Welcome 2

WelcomeLarge group workshops, team alignment meetings, training sessions, design sprints, project kick-offs, facilitated group sessions — these are all important vehicles for businesses and nonprofits alike to achieve their goals, and a well-designed process with proper facilitation is essential to getting the results you need.

At SessionLab we aim to support communities and organisations in having effective meetings and empower facilitators to run impactful sessions. So when people are convened to any kind of meeting, they are guided through a well-designed process to reach the desired outcomes. This is why we curate a public library of facilitation methods (www.sessionlab.com/library) to enable the sharing of facilitation best practices between people who run meetings.

This toolkit was created to help you make your meetings and workshops more effective, engaging and structured by utilizing some of the best facilitation methods that we love using.

What do I get in this toolkit?

In the following pages you will find 12 high-quality meeting facilitation methods reviewed and adapted from the SessionLab library. They are categorized into four areas based on stages of a meeting, and each activity has a detailed description explaining how to run them, combined with specific facilitator tips drawn from practical experience of running these activities.

When should I use these activities?

The activities selected in this toolkit aim to solve the various issues that may come up in a wide range of meetings. These methods are used by facilitators, designers, corporate trainers and meeting practitioners. They help you to effectively open and close sessions, explore opportunities, generate ideas, make decisions, and inspire actions.

Whether you use one or all of these activities, you will get to build shared understanding and solve challenges collectively with your group.

Essential Meeting Facilitation

Toolkit

SessionLab

Version 1.3

methods 4

clock users File

IDOARRTClarify a meeting’s purpose and structure

with the group.check 10-30 2-40 5

What are you bringing to the meeting?Help participants mentally arrive at the

meeting and leave other matters behind.check 5-15 2-40 7

BrainwritingGenerate and share ideas while equally

involving all group members.check 30-60 2-40 9

One, Two, FourExplore a topic in a structured discussion

round.check 30-60 4-40 11

SWOT AnalysisAnalyse a situation considering internal

strengths & weaknesses, and external

opportunities & threats.

check check 60-120 2-20 13

OPENING

Activities to help kick off a group

session.

DIVERGENCE

Activities to explore and understand a situation and to generate ideas.

They help widen the group's thinking so

opportunities are properly explored

before decision-making

begins.

CONVERGENCE

Activities to facilitate

decision-making and action-setting. They help the group

narrow down the set of available

options and come to conclusions.

CLOSING

Activities to wrap up a meeting, tie up loose ends and

inspire action.

Time needed

Page number

Number of participants

methodsThe activities described below are categorized into four areas according to the stage of a meeting when they can be used.

clock users File

Six Thinking HatsBring balanced perspectives to a discussion

through a structured parallel thinking

process.

check check 30-120 2-20 15

Dot-voting Support a group in quickly selecting the

best options from a set of options.check 10-30 2-40 17

Start, Stop, ContinueImprove on a situation by looking at type of

action to start, stop and continue doing.check check 10-60 2-20 19

One Breath FeedbackRun an effective verbal feedback round in a

time-bound situation.check 5-15 2-20 20

Letter to MyselfInspire action and support group members

in applying their insights after a session.check 10-30 2-40 21

Finger RulesEstablish simple rules and hand signs for

more structured and efficient discussions.check check check check 5-10 3-40 23

Parking LotKeep the group focused by putting

tangential topics aside for the end of

meeting.

check check check check 10-30 2-40 25

Find these and many other methods online in the SessionLab library

IdoARRt 6

IdoARRtTo support you in leading an effective meeting or group process by setting out a clear purpose, structure and goals together with your participants at the very beginning of the meeting.

clock 10-30 min

users 2-40 participants

` Flipchart paper or Whiteboard

` Markers

PREPARATION

Before the meeting, prepare a flipchart or slide outlining all the points of IDOARRT:

Intention What is the intention, or purpose, of the meeting? In other words, “Why are we here today?”

Desired What specific outcomes should be achieved by the end of the Outcome(s) meeting?

Agenda What activities will the group go through, and in what order, to move toward the desired outcome?

Roles What roles or responsibilities need to be assigned for the meeting to run smoothly? Who will facilitate, and who will participate? Who will be documenting, and who will keep track of the time? What is expected of the participants?

