Library of facilitation techniques

The Hero’s Journey Agenda is a unique and different way to lay out the agenda for a meeting or workshop that creates a sense of adventure and builds anticipation for the meeting.

In pairs, each person gives a "magical" gift to their partner that relates to what their partner has shared with them. 

4 conversations about how to listen, acknowledge, and build

Find new opportunities by testing the limit of what's possible? Sometimes getting unstuck means zooming out and then dreaming big. Here's your opportunity to get fantastical. Don't worry about viability or resources, worry about saving the world.

You can help a group move from either-or conflicts to both-and strategies and solutions. You can engage everyone in sharper strategic thinking, mutual understanding, and collaborative action by surfacing the advantage of being both more integrated and more autonomous. Attending to paradox will reveal opportunities for profound leaps in performance by addressing questions such as: What mix of integrative control and autonomous freedom will advance our purpose? Where do our needs for global fidelity and consistency meet the needs for local customization and creative adaptability? This makes it possible to avoid bipolar swings in strategy that are frequently experienced by many organizations.

This technique helps to create a historical timeline for your organization with the collective work of your group members.

This activity can be a stand alone workshop or part of a planning workshop.

Let your participants enjoy fresh air while talking about serious topics

Vivid way to structure a discussion for a complex topic.

This is a practical training module to teach how to brief and debrief an exercise.

There is a strong 'meta' aspect in this session: you have a real experiential exercise during the session, and you will narrow down on the experience of how the briefing and the debriefing were done by the trainers.

This way participants will have the chance to first take part in a debriefing as participants, and then analyse the experience they just had.

In most meetings, 20% of participants do 80% of the talking. Unfortunately, remote meetings amplify this lousy behavior.

Some people like to talk to think, while others need to think before they talk. Some people are shy and quiet, while others are more vocal and outspoken.

This activity helps assess participation style and adjust behaviors.

The object of this game is to examine an issue from another perspective and find significance in the issue.