BC patterns are a collection of reoccurring solutions used in Behavioural Design to change people’s behaviour. They are patterns that designers, change makers and problem solvers can consider when solving people problems and designing behaviour change.
These quick lateral thinking icebreaker games will help participants flex their creative thinking muscles before jumping into your workshops. They are inspired by Edward de Bono's, now sadly no longer published, game Think Links.
The de Bono methods are a means of breaking old patterns and creating new ones. They don't tell you what to think, but show you how to think for yourself, both creatively and inclusively. Learn more at debono.com
This board was created and the cards lovingly drawn by Emily Webber @ewebber
Lean Coffee meetings uses a lightweight framework where attendees create the agenda and focus is maintained with effective time keeping
Attendees can create discussion topics and vote on them to create a prioritised list
Conversations are directed and productive because the agendas for the meeting are democratically generated
Simple timers keep everyone focused on the topic
Method:Three participatory workshops were held with the independent Welsh residential decarbonisation advisory group(‘the Advisory Group’)to (1)maprelationships betweenactors, behavioursand influences onbehaviourwithin thehome retrofitsystem,(2)provide training in the Behaviour Change Wheel framework(3)use these to developpolicy recommendationsfor interventions. Recommendations were analysed usingthe COM-B (capability, opportunity, motivation) model of behaviourtoassesswhether they addressed these factors. Results:Twobehavioural systems mapswere produced,representing privately rented and owner-occupied housing tenures. The main causal pathways and feedback loops in each map are described.
Getting to a “center with no sides” state is great. This is where my coachee was trying to get her team to - thinking of solutions to their central, big hairy goal. But it doesn’t come for free...you have to build up to that conversation. First she had to get them to locate themselves as *in* vs outside the circle of the question. Once they were aligned with the goals...that’s where the magic of the third conversation comes in.
Leading powerful, transformational change requires the ability to facilitate three essential conversations, to answer three key questions:
What is in and what is out? Ie, what are we talking about and what are we not going to talk about? Who is in and who’s out? Are we all in?
What is our center with no sides? Ie, what is the most central question we are hoping to solve together?
How can we dance on the edge of possibility? Once we know what we are talking about, and our most central question, how can we look past what’s possible to solve this challenge?
VARK refers to “Visual, Auditory, (W)ritten and Kinesthetic learning types. Although the theory is contested, it’s still a good shorthand for engagement. While you can’t really diagnose and customize for a specific learning style, adults usually claim to excel in one over the other. I like to make sure I move around the VARK circle early and often.
When I work with leaders on developing their facilitation approach I like to get them to think about what other types of variety they might use to engage people. Any one of these modes of engagement can get boring if overused! The code word is variety!
Spectrums to create variety across include:
Visual: I love to get people to sketch their ideas on paper…it’s a cheat, because it also uses written communications and is highly kinesthetic. It’s a 3-for-1
Auditory: Clear instructions, judicious use of music (one facilitator invited folks to play their own music during a silent, muted brainstorm.
Written communications: Anchoring the conversation in written text, either in slides, in chat or in a shared document can create engagement if not overused.
Kinesthetic modes: Like stretching, or using objects in their space.
Conversational Size, Interpersonal to Intrapersonal: ie, making time for small and large conversations, including time for individuals to think.
Tempo or Cadence: making time for short, focused bursts and more slowed down conversations.
Control or Power: Making space for structured work as well as creating space for unstructured, decontrolled or decentralized conversations.
Patterns: I am a huge fan of breakouts and “think-pair-share” but even that can get boring if over-used. Leveraging a greater variety of group conversational patterns, like round-robin, popcorn-style share outs or fishbowl conversations.
TL;DR: A framework for having hard conversations with stakeholders and teams. Especially useful where there’s disagreement on what you’re doing, why you’re doing it, prioritisation, and what success looks like. You should be able to get people using this in 10 minutes or less.
SessionLab is the dynamic way to design your workshop and collaborate with your co-facilitators
The most intuitive session planning system for facilitators, consultants and trainers.
Design facilitation plans collaboratively, share professional-looking agendas with your clients and have a shared knowledge base within your team.
5Es of Experience Design: ENTICE, ENTER, ENGAGE, EXIT, EXTEND
When you design a meeting as an experience, keep the 5Es framework as 5 “phases” of the experience in mind. Ask yourself: How might I entice people to join the meeting, how to get them to enter the conversation, how best to engage the participants, how to exit on the right note and how to extend the action to maintain momentum. I’ll guide you through these five phases with tools and case studies, so you can apply them at your work.
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!