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You are your best tool!
~ Unknown Author
In any type of work, there are two key concepts that are fundamental to success: The knowledge of the tools and techniques that exist to help you do your work and the skills to use them effectively. In this chapter, the frameworks, methods or methodologies, techniques, and tools are often referred to simply as “Tools” for ease of explanation. Also, the terms “meetings”, “work sessions”, and “learning sessions” may be referred to as “workshops”.
For the four types of facilitation defined in the Mahal Facilitation Framework, while some tools are common to all, there are many that are type specific. For example, the basic agenda design of OARRs (Objective, Agenda, Roles and Rules), are common to all types, but specific methods may be type dependent:
- For Strategies and Solutions, strategic planning and problem solving methods are needed
- For Programs and Processes, project and process management methods are needed
- For Learning and Development, knowledge transfer methods are needed
- For Cooperation and Collaboration, team effectiveness methods are needed.
It would be a daunting task to identify and classify all possible methodologies, techniques and tools of the many professional practices in the four categories of the framework. That is outside the scope of this book.
In this section I have identified techniques and tools that may be commonly used in a variety of situations and session types. Consider this as a starter and foundational kit for a facilitator to work from. Each of the techniques has a description and process steps of how to go about using it, along with a template. While there are many ways each of the techniques can be used and improvised, I have included one proven usage to introduce the concept. Listed in the Resources Chapter are many other sources for methodologies, techniques and tools for your use as you progress in your practice.
In Chapter 7: Workshop Environment, there is a comprehensive list of supplies a facilitator should have on hand. A few of these supplies are outlined here as these are referenced in this chapter.
- Cards, Meta-Cards, and Sticky Notes are supplies used for writing ideas and data. These paper items come in many sizes and colors
- Markers and Pens are writing instruments for flip charts, cards and others. They come in many types, colors and sizes
- Wall Charts and Flip Charts: Wall charts are large sheets of paper that can be displayed on the facilitation room walls, and flip charts are standard items used in work sessions.
In the examples of tools we are about to explore, the concepts of adult learning methods and multiple intelligences—as discussed in an earlier chapter—are implied. When you use these tools, you may want to maximize the use of those concepts and principles.
Common Techniques that Enable Other Methods, Techniques and Tools
Workshops typically consist of these stages: information gathering, analyses and synthesis, and action plans. These may vary according to the subject matter and professional practice situations being dealt with. Each of these is generic in nature and used in just about every methodology, technique or tool one may encounter. Brainstorming types and the KJ Method are described in this section.
For a general brainstorming exercise, Figure 6.1, 6.2, and 6.3 visually show how brainstorming is done in stages.
- Brainstorming is the first stage, with participants generating their ideas on the topic of focus on sticky notes—one idea per sticky note. It is a technique that helps groups generate large amounts of information about any topic of interest for the purpose of further analysis. It is typically followed by the KJ Method of clustering the information.
- Affinity Diagram (KJ Method) is the next stage and is used to observe affinity among like ideas, and cluster them into themes relevant to the topic under study. This is a collaborative team effort to agree on the labels of the themes to make them meaningful to the audience. This technique helps organize large amounts of data/information into manageable, understandable themes and is used in conjunction with brainstorming. It is typically followed by further analysis and actions.
- Analysis and Actions is the third stage, where agreement is reached on the priority of these themes so that action can be taken to develop and implement agreed solutions. One method is “Dotocracy,” a democratic method where majority rules. A set of sticky dots (or simply “dots”) of any color are distributed to the participants to vote on their personal preference. They can distribute the given set of dots across many clusters or they may place all of their dots on one cluster. This method is very common and is widely used in organizations, and depends on the professional practice and unique purpose of the analysis—actions, initiatives, or projects may be created to achieve desired results.
The three following scenarios visually describe what the exercise output may look like; the data used is fictitious to illustrate learning points. Figure 6.1 shows how participants may identify ideas of interest and place them on a wall chart.
