go-around . . . . . . . . . . . . Go around the room once with an opportunity for each person to answer. “What is the decision we are
making?” “Could somebody state our consensus?”
10
Advanced Facilitation • TOOLS
© THE CANADIAN INSTITUTE OF CULTURAL AFFAIRS 1985, 1998
Meeting Tools and Techniques – Bringing Closure
Method
Summary of Steps
Attribution
News Spot . . . . . . . . . . . . . . . . . . . At end of planning session, small groups create a 3 minute “TV News Spot” to report on the successful completion of project, present to whole team. Reflect on impact of project.
Williams, p. 86
Content Processing . . . . . . . . . . . . Guide the group through a reflection on the product/ accomplishments of the meeting. Can use the
Focused Conversation Method.
Stanfield, p. 59:
Williams, p. 241
Meeting Processing . . . . . . . . . . . Guide the group through a reflection on the experience of the meeting. Can use the Focused
Conversation Method.
Stanfield, p. 55:
Williams, p.222
Personal Commitment . . . . . . . . . . Ask each person to write down on a peice of paper, which they will keep and look at later, their personal commitment to following through on the meeting: i.e. finish the sentence “I will…”
Nelson
11
Advanced Facilitation • TOOLS
© THE CANADIAN INSTITUTE OF CULTURAL AFFAIRS 1985, 1998
Meeting Tools and Techniques – Sources
Sources of Methods and Techniques in this Workbook
Bens, Ingrid: Facilitating with Ease, Participative Dynamics, 1997
Doyle, Michael and Straus, David: How to Make Meetings Work, Berkl …
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