Liberating Structures - 9. What, So What, Now What? W³
Together, Look Back on Progress to Date and Decide What Adjustments Are Needed (45 min.) What is made possible? You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What. The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!
Icebreakers for Online Meetings That Introverts Will Love | Beth's Blog
10 Exercises to Build Your Creative Confidence | ideo.com
The Content Strategy of Civil Discourse, Part 5 | Think Company
In part four, we looked at the difference between hierarchical and collaborative conversations. Now we bring it all together and ask, “What can we do?” The answer is, a lot. There are, as it turns out, many solutions to how we can do a better job of talking to each other, and any one of these are approaches you can try in your own lives or organizations.
8 Easy Icebreakers to Warm-Up Any Meeting That Aren’t Awkward
The Humanitarian Innovation Guide
The Humanitarian Innovation Guide is a growing online resource to help individuals and organisations find their starting point and navigate the humanitarian innovation journey.
The Magical Short-Form Creative Brief - Jared M. Spool - Medium
Facilitation Resources – Chris Corrigan
Here is a collection of resources I use in my facilitation practice. By and large these resources support facilitation of participatory and self-organizing process at scales ranging from very small groups to large conferences. I use some of these tools directly and others as inspirations to design and create my own processes. The first section provides links to participatory group process that are inclusive and self-organizing to varying degrees. The section on process architecture and maps contains links to sites whose worldviews can inform process design from single meetings to large scale change. The next three sections cover more specific tools useful for particular purposes, and finally the last section contains links to sources of ongoing inspiration.
3 Simple Habits to Improve Your Critical Thinking
Trainer's Notebook: Facilitating Brainstorming Sessions for Nonprofit Work | Beth's Blog
Liberating Structures - 33 methods to generate ideas in a group
group facilitation methods for icebreakers, brainstorming, prioritizing, etc.
Organizing Brainstorming Workshops: A Designer’s Guide — Smashing Magazine
6-3-5 Brainwriting - Wikipedia
In brief, it consists of 6 participants supervised by a moderator who are required to write down 3 ideas on a specific worksheet within 5 minutes, this is also the etymology of the methodology's name. The outcome after 6 rounds, during which participants swap their worksheets passing them on to the team member sitting at their right, is 108 ideas generated in 30 minutes.
Two better ways to have group conversations – The Conversation Factory – Medium
Group facilitation approaches: Think Alone, Think Together Think, pair, share One, Two, Four, All
Are You Solving the Right Problems? HBR
How Brainstorming Questions, Not Ideas, Sparks Creativity | Co.Design | business + design
How watching a short clip from a Tom Hanks movie saved one company £1.5 million — Fluxx Studio Notes — Medium
Here’s one way to deal with things : show them a clip from the film Apollo 13. Specifically, the bit where the crew on board the lunar module are facing imminent suffocation due to a faulty air filter, so the scientists on the ground are forced to make a ‘square peg fit a round hole’ with whatever is available to the astronauts. I showed the clip to one client team I was working with, who were all blockers and no action. Before watching the clip the team was fatalistically resigned to business as usual. They didn’t like it, but they accepted it. Business as usual was a six month requirement gathering phase leading to a £1.5m bet on an unproven concept. After watching the clip, they built a working proof of concept within two hours, a fully fledged beta test within 6 weeks and ended up with an award-winning product that delights customers and is incredibly valuable to the business.