Figure 6.1 – Brainstorming with sticky-notes or cards
Figure 6.2 shows how participants may cluster like items into themes and label them with a meaningful title.
Figure 6.2 – Affinity Diagram (KJ Method): Clustering into themes
Figure 6.3 demonstrates the use of dots to prioritize clusters for actions.
Figure 6.3 – Analysis and Actions: Prioritizing using dots
Brainstorming
Since brainstorming in its many forms is the most common tool used in meetings and work sessions for gathering information, idea generation, and problem solving, it is useful to understand its origin, theory, and the types of brainstorming that can be used in a variety of situations.
Advertising executive Alex F. Osborn began developing methods for creative problem solving in 1939. He was frustrated by employees’ inability to develop creative ideas individually for ad campaigns. In response, he began hosting group-thinking sessions and discovered a significant improvement in the quality and quantity of ideas produced by employees. Osborn outlined the method in his 1953 book Applied Imagination.
Brainstorming is a group or individual creativity technique that is used to find solutions to specific problems by gathering a list of ideas that are spontaneously contributed by its member(s). Osborn claimed that brainstorming was more effective than individuals working alone in generating ideas, although more recent research has questioned this conclusion. Today, the term is used as a catch all for all group ideation sessions.
Principles
Osborn claimed that two principles contribute to “ideative efficacy.” 1) Defer judgment, and 2) Reach for quantity.
Rules
Following these two principals were his four general rules of brainstorming, established with the intention to:
- Reduce social inhibitions among group members
- Stimulate idea generation
- Increase overall creativity of the group.
Osborn’s Four General Rules of Brainstorming:
- Focus on quantity: This rule is a means of enhancing divergent production, aiming to facilitate problem solving through the maxim “quantity breeds quality.” The assumption is that the greater the number of ideas generated, the greater the chance of producing a radical and effective solution.
- Withhold criticism: In brainstorming, criticism of ideas generated should be put on hold. Instead, participants should focus on extending or adding to ideas, reserving criticism for a later “critical stage” of the process. By suspending judgment, participants will feel free to generate unusual ideas.
- Welcome unusual ideas: To get a good and long list of ideas, unusual ideas are welcomed. They come from looking at problems from new perspectives and suspending assumptions. These new ways of thinking may provide better solutions.
- Combine and improve ideas: Good ideas may be combined to form a single “better” good idea, as suggested by the slogan “1+1=3.” It is believed to stimulate the building of ideas by a process of association.
Applications
Osborn notes that brainstorming should address a specific question. He held that sessions addressing multiple questions were inefficient. Further, the problem must require the generation of ideas rather than judgment. He uses examples such as generating possible names for a product as proper brainstorming material, whereas analytical judgments such as whether or not to marry do not have any need for brainstorming.
Brainstorming Groups
Osborn envisioned groups of around twelve participants, including both experts and novices. Participants are encouraged to provide wild and unexpected answers. Ideas receive no criticism or discussion. The group simply provides ideas that might lead to a solution and applies no analytical judgment as to feasibility. The judgments are reserved for a later date and action.
Criticism
Over the years there has been some criticism of the brainstorming technique in that individuals, when working in groups, may withhold their individual ideas and therefore “free ride” with others without fully participating, and thus undermine brainstorming. To prevent this possibility, ask the participants to first reflect on their own thoughts individually and then contribute their ideas to the larger group collectively.
Brainstorming Methods—Some Examples
Nominal Group Technique
Participants are asked to write their ideas anonymously. The facilitator collects the ideas and the group votes on each idea. The vote can be as simple as a show of hands in favor of a given idea. This process is called distillation.
After distillation, the top ranked ideas may be sent back to the group or to subgroups for further brainstorming. For example, one group may work on the color required in a product while another group may work on the size, and so on. Each subgroup will come back to the whole group for ranking the listed ideas. Ideas that were previously dropped may be brought forward again once the group has re-evaluated the ideas.
