ToP Facilitators Interchange - Recently Updated Pages

ToP Events Calendar

markbutz — Sun, 27 Feb 2011 00:07:56 CST

Relating, Influencing and Negotiating is a two-day public course offered in Canberra, Australia on Tue-Wed 29-30 March, and led by Mark Butz of Futures by Design.

This is a newly-added component (now Module 5) in the ToP Facilitative Leadership Program.
Attendance is essential for candidates seeking international recognition as a Certified ToP Facilitator and for the new Vocational Graduate Diploma of Facilitative Leadership, both offered by the ToP Global Institute for Facilitative Leadership.
For more information on these pathways, please go to: ToP-GIFL.com (pdf brochure available for download)

This highly interactive event is a great adjunct to facilitation skills training you may have undertaken previously, or it can be a refreshing take on interpersonal communications you can use every day. It has been road tested around Australia since 2007, in various forms, sometimes as ‘Creating and Sustaining Respectful Relationships’.

At the end of the event, participants will have: • new insights and perspectives on human differences and underlying dynamics of human interaction; and • new skills and tools to bridge differences, transform conflict, build cooperative relationships, and develop agreement and commitment

For more information on content and potential application go to: http://markbutz.com/fbd/Relating_Influencing_&_Negotiating.html (pdf brochure available for download)

There is room for negotiation in the fee structure, including special offers for international participants. Please talk to us about your needs. Places are limited - please express interest or make enquiries to training@markbutz.com
The venue is Goolabri Country Resort (see goolabri.com.au )

Mark Butz CToPF
Principal Futures by Design™
PO Box 128 JAMISON CENTRE ACT 2614 AUSTRALIA Mob: +61-418-417-635 Ph: +61-2-6251-2923
Skype: markbutz Email: training@markbutz.com Web: www.MarkButz.com

ToP Facilitation Creative Edges, Success Stories, and Best Practices

Jofacilitator — Mon, 17 Jan 2011 09:45:02 CST

Here's the place to share creative edges and your stories with others to inspire them. Add one to the threads at the bottom of the page. Make sure you include a way to contact you if others want to collaborate further with you.

The ToP Facilitators in Canada met January 14, 2011 in Toronto. I've attached the agenda and the documentation below. There is also some great news from the ToP Network in Australia and New Zealand.

We'd like to share your ideas with the face-to-face group, and share ours at the end of the day back to you. The key questions we are asking are
What have we learned in applying our training in ToP methods?
What are tough situations we've encountered, and what help can we provide each other on these as peers?
What are the leading ideas we have gathered - (new applications, creative edges)?
How can we get opportunities to practice?
How can we put together a "community of practice?"

Please post your thoughts -- individually, or reports from ToP gatherings -- as comments in the discussions below. Start a new thread, or add to one that exists.

ToP Facilitators Interchange Home

Jofacilitator — Mon, 10 Jan 2011 11:17:27 CST

Welcome to the ToP Facilitators Interchange Wiki!

This is a place for ToP facilitators anywhere in the world to share our creative edges and best practices, or to ask questions and get responses from other ToP facilitators.

Anyone can read this site, but to add and edit the site or the threads, you need to join this site. This protects us all from spam.

Do you have some exciting new discoveries, best practices or a wonderful success story to share? Or do you have a question about how to use ToP methods? Or perhaps you have created a sample conversation or focus question that others might find useful. Please add your insights and questions to this site on the appropriate pages.

The "Creative Edges" page has been updated to include posts from January 2011 ToP Facilitator meetings in Australia/New Zealand, Canada, and the US.

Add your ToP training events, or conferences and interchange events for other ToP facilitators to know about on the calendar page.

Please join our ToP thinkLets project. Help us document what we are doing; so we can develop ToP Virtual Facilitation Tools.

Together we can support each other, strengthen our expertise, and develop new depth of understanding.

In October, 2008, a Global ToP Facilitation website went live. It's primary intent is making ToP facilitation visible and accessible to potential clients, although that may expand. Visit it at ToP Facilitation .

There is also a wiki for Focused Conversation for Schools for all those interested in using focused conversations in learning situations.

And there are two groups for ToP facilitators on Facebook: "ToP Facilitation" and "ToP Trainers and Facilitators"; as well as a group on LinkedIn, "ToP Trainers and Facilitators".

ToP ThinkLets

Jofacilitator — Sat, 01 Jan 2011 21:25:29 CST

ToP ThinkLets

In a nutshell

The ToP Trainers Network in the US has launched an initiative to work on facilitating ToP processes in a virtual environment. The team working on tools for virtual ToP facilitation has been introduced to “Collaborative Engineering” and the idea of facilitation “ThinkLets.” We want to identify ToP thinkLets, small, distinct facilitation processes; building blocks that we use in designing ToP facilitation processes. Once we have identified these ToP thinkLets, we can identify the virtual facilitation tools that are best suited to supporting ToP facilitation. As we see it, it will very likely be a suite of tools rather than a single application.

The quoted material is from documents listed in “References” and identified by number.

Collaboration

We work with groups; all kinds of groups in all kinds of situations. We facilitate collaborative processes that help them achieve their group work objectives.

People frequently join forces to accomplish goals through collaboration that they could not achieve as individuals. By collaboration we mean joint effort toward a goal. Collaboration is essential for value creation and often used for mission critical tasks. A collaboration process is a series of activities performed by a team to accomplish a goal. (1)

Collaboration Engineering

A new field is emerging. Bob Briggs, who we met through IAF has been a major driving force in this area. He has worked on this from an academic perspective and through the development of “Group Support Systems’, a computer application to assist the facilitation process. Another driver has been Danny Mittleman. We also met Danny through IAF. More recently, Doug Druckenmiller, long time ICA colleague and current ICA US Board member and Jon Jenkins, another long time ICA colleague, have become involved. Doug and Danny are both actively involved on our team

Collaboration Engineering is an approach that designs, models and deploys repeatable collaboration processes for recurring high-value collaborative tasks that are executed by practitioners using facilitation techniques and technology. Collaboration Engineering processes support a group effort towards a specific goal, mostly within a specific timeframe. The