1. Group formation and basic tools

Introduction

If you're in a group with people who are strangers to each other, getting to know one another is crucial to making the learning process possible as a group. If you're in a group where the majority already knows each other, but there are a few newcomers, getting to know each other is essential to provide support to the new people and welcome them into the group.

A few suggestions:

>> Have people introduce themselves in pairs. Then, introduce your partner to the group.
>>Everyone shares their name and pronouns, the place they come from, and a third fact about themselves. The facilitator suggests a topic (food, why they’re here, something fun that happened, something that gives hope), or lets participants choose what they want to talk about.
>> Name games. For example, alliterative names: find a verb that starts with the same letter as your first name (for example: "Jumping Sarah"). Everyone introduces themselves, and then you toss a ball around while acting out the verb of the person you're trying to reach (jumping when throwing to Sarah).
+ This works better for people who are shy
+ Everyone has at least one person they now know better
+ This is an exercise in listening to and standing up for others

Check in

A (short) check-in is an essential part of every meeting. It provides insight into how people are feeling during the meeting. For example, if you're stressed, and you find out that half of the group feels the same way, it creates recognition and understanding. Or if it turns out that everyone is really excited about the project, it generates positive energy for the rest of the meeting. A (short) check-in fosters some emotional group bonding, where people feel like there is space for them, even if they're not feeling their best.

A few suggestions

>> Weather report as a metaphor for how people are feeling: anxious, tired, uncomfortable, happy, etc.
>> Share excitement: something fun that happened recently.
>> Share expectations (positive or negative) about the meeting.

Visible notes / flip charts

Write down important ideas/contributions on large paper that is visible and readable for everyone. This helps ensure that everyone is aware of what is being discussed. Ideas are also better remembered and won't get lost.

Tip for writing down

>> Make sure the focus is on the “problem” and not on the participants.

2. Encouraging participation and discussion

It is not a given that people will participate in the discussion/brainstorming/sharing/etc. Many people feel uncomfortable having the whole group’s attention on them, even if they have great contributions. Especially if the group atmosphere is timid or awkward, it can be difficult to get people out of their shy mode. This is where introductions and check-ins are important.

Below are some tools you can use to encourage participation and discussion. Which one you use depends on the question/statement you have, and the purpose of your meeting. Some can also be combined (for example, ‘mingle’ and ‘finish the sentences’).

Mingle

Random one-on-one encounters, possibly with music. You give questions or incomplete sentences for people to finish (see below).

Finish the sentences

To start a conversation or reflection in pairs/small groups. Another variation of this is word association. For example: “You’ll be glad I’m your buddy because…”

Round 

Let everyone speak as you go around the circle (timed or not).

+ Gives everyone a chance to speak, preventing back-and-forth debates.

+ Everyone in the group knows what thoughts are circulating.

Another version of this is the closing round. In this case, you can ask people to share one word or gesture to convey an idea or insight with the group. 

Parking lot / bike rack

Hand signals

Agree to use hand signals that can support facilitation and meetings.

Commonly used hand signals are:

>> Raise one finger: I want to speak
>> Raise two fingers: I have a direct response to what is currently being said
>> Wave hands upwards: I agree
>> Wave hands downwards: I disagree
>> Make a T with both hands: A technical point, such as: "Can we close the window, it's cold?" As a facilitator, it’s helpful to prioritize the signals for yourself beforehand.
>> For example: always address technical points first, then direct responses, then ‘regular’ contributions.
>> For ‘regular’ contributions, it’s helpful to keep a list of people who have raised their hand and show them you’ve seen them. This prevents people from keeping their hand up for 15 minutes and ensures you can give people a turn in the order they raised their hand.
>> Another way to show you, as the facilitator, are paying attention to raised hands: after someone finishes speaking, briefly mention the order of names of those who want to speak. This is also a way to maintain control as the facilitator, which is useful in larger groups or discussions that might become heated.

Talking sticks

There is a stick/object in the middle of the circle. The person who wants to speak takes the stick and puts it back after speaking.
+ Ensures people take their time to contribute and don’t need to worry about being interrupted.

Discussie in pairs or small groups

Break the group into pairs or small groups of up to 6 people to discuss a question/problem. Then, report the ideas back to the larger group. The discussion can then continue in the larger group or in (the same or different) smaller groups. This lowers the threshold for contributing.

>> If needed, have spokespersons from each group meet to refine the ideas while the rest of the group works on other matters. Once the spokespersons have a solution/proposal, they present it to the larger group for ratification or further discussion.

+ Makes a large group ‘manageable’ by splitting it into groups of 2 to 6 people

+ Creates a setting that is less intimidating than discussing in plenary.

+ Makes discussion and debate about ideas more accessible.

Sorting the groups

You can form groups randomly or not. Each has its own function.
>> Random distribution: To map out what ideas/solutions/options are available.
>> Groups of like-minded people: To further develop ideas.
>> Groups of people with differing views/opinions: To spark dialogue or foster understanding of each other’s perspectives.