It is important that the facilitator be trained in this process before attempting to facilitate this technique. The group should be primed and encouraged to embrace the process. Like all team efforts, it may take a few practice sessions to train the team in the method before tackling the important ideas.
Group Passing Technique
Each person in a circular group writes down one idea and passes the piece of paper to the next person, who adds some thoughts. This continues until everyone gets his or her original piece of paper back. By this time, it is likely that the group will have extensively elaborated on each idea.
The group may also create an “idea book” and post a distribution list or routing slip to the front of the book. On the first page is a description of the problem. The first person to receive the book lists his or her ideas and then routes the book to the next person on the distribution list. The second person can log new ideas or add to the ideas of the previous person. This continues until the distribution list is exhausted. A follow-up “read out” meeting is then held to discuss the ideas logged in the book. This technique takes longer, but it allows individuals time to think deeply about the problem.
Team Idea Mapping Method
This method of brainstorming works by the method of association. It may improve collaboration and increase the quantity of ideas, and is designed so that all attendees participate and no ideas are rejected.
The process begins with a well-defined topic. Each participant brainstorms individually, then all the ideas are merged onto one large idea map. During this consolidation phase, participants may discover a common understanding of the issues as they share the meanings behind their ideas. During this sharing, new ideas may arise by association, and they are added to the map as well. Once all the ideas are captured, the group can prioritize and/or take action.
Electronic Brainstorming
This is a computerized version of the manual brainstorming technique and is typically supported by an electronic meeting system (EMS). Simpler forms can also be done via email and may be browser based, or peer-to-peer software can be used. With an electronic meeting system, participants share a list of ideas over a network. Ideas are entered independently. Contributions become immediately visible to all and are typically anonymous to encourage openness and reduce personal prejudice. Modern EMS also supports asynchronous brainstorming sessions over extended periods of time as well as typical follow-up activities in the creative problem solving process such as categorization of ideas, elimination of duplicates, assessment and discussion of prioritized or controversial ideas.
Individual Brainstorming
Individual brainstorming is the use of brainstorming in solitary. It typically includes such techniques as free writing, free speaking, word association, and drawing a mind map (a visual note taking technique in which people diagram their thoughts). Individual brainstorming is a useful method in creative writing and has been shown to be superior to traditional group brainstorming.
Questions Brainstorming
This process involves brainstorming the questions, rather than trying to come up with immediate answers and short-term solutions. Theoretically, this technique should not inhibit participation as there is no need to provide solutions. The answers for developing questions come from predetermined problems to be solved. Once the list of questions is set it may be necessary to prioritize them to reach to the best solution in an orderly way. “Questorming” is another phrase for this mode of inquiry, which was developed at MIT in the 1950s for getting a group of participants to come up with more creative solutions to problems.
Affinity Diagram (KJ Method)
The Affinity Diagram, aka KJ Method, is a special kind of brainstorming tool that is used to organize large amounts of data and information into groupings based on their natural relationship and the affinity of the topic for analysis. While information grouping has been done for a long time in the history of mankind, in the 1960s the Japanese anthropologist Jiro Kawakita formalized it as a technique. It is also known as KJ diagram/method, after Jiro Kawakita.
When to Use the KJ Method
The KJ Method is effective during brainstorming activities when large amounts of information are gathered and the information needs to be organized in a way that groups gain deeper insights by clustering the data into natural or logical themes. This is typically done using paper cards or sticky notes. The themes are then used to further create activities for project initiatives, or for achieving desired results. The process of this exercise is:
- Teams from diverse backgrounds or cross-functional areas relevant to the topic at hand brainstorm ideas to gather information on meta-cards/sticky notes and place them on a wall chart.
- Team members then look for logical affinity of the data among the individual cards and cluster them, forming “themes.” Each theme is then given a title or a label for common understanding by the participants.
- Based on the purpose of the exercise, teams then conduct further analysis, which may include prioritization of the themes to create initiatives for desired actions.
