Library of facilitation techniques

One person rants for 60 seconds. The second person translates their rant into what they care about and value.

Campfire leverages our natural storytelling tendencies by giving players a format and a space in which to share work stories—of trial and error, failure and success, competition, diplomacy, and teamwork. Campfire is useful not only because it acts as an informal training game, but also because it reveals commonalities in employee perception and experience.

The 20/20 Vision game is about getting group clarity around which projects or initiatives should be more of a priority than others. Because employees’ attention is so often divided among multiple projects, it can be refreshing to refocus and realign more intently with the projects that have the biggest bang for the buck. And defining the “bang” together helps ensure that the process of prioritization is quality.

This opening activity works well for topics that deal with the challenges of change. It is adapted from an activity developed and used by Crestcom, a management and leadership development company.

It is a great activity to show participants that it is plausible to change our automatic behaviours and reactions to annoying situations.

With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

The activity serves as a brief energiser during a workshop, and helps to get creativity flowing. At the end of this method, each team member will be a little more familiar with each other.

A good way  to start a meeting/workshop/training to see how participants are feeling, what might be distractions that they are carrying with themselves into the room and how low/high their energy level is.

With this activity the participants get to know each other on a deeper level.

Client-centricity” (or “client-focus”) is an approach to business based on putting the client/customer at the center of an organization's philosophy, strategy, and operations. This exercise promotes collaborative exploration and reflection around an organization’s approach to its clients. Participants discuss and share positive experiences they have had as clients, and use this to define their approach to “client-centricity” as a group. They discuss different groups of clients based on needs, and explore how successfully the organization has met those needs in the past. The exercise ends with a prioritization of areas for improvement.