Silence or reflection

+ Gives everyone the opportunity to think about what has been said.

+ Helps to “ground” everyone and breaks the process where people thoughtlessly grab attention.

+ Everyone can reflect on the topic, problem, the group, or how they are collaborating.

Guided imagination

Here, you facilitate past memories, previous experiences, or let participants imagine options and possibilities. This tool works best in combination with reflection, either individually or with others.

Drawing

A less common learning channel that encourages reflection and creativity.

Encourage collaboration

>> Use tools to reduce tension (games, energizers, deep breathing, singing, etc.)
>> Create a safe space (avoid personal attacks, affirm each other)
>> Build trust (be honest, follow through on your intentions)

3. Facilitating decision-making

Brainstorming

The goal of a brainstorming session is to generate creativity and new, refreshing ideas. Sharp timing is essential.

>> Collect every idea on paper (having a co-facilitator is helpful to keep the pace!)
>> No negative comments or criticism of ideas
>> Let others' ideas inspire you
>> At the end, go through the list with the group to see if any of the ideas are useful for the group to move forward with.

Harvesting

In this process, you “harvest” the insights/ideas from the group(s) based on a previous question/experience. Write them clearly on a flip chart. It’s best to gather just one or two ideas per group, otherwise, it can take forever.

List of criteria

Create a list of criteria that the solution must meet and evaluate each idea against these criteria. This helps to narrow down the group’s contributions so you can work more efficiently towards a solution.

Advantages / disadvantages – positive / negative aspects

A particular topic or idea can have both pros and cons. Write these down clearly on a large sheet. Emphasize that no idea is perfect and there is no idea that is absolutely bad.

You can then proceed with the idea that has the most advantages, or use the disadvantages to further clarify the idea.

Maximizing – Minimizing

This list focuses on optimizing and fully utilizing the value/importance/utility of things like meetings, actions, or learning.

>> First, ask for a few examples of how something maximizes and check who agrees with this.
>> Then, ask for surprising ideas that are less common.
>> Only then ask, “How, in your experience, do you minimize or limit the value of this?” It’s important to confirm and encourage openness.
>> You can proceed by asking how these mechanisms show up within this setting/workshop. You can do this in pairs or small groups.

4. Promoting understanding of each other's positions/visions

Role-playing

Participants take on a specific role within a scenario and must step into that role to act out the scenario. It can be fun/helpful to assign people a role of someone with a different opinion.
+ Helps to better understand people's reactions.

Note

>> It can be tricky to base roles in role-playing on identity or a specific experience. Think carefully about how all participants (from different positions/identities) might experience the role-play.

Simulation

Participants explore a scenario.
>> It’s important to explain the situation clearly to participants and to properly instruct candidates for the role-play or simulation. The facilitator stops the role-play once various aspects have been covered. Afterward, there is a debrief.
>> This is a form of quick role-play, where people can explore their emotional reaction to a particular situation, focus on body language, or prepare for a specific situation.
>> Participants stand in two rows facing each other. Each row is instructed separately about the scenario and their role in the scenario. After 30 seconds to two minutes, the role-play stops at the facilitator’s signal. Participants then evaluate (within their own group and/or plenary).
+ Suitable for practicing new skills.

Spectrum line

Create an imaginary line across the length of the space. This line forms a spectrum, with two extremes at the ends. For example: completely agree vs. completely disagree. Then, read out statements and ask people to position themselves on the line. You can also divide the line into yes/maybe/no, or another division.

The Spectrum Line is an easy way to quickly see the composition of the group. For each question/statement, you can ask people to explain why they’ve chosen that position on the line.

Sketches

Short, prepared skits that depict a situation or make/clarify a point.

5. Setting priorities quickly and easily

Showing hands

Go through the agenda and ask participants to raise their hands to indicate the importance they attach to a particular agenda item.

Agenda items that receive few votes can be removed.

Dots

Everyone has 1 to 6 dots (such as small pieces of paper) that they can place on the list of ideas. With multiple dots, people can choose whether to spread them out or place them all on one idea. The ideas with the most dots are considered the most important.

Evaluation

>> Summarize the positive and negative aspects and improvements of the process.
>> Summarize everything so the group can learn – be blunt about problems, but gentle with people.
>> How was the facilitation, time management, and note-taking?
>> How was the meeting location? How was the sound? Temperature?
>> Did the group achieve the pre-set goals?
>> How was the tone of the meeting? Did it feel good?
>> Was there anything that wasn’t covered, or something that didn’t receive enough attention?
>> Minimize discussion and comments on others' evaluations, but look for improvements for next time.
>> For improving people’s behavior in the meeting: use “I” statements: “I feel… (emotion), when I see that… (specific behavior observation), and I want… (action – behavior change)”
+ Suitable for practicing new skills.

+ Helps to critique and improve the process.

+ Helps individuals learn how to perform their roles and tasks better.

+ Makes strange interpersonal dynamics explicit so they can be recognized, discussed, and changed.