Tools Catalogue
For facilitating sessions of all types and topics, the number of methods, techniques and tools can run into the hundreds, if not thousands. Nevertheless, it is still practical for the reader of this book to understand and learn the use of commonly used tools across a variety of situations. Once learned, a facilitator will be able to combine and improvise these tools to have even wider applications across facilitation needs. In this section a starter kit of tools is compiled for general facilitation needs.
In Table 6.1, the first column introduces the purpose of the tools listed alphabetically; the second column has the tool title and a unique identifier, followed by a brief description. Each of the tools in this catalogue has detailed instructions in how to use them in Chapter 12. The tool titles and the identifiers in Table 6.1 are cross referenced in Chapter 12.
Table 6.1 – Tools Catalogue
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Purpose |
Tool |
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Assessment for Developing Strategies and Solutions |
SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis is an assessment technique that helps a group understand the current state of an area of interest and then determine actions for a future state. This assessment can be conducted for an organizational unit, business area or product or a service—or any other topic of interest. |
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Assessment for Knowledge Sharing and Continuous Improvement |
After Action Review (AAR) (Tool #2) After Action Review (AAR) is a knowledge management and continuous improvement technique. It may be conducted after a project is completed, a class has concluded, or a work session has finished. This assessment helps determine what went well and what can be improved in future. |
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Banners and Charts |
Most of learning is non-conscious learning, or learning without trying to learn. Among the most effective engagement tools are banners or charts put up on the walls for the participants to have a visual throughout the workshop. These large banners/charts of three feet by four feet may include methodology frameworks, inspirational information, and other relevant graphics to “educate” the participants. |
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Creative Visualization |
Rich Picture is a team exercise used by the group of participants to create a visual of what they may see as the current state or the future state of things they may be analyzing. This is also an effective icebreaker and a team collaboration exercise. |
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Picture Simulation is a team exercise used by the participants to create a visual scenario using pictures that metaphorically represent their role, their situation, or any activity of interest the individuals or teams may want to share and communicate with others. This can serve as an icebreaker and is a way to consolidate and confirm understanding of some topic at hand. |
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Graphic templates are visual tools for information gathering and for documenting and presenting work session outputs in an engaging and interesting format. These templates are generally created by artists and digitized for use by enabling editing. Also see Chapter 10. |
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Communication |
Communication Guideline (Tool #7) A facilitator must communicate with clients, workshop participants, management, and other stakeholders. A basic set of communication guidelines are essential to use as a checklist when sending written communication or when the workshop outputs are disseminated. |
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Data Model |
The data model provides a common language among the business users, managers, business analysts, data analysts, process analysts, and technology analysts to have a meaningful dialogue around the information requirements of getting work done and creating systems applications. |
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Decision Making |
In brainstorming exercises where a large amount of data is gathered, there is generally a need to decide and prioritize items that matter most for change or implementation. There are numerous ways of decision making. Using “Dots” (sticky dots), the colored labels, as a tool for building consensus and decision making is very effective in workshops. This is called “Dotocracy”. |
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Group Dynamics |
Managing Challenging Participants And Situations (Tool #10) The success of a session (meeting, training or solutions facilitation), depends on the productive participation of the attendees. Participants may present a variety of behaviors in the session causing disruption. A facilitator must manage challenging participants and situations effectively to ensure harmony of the session so that attendees are fully engaged to achieve the agreed objective. |
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Body language also plays a major role. Different from spoken words, body language is the non-conscious and conscious transmission and interpretation of feelings, attitudes, and moods, through body posture, movement, physical state, position, and relationship to other bodies, objects and surroundings. |
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Ideation / Innovation |
The Lotus Blossom concept developed by Yasuo Matsumura of Japan, is a technique of ideation for new ideas, problem solving and exploring options for implementing existing solutions. In the Lotus Blossom, you start with a problem or area of concern in the center core of the Lotus Blossom template. Ideas for possible solutions are then generated around the core area of concern. |
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Biomimicry (from bios, meaning life, and mimesis, meaning to imitate) or learning from nature, is a design discipline that seeks sustainable solutions by emulating nature’s time-tested patterns and strategies. |
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Information Gathering |
Brainstorming in its many forms is the most common tool used in meetings and work sessions for gathering information, generating ideas, and solving problems. It is typically followed by the KJ Method of clustering the information into themes for actions. |
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Information Identification |
Information Identification Guide (Tool #15) Organizational “objects” or components are entities that constitute an organization. These are the parts that make the organization whole. When information is to be analyzed for a variety of reasons, those entities need be recognized, understood, documented, and communicated in a methodical manner. This is an effective technique for identify objects of interest. Examples: Processes, Systems, Roles, etc. |
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Introductions |
In any meeting or session the participants must share who they are, who they represent, and why they are there. This is essential to creating a cohesive team for the duration of their participation. In addition to this idea, one must add an additional concept to promote the ideas of Voice-in-the-Room as discussed in Chapter 5. Examples include Icebreaker tools and Personal Shields. |
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Laughing Exercise |
It is a well-known and proven fact that laughing is good for health and healing when used in good humor and as enjoyment. This exercise, when practiced in workshops, creates a relaxed and positive energy while promoting better engagement, team building and celebration of success. |
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Library of Resources |
Personal Library Of Facilitation Resources (Tool #18) Individuals planning to be great teachers and passionate facilitators must have a comprehensive library available to them at all times. This includes a systematic plan for reading, collecting, cataloging, and maintaining a library, containing artifacts that include stories, quotations, articles, methods, techniques, tools, and more. |
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Listening Skill |
The facilitator must be a good listener throughout the facilitation process and its phases: Contract, Prepare, During the Session, Conclude and Evaluate. Good listening ensures that you don’t miss out or misunderstand what the client or participants say. Listening Ladder is a useful technique to be aware of and to sharpen your listening skills. |
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Presentation |
Presentation Skills (Tool #20) Making presentations is inherent to a facilitator’s role. Facilitators must be aware of presentation fundamentals and build competency to be effective in this role. Good presentation skills include understanding the purpose and audience, and organizing materials to deliver them in an engaging and effective manner. |
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Problem Solving |
Brainwriting is a way to solve problems using intuition. Individuals find a quiet area where they can think and reflect on the challenge that needs resolution. By concentrating on the question to be addressed and thinking through possible solutions, an individual arrives at possible options. These are presented to the larger group for inclusion in brainstorming exercises. |
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Lateral thinking is a technique of solving problems through an indirect and creative approach, using reasoning that is not immediately obvious and involving ideas that may not be obtainable by using only traditional step-by-step logic. |
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Process Improvement |
Process Scope Diagram (Tool #23) Simply put, a process may be defined as “how work gets done,” a series of logical activities that produce an outcome for stakeholders. To analyze a business process for improvement, the first step is to understand all the components that constitute a process and create a Process Scope Diagram. Then conduct a “health check” to identify areas of improvement and plan changes to the process. |
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Processes are a series of activities that produce products or provide services for stakeholders. To understand how these steps flow and pass the output of one to become the input of the next, a visual diagram is very effective and desirable. These diagrams are called Process Models or, simply, Process Maps. They are typically developed after the Process Scope Diagram has been created. |
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Prioritization of Options |
In brainstorming exercises where a large amount of data is gathered, there is generally a need to prioritize the items of the greatest importance to enable change or implementation. A Priority Matrix helps classify information based on level of effort and perceived value. |
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Questions Development |
Appreciative Inquiry And Kipling’s “Framework” (Tool #26) Two techniques of framing questions are outlined in this section: Appreciative Inquiry is a way of asking questions that focuses on what is good and can be better rather than on the problems only. Rudyard Kipling’s poem The Elephant’s Child has a practical framework for creating a list of questions. |