Rules What guidelines will be in place during the meeting? These could relate to agreed upon group norms; they could also relate to use of laptops/mobiles, or practical rules related to use of a space. Let the participants suggest rules to ensure that they have ownership of them.

Time What is the expected length of the meeting, including breaks, and at what time will the meeting end?

5 OPENING | dIVeRGeNce | coNVeRGeNce | closING

Facilitator Tips

• You can prepare beforehand the answers to all or some of the IDOART points and present it to the group, but be flexible and prepared to modify the structure of the meeting according to participants’ needs/suggestions.

FLOW

1 At the beginning of the meeting, introduce the IDOARRT model (the letters and their meaning).

2 Go through it and invite participants to clarify and agree on each point. For example, if the intention of the meeting is to make a specific decision and participants agree on this Intention, then write it on the flipchart next to ‘Intention’.

3 Once the group is happy and aligned with the plan, go ahead with the rest of the meeting.

Source: Hyper Island Toolbox Available at: www.sessionlab.com/methods/idoarrt-meeting-design

LIGHTBULB

WhAt ARe you bRINGING to the meetING? 8

What are you bringing to the meeting?

Check in at the beginning of a meeting to see how participants are feeling, how their energy level is and what might distract them.

clock 5-15 min

users 2-20 participants

` Chairs arranged in a circle

FLOW

1 Ask people to take a few moments to reflect alone on the following questions in order to ‘check in’ to the meeting:

o How is my energy level?

o What have I been doing throughout the day so far?

o What else is occupying my mind that is not related to this meeting/task?

2 Each person briefly tells the group “where they are at” to finish checking in.

3 Ask them to try to put aside their situations and thoughts for the duration of this meeting.

7 OPENING | dIVeRGeNce | coNVeRGeNce | closING

Facilitator Tips

• Leave open the option to pass — but encourage people to say at least one thing. Explain that the purpose is not to delve into personal affairs or reveal secrets!

• At the end of the meeting/project, or when planning the next one, ask people whether this introductory activity was helpful and whether the group would like to do it before each meeting.

• If someone shared a particularly disturbing/problematic situation, invite them to talk further later if they need support from other team members.

Source: Teampedia Available at: www.sessionlab.com/methods/what-are-you-bringing-to-the-meeting

LIGHTBULB

bRAINWRItING 10

brainwritingBrainwriting is a simple way to generate ideas, share them, and subsequently build on them within a group.

clock 30-60 min

users 4-40 participants. Group smaller than 10 people are ideal, though parallel groups are possible.

` Index cards

` Pens/Markers

PREPARATION

1 In a space visible to the participants, write the topic around which you need to generate ideas and draw a picture of it.

2 Distribute index cards to each player and ask them to silently generate ideas related to the topic and write them on the cards.

3 As they complete each idea, ask the players to pass that idea to the person on their right.

4 Tell the players to read the card they received and think of it as an “idea stimulation” card. Ask them to add an idea inspired by what they just read or to enhance the idea and then pass it again to their right.

5 Continue this process of “brainwriting” and passing cards to the right until everyone has written ideas on every card.

6 Once finished, collect the cards and ask for help taping them to the wall around the topic and its picture.

7 Have the group come to the wall to review the ideas and draw stars next to the ones they find most compelling. Discuss.

9 oPeNING | DIVERGENCE | coNVeRGeNce | closING

Facilitator Tips

• Due to the silent nature of brainstorming, this method involves each participant equally and keeps the loudest or most senior participants from overly influencing the brainstorming. This technique gives you certainty that you’ll hear from every player in the room.

• Similarly, this activity might also work well when you have a group of participants who don’t know each other well.

• Brainwriting also allows ideas to emerge before being critiqued and creates a space for them to be co-created, with multiple owners, and therefore allows a greater chance of follow-through.

Source: Gamestorming Available at: www.sessionlab.com/methods/brainwriting

LIGHTBULB

oNe, tWo, FouR 12

one, two, FourThis is a structured discussion activity for exploring a topic by answering questions in three different set-ups: individually, in pairs and in teams.

clock 30-60 min (depends on the number of questions and rounds)

users 4-40 participants

` Paper and pen for each participants

` Flipchart papers for teamwork

` Slides with discussion questions (optional)

` Timer (optional)

PREPARATION

Specify a set of questions for each round of conversation, ideally one to three questions per round. Prepare one slide or flipchart paper with the questions for each round.

FLOW

1 Introduce the process to participants. Participants will discuss each topic in 3 steps, first through individual reflection, then discussion in pairs, then in groups.

Optional: After the group discussion step, groups report their findings back to the whole group.

2 Introduce the first question. Project a slide with this question or write it on the flipchart. (You may include more than one question). Hand out pen and paper to each participant.

3 Assign individual work. Ask participants to reflect individually on the question(s) and write down their answers. Give a time limit of 2-3 minutes.

11 oPeNING | DIVERGENCE | coNVeRGeNce | closING

Facilitator Tips

• It is recommended not to do more than 3 rounds of 1-2-4 conversations in order to avoid too much repetitive interaction.

• If you have an odd number of participants, have one group of 3 people instead of a pair in the middle round.

• This activity enables participants to experience three different modes: individual, partnership, and team. At the end of the session, you can conduct a debriefing discussion to encourage participants to reflect on these experiences and gain some insight into and about their preferred working style.

Source: Thiagi Group Available at: www.sessionlab.com/methods/one-two-four-dialogue

LIGHTBULB

4 Assign work in pairs. Ask participants to formulate pairs and discuss their answers to the question(s). Announce a time limit of 3 to 5 minutes.

5 Assign working in groups. After the time limit has expired, ask participants to form a group with another pair. Invite group members to share information from their previous paired discussions and to discuss the same question one more time. Announce a time limit of 5-7 minutes. Ask team members to use the flipchart (if available) for taking notes.

6 Optional: You may ask the teams to prepare their findings on a flipchart in order to report it back to the whole group. Give 2 minutes to each group. Alternatively, you may organise a flipchart gallery from all the smaller groups’ flipcharts.

7 Move on to the next set of questions, and start again with the process from step 2: first individual reflection, then working in pairs, and then in groups.

sWot ANAlysIs 14

sWot AnalysisThis exercise is broad enough to work well as an opening or closing exercise. It’s useful for framing discussions at “problem-solving” meetings, or as a way to brainstorm aspirational steps toward a vision.

clock 60-120 min

users 2-20 participants

` Flipchart paper

` Pens/Markers

` Post-it notes

PREPARATION

Create a four-square quadrant using four sheets of flipchart paper, one for each aspect of the SWOT:

13 oPeNING | DIVERGENCE | CONVERGENCE | closING

STRENGTHS WEAKNESSES

THREATSOPPORTUNITIES

FLOW

1 Agree with your participants on the scope of the SWOT: what exactly will you be analysing and toward which goals will you evaluate your strengths, weaknesses, opportunities and threats.

2 Ask the players to take a few minutes and quietly generate ideas about the strengths their project/organisation has and write them on post-it notes, one idea per post-it note. Invite participants to stick their notes on the Strengths quadrant. If any idea is unclear, ask the person to clarify. Mention that they may relate their ideas to ones already posted in the case that they have duplicate, related, or similar ideas.

3 Continue idea generation for the other 3 quadrants: Weaknesses, Opportunities and then Threats.

Facilitator Tips

• You may opt to do the silent individual brainstorming for all four quadrants first before posting notes On one hand, this makes the process more repetitive, but on the other hand, it can reduce the influencing effect of previous quadrants’ ideas on following ones.

• To highlight the most relevant ideas after clustering, ask participants to approach the quadrant and dot vote next to two or three categories in each square, indicating that they believe those to be the most relevant for that section. Circle or highlight content that got the most votes and verbally make note of this with the group.

• Engage the group in a creative exercise wherein they evaluate weaknesses and threats positively, as though their presence is doing them a favor. Ask them thought-provoking questions, like “What if competition didn’t exist?” and “How does this threat have the potential to make the organization stronger?”

• You might use the output of the SWOT analysis to create actionable strategies by relating two aspects of SWOT. For example:

S -> O Use your internal strengths to take advantage of opportunities. S -> T Use your strengths to minimize threats. W -> O Mitigate weaknesses by taking advantage of opportunities. W -> T Work to eliminate weaknesses to avoid threats.

Source: Gamestorming Available at: www.sessionlab.com/methods/swot-analysis

LIGHTBULB

4 Cluster post-it notes: Review each quadrant and with the players’ collaboration, sort the ideas based on their affinity to other ideas. For example, if they produced three post-it notes that say “good sharing of information”, “information transparency”, and “people willing to share data”, cluster those ideas together. Create multiple clusters until you have clustered the majority of the post-it notes. Place outliers apart from the clusters but still within playing range.

5 After the sorting and clustering are complete, start a group conversation to create a broad “title” for each smaller cluster. For example, a “title” for the above-mentioned cluster might be “Communication”. As the group makes suggestions and agrees on categories, write those categories in the appropriate quadrants.

6 Summarize the overall content created in the conversation and ask players to discuss the implications.

sIx thINkING hAts 16

six thinking hatsSix Thinking Hats is a powerful technique for looking at decision-making from different points of view. By introducing a structured parallel thinking process, it helps people to be more focused and mindfully involved in a discussion.

clock 30-120 min

users 2-20 participants

FLOW

1 Explain at the beginning of the meeting that in order to examine the current topic from every perspective we will use the Six Thinking Hats framework, which helps to separate thinking into six clear perspectives and roles. Each thinking role is identified with a symbolic, colored “thinking hat”. By mentally wearing and switching “hats”, you can easily focus or redirect thoughts, the conversation, or the meeting.

When wearing the white hat, the group focuses on facts and data in order to identify all information needed.

When wearing the red hat, focus is on feelings, intuition and hunches. Group members can express emotions and feelings and share fears, likes, dislikes, loves, and hates.

When wearing the black hat, focus is on why a solution might not work or possible negative outcomes. Often the most powerful and useful of the Hats but a problem when overused.

When wearing the yellow hat, everyone focuses on positive outcomes and benefits of potential solutions.

When wearing the green hat, focus is on creative solutions, possibilities, and new concepts. This is an opportunity to express new ideas and new perceptions.

The blue hat, worn by facilitators or meeting leaders, is used to manage the process of the Six Thinking Hats.

15 oPeNING | DIVERGENCE | CONVERGENCE | closING

Facilitator Tips

• Encourage each person to contribute to each of the perspectives. Avoid putting people into categories — Everyone can and should use all the hats.

• One or more hats can be used at any point during a discussion process.They are used as a convenience for directing and switching the thinking process as needed. (E.g. “Let's have some black hat thinking...”).

• Simple sequences of two or three hats may be used together for a particular purpose, for example:

° The yellow hat followed by the black hat may be used to assess an idea.

° The black hat followed by the green hat may be used to improve a design.

• Six Thinking Hats is excellent at eliciting different perspectives, but there is less guidance on how to resolve conflicting views among the different hats. Sometimes a group will naturally move together toward one resolution during the discussion. If not, another framework might be needed to resolve the discourse.

2 Facilitate the conversation (wearing the blue hat): You may decide which sequence of hat use fits best for your purpose. In general, it is recommended that each hat is worn at some point, however there are some sensible sub-sequences, too (See Facilitator Tips).

As an inspiration, check the following example of how to use Six Thinking Hats to resolve a problem with different alternative solutions:

White Hat: Present the facts of the problem

Green Hat: Generate ideas on how the problem can be solved

Yellow Hat: Evaluate the ideas by listing their benefits

Black Hat: Evaluate the ideas by listing their drawbacks

Red Hat: Get everybody’s gut feelings about the alternatives

Blue Hat: Summarise the discussion and agree on the conclusions

Source: Edward de Bono Available at: www.sessionlab.com/methods/6-thinking-hats

LIGHTBULB

dot-VotING 18

dot-votingThis prioritization and decision-making method helps a group quickly see which options are most popular or relevant.

17 oPeNING | dIVeRGeNce | CONVERGENCE | closING

clock 10-30 min

users 2-40 participants

` Post-it notes

` Pens/Markers

` Optional: sticky dots

FLOW

1 Place all the ideas/options up on a wall, one idea per post-it note. Have the group cluster similar ideas/options and remove any duplicates. The fewer options there are, the clearer and easier the voting will be.

2 Each group member votes on which options they think are best by using dots, made simply with a marker on the preferred post-it notes. Everyone gets 5 dots to vote with (or less if there are less options). These dots can be distributed in any way: one dot each to five different ideas, all five dots to one idea, etc. Alternatively, you may opt to use sticky dots.

3 Once all members have distributed their dots, the group can proceed in a variety of ways:

o Simply choose the option(s) that received the most dots.

o Conduct an open dialogue about the prioritization, exploring which ideas got more dots, which got less, and what the next steps should be.

o Organize the ideas on a line from most to least dots, then discuss their relative merits.

Facilitator Tips

• It is worth checking to see if all the options on the wall are clear to all members in the group. Run through them all and invite clarifications where necessary.

• This method is a fast and effective tool, but be wary of “vote splitting”, where a weaker option might win due to votes being spread out among several stronger but very similar ideas.

• Also be wary of the “bandwagon effect”, where people who vote later may be influenced by votes that have already been placed.

• To avoid “vote splitting” and “bandwagon effect” you may introduce other voting techniques such as:

° Approval voting: no limitation on how many dots one can use, so group members can put a dot on each topic they want to talk about.

° Range voting: place up to three dots per topic, where 3 dots mean 'I really want to talk about this' and 0 dots mean 'No opinion'.

• You can make the voting more sophisticated by providing dots in two colors for both positive and negative reactions, e.g. green and red. This will allow you to see which ideas have opposition.

Source: Jason Diceman featured in the Hyper Island Toolbox Available at: www.sessionlab.com/methods/dotmocracy

LIGHTBULB

one breath FeedbackThis is a feedback round in just one breath that excels in maintaining attention. Each participant is given the opportunity to speak during just one breath.

oPeNING | dIVeRGeNce | coNVeRGeNce | CLOSING 20

clock 5-15 min (depending on number of participants)

users Circles of up to 10-15 participants

FLOW

o Arrange the group in a circle. If you have more than 15 people, consider splitting the group into subgroups of 6-10 participants.

o Tell the group that now it is time for feedback on the discussed topic/exercise. Explain that most people are able to give feedback with just one breath that is approximately 30 seconds and that this is what they are going to do.

o People start giving their feedback, one by one. Mind that people keep the one-breath rule.

Facilitator Tips

• This can be a useful method when you have a pressing time limit to conclude a complex discussion or session. Additionally, some people often have a pretty jaundiced view of what feedback can be like, and this is a relatively different approach which will capture people's attention.

Source: Martin Farrell Available at: www.sessionlab.com/methods/one-breath-feedback

LIGHTBULB

start, stop, continueThe object of Start, Stop, Continue is to examine aspects of a situation or develop next steps by polling participants on what to start, what to stop and what to continue doing. Additionally, it can be a great framework for feedback.

clock 10-60 min

users 2-20 participants

` Filpchart paper

` Marker

` Pen and paper

FLOW

1 Ask the group to consider the current situation or goal and individually brainstorm actions and take notes in these three categories:

o Start: What are things that we need to START doing?

o Stop: What are we currently doing that we can or should STOP?

o Continue: What are we doing now that works and should CONTINUE?

2 Have individuals share their suggestions in a round-robin format: each participant mentions one suggestion and then move to the following participant. Keep going around the circle until all the ideas have been collected. Write the ideas on a flipchart.

19 oPeNING | DIVERGENCE | CONVERGENCE | closING

Facilitator Tips

• This exercise is broad enough to work well as an opening or closing exercise. It’s useful for framing discussions at “problem-solving” meetings, or as a way to brainstorm aspirational steps toward a vision.

Source: Gamestorming Available at: www.sessionlab.com/methods/start-stop-continue

LIGHTBULB

letteR to myselF 22

letter to myselfSupport participants in applying their insights and things they have learned from a session by writing a letter at the end of that session to send to their future selves.

21 oPeNING | dIVeRGeNce | coNVeRGeNce | CLOSING

clock 10-30 min

users 2-40 participants

` Pens

` Postcards / Writing paper and envelopes

` Stamps (optional)

` Flipchart paper or Whiteboard

` Markers

FLOW

1 Hand out pens and postcards/writing paper. Explain that they are going to write a letter to their future selves, and that this will help them apply their insights and things they have learned from the session. Tell them that you will post the cards/letters in X number of months, and that they should take that into account when writing. You can define the timeframe with the group.

2 Write the focus question or prompt on a flipchart/whiteboard. This can either be defined by you or through discussion with the group. For example:

o What will I achieve by X date?

o What will I do tomorrow, next week, next month?

o How do I feel now about my work/job/team? And how do I want my future self to feel?

o Don’t forget…

o I want to change… because…

3 Give them around 10 minutes to complete their cards/letters, more if they need time and you are flexible.

4 Collect the cards/letters, put them in a safe place, and post them on the agreed date. Source: Hyper Island Toolbox

Available at: www.sessionlab.com/methods/letter-to-myself

Facilitator Tips

• This exercise can be as open or closed as you think is appropriate. You could restrict it to three bullet points or you could give participants the freedom to write whatever they want. Judge the needs of the group and the purpose of the session.

LIGHTBULB

FINGeR Rules 24

Finger RulesThis effective technique can be used at any meeting to make discussions more structured and efficient. By using simple hand gestures, participants can express different opinions and desires.

clock 5-10 minutes to introduce, can be used in a meeting of any length

users 3-40 participants

` Flipchart paper

PREPARATION

Prepare a flipchart with drawings of all the hand signs that you want to use during the meeting and a short description of each. Here are the most common ones.

Signs for requesting to speak/comment:

the participant wants to raise a new topic that is not a direct reply to the current discussion.

the participant has a direct reply to the current topic/speaker.

the participant wants to request clarification on the topic or what the current speaker is saying.

there is a technical remark such as a factual mistake (e.g. we are looking at the wrong document) or other technical issues preventing the participants from properly following the meeting (e.g. participant cannot hear the person speaking).

participants who had previously requested to speak but haven’t yet, can use this sign to signal to the facilitator that they are rescinding, or “cutting”, their request to speak.

Signs for expressing opinion:

the participant feels the discussion is off topic.

participants express support for, a neutral position or disagreement with an idea, argument, or proposal.

23 OPENING | DIVERGENCE | CONVERGENCE | CLOSING

Facilitator Tips

• For bigger meetings, it’s good to keep a list of who is requesting to speak so you can call on them in the correct order.

• When people use the “cut” sign, you can put a question mark next to their name; when their turn comes, double-check that they still want to cut their remark.

• If the room and meeting format allow for it, you can keep the speaking list visible for everybody (e.g. on a flipchart).

• In the beginning, people will confuse and/or abuse the rules (e.g. raising a 2-finger “direct reply” when they really have a new topic). When that happens, politely remind them of the rules, and if needed, cut them and put them back on the correct list. With practice, the rules will become second nature, and people will not need reminders.

FLOW

1 Introduce the finger rules by showing the prepared flipchart. Explain each sign

briefly and that a direct reply has higher priority over a new topic . Additionally, technical remarks and clarification requests are given highest priority.

2 Tell participants you will keep track mentally, or on paper for bigger groups, of who is raising their hand. Explain that they should keep their hand up (for signs requesting to speak) until you have given them acknowledgment (nod) that you’ve registered their hand. Signs for expressing opinion should be kept up until the comment is no longer relevant (e.g. voting is over, topic has changed).

3 Start the discussion with the first person who raises a topic

4 Take any direct reply until:

o there is a technical remark or request for clarification

o there are no more direct replies

o you run out of planned time for this topic

o several people have expressed that the discussion is off topic

5 Continue with the next topic or, if the discussion is over, with the next item on the agenda.

Available at: www.sessionlab.com/methods/finger-rules

LIGHTBULB

PARkING lot 26

Parking lotThis tool helps ensure that important questions do not get lost and that the group can stay focused on the most relevant topics during a meeting.

25 OPENING | DIVERGENCE | CONVERGENCE | CLOSING

clock 10-30 min

users 2-40 participants

` Markers

` Flipchart paper

PREPARATION

It is not essential, but if you prefer, you can create the “Parking Lot” flipchart in advance.

FLOW

1 At the start of a meeting or workshop, explain to the group that we are going to use a “parking lot” to help us work more effectively. Write a large “P” at the top of the flipchart paper and tape it to a prominent wall. Explain that whenever a point is raised, or questions are asked that don’t directly relate to the subject of the session, you will write it on a post-it note, and stick it onto the flipchart paper.

2 Use the parking lot throughout the meeting to park questions/topics that are not going to be immediately discussed.

3 As the meeting/workshop comes to a close, ensure that there is time to address the points and questions on the parking lot with the whole group. If there are any questions left unanswered, make sure that you or a group member follows up on them.

Facilitator Tips

• When you record a discussion point on the parking lot, make sure to confirm the phrasing with the group or the group member who suggested it. This makes it easier to pick up the conversation at the end of the meeting concerning parking lot items.

• If you end up with a lot of items on your parking lot, you may need to apply some techniques to effectively tackle the most important ones in the remaining time.

° Cluster parking lot items that are related to each other

° Invite the group to prioritize the parking lot items - e.g. with Dot Voting (page 17).

Source: Hyper Island Toolbox Available at: www.sessionlab.com/methods/parking-lot

LIGHTBULB

AttRIbutIoNs 28

AttributionsCredits go to the following organisations and individuals whose contributions to the SessionLab public library of facilitation methods inspired and enabled this meeting facilitation toolkit:

Hyper Island: Hyper Island designs learning experiences that challenge companies and individuals to grow and stay competitive in an increasingly digitized world. With clients such as Google, adidas and IKEA, Hyper Island has been listed by CNN as one of the most innovative schools in the world.

Gamestorming: Gamestorming is a set of co-creation tools used by innovators around the world, a unique collection of games that encourage engagement and creativity while bringing more structure and clarity to the workplace.

MediaLAB Amsterdam: MediaLAB Amsterdam is a creative, interdisciplinary Amsterdam-based studio where students and researchers work together on innovative and interactive media research projects for creative industries.

Teampedia: Teampedia is a collaborative encyclopedia of free team building activities, free icebreakers, teamwork resources, and tools for teams.

Jason Diceman: Jason, creator of the Idea Rating Sheets Facilitation Templates, works to empower citizen sector organizations with simple methods for facilitating constructive consultation, deliberation and decision making among their many diverse stakeholders.

Edward de Bono: One of the pioneers of Brain Training, in 1967 he invented the world famous Lateral Thinking technique. He created the Six Thinking Hats method and published a 1985 book of the same name. You may find further materials and Six Thinking Hats facilitator training options at De Bono Group.

Martin Farrell: A senior international facilitator and crisis coach with four decades of experience with the UK third sector and with international NGOs and agencies. He is a Certified Professional Facilitator and former Regional Director of the International Association of Facilitators.

Thiagi Group: Thiagi Group is an is organization with the mission of helping people improve their performance effectively and enjoyably, founded by the game guru Dr. Sivasailam “Thiagi” Thiagarajan . Thiagi have been designing and delivering training around the world for the past 40 years, and recognized world-wide as the designer of effective, engaging training games.

Copyright

You are welcome to use any of the facilitation methods from this toolkit in your meetings.

The booklet as a whole is intended to be shareable via a Creative Commons Attribution-NonCommercial-ShareAlike CC-BY-NC-SA License. This license allows you to build upon this booklet non-commercially, as long as you credit SessionLab for the booklet as a whole, and credit original authors and inspirations listed above for each facilitation method in this booklet.

If you’re interested in gaining access to this booklet for translation or adaptation purposes, please contact us at support@sessionlab.com.

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SessionLab

A tool for designing high impact sessions

Next to the public library of facilitation methods, SessionLab offers a session planner tool that saves you time and effort by helping you design high impact workshops, meetings or training sessions. You can easily combine any of the methods from the SessionLab library into workshop plans using the session planner tool; the timetable of your session will automatically be calculated, and the tool will help you design a workshop with balanced interaction.

We’d love to hear how you or your team have been using the facilitation methods from this booklet!

This booklet was carefully edited by…

... the makers of SessionLab. We created SessionLab to support facilitators, trainers, designers and anyone who conducts meetings or workshops regularly. The SessionLab public library consists of more than 400 facilitation methods and offers you a great variety of high-quality activities for various purposes. From fun icebreakers and powerful idea generation exercises to team activities you can find what you need for your next workshop or meeting!

The team

Bianka NemethFilip KisHanna HasselqvistRobert Cserti

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https://www.sessionlab.com/meeting-facilitation-toolkit

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@SessionLab

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