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Questions Brainstorming |
Questions Brainstorming (Tool #27) This approach works very well when an organization wants to launch a new product or service. There may be many unknowns ranging from cost, profit, technology, logistics, etc. At this stage they don’t know what they don’t know. Questions Brainstorming is a very effective approach to developing the right questions to be addressed in an organized way. This technique is sometimes called Q-Storming. |
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Relaxation |
Relaxation Response – Meditation (Tool #28) In facilitation there are many situations where participants need be relaxed in order to effectively engage in a session. One of the most widely recognized methods of relaxation is meditation. For participants in work sessions to relax, they need to be aware and watchful of what is happening by being alert and in the moment. |
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Responsibility Charting |
RACI (Responsible, Accountable, Consulted, and Informed) responsibility charting is a technique used for establishing roles and responsibilities of cross-functional work teams. This approach enables team members to systematically define activities and to identify decision points and the relationships of those activities and decisions to each of their roles, thus leaving no ambiguity about how work is to be accomplished. |
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Root Cause Analysis |
Ishikawa (A.K.A. “Fishbone”) (Tool #30) Ishikawa (a.k.a. “Fishbone”) is a trouble-shooting technique that is topic-specific for determining causes and their appropriate fixes. One example is cause and effect analysis using the Ishikawa Method (a.k.a. Fishbone Method). Using a template that looks like a fishbone, a brainstorming exercise is conducted to identify root causes of certain outcomes. This analysis becomes the basis for identifying a solution. |
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Storytelling |
Whether it is a religious institution, a non-profit/for-profit organization, or any group in society, stories are powerful tools for communicating ideas and messages. In facilitation, storytelling is extremely effective for opening sessions, framing the topics of focus, and inspiring and engaging participants. These stories can range from commercial, historical, spiritual, and geographical in nature to any possible genre you can think of. Storytelling is an art and must be practiced by facilitators. |
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Strategy Development |
Strategy Development And Value Proposition (Tool #32) All organizations and organizational units achieve their vision through the development and execution of their strategies. The strategies begin by defining the Value Proposition in terms of products and services, followed by all the supporting enablers such as people, processes, technology and infrastructure. There are numerous approaches to developing a strategy. This is a practical and easy to understand approach for workshop settings. |
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Thinking and Decision Making |
Six Thinking Hats was created by Edward de Bono in his book Six Thinking Hats. Six Thinking Hats is an important and powerful technique for information gathering and decision making. It is used to look at decisions from a number of important perspectives. This forces you to move outside your habitual thinking style, and helps you to get a more rounded view of a situation. It allows necessary emotion and skepticism to be brought into what would otherwise be purely rational decisions. It opens up the opportunity for creativity within Decision Making. |
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Visual Dictionary |
Visuals are very effective tools for the mind to make meetings, facilitation, and training interesting and engaging. While everyone is not a professional artist, there is an artist in everyone. We all have the ability to draw simple icons and images on flip charts, presentations, and charts that are relevant to the topic at hand. This provides an alternative to computer-generated visuals. This library is a starter kit which that can be copied and drawn. After some practice you can add your own images to the dictionary. |
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Voice Care |
Voice Care: Tips On Caring For Your Voice (Tool #35) For facilitators (including trainers and speakers), talking for long and uninterrupted periods, particularly in multi-day sessions, can be very fatiguing to one’s vocal cords, so the “trick” is to try to rest them at various intervals. Of course, this is easy to say but how do you do this when you’re conducting an all-day workshop? Carol Weiss Riches, a member of the National Association of Teachers of Singing (NATS) presents very useful information and common sense strategies in Chapter 12. |
Helpful Hints
You are your best tool. The term “best tool” may mean different things to different people. In the context of a facilitator’s role, consider the following criteria to be the “best tool.” Build a comprehensive library of tools and by experimenting and improvising, continuously create newer and even hybrid tools that may have innovative uses in your workshops. This can only happen by reading, learning, observing other masters of this craft, and taking calculated risks by trying them out. Master the tools of your trade and use the right tool for the right purpose at the right time. This will make you your Best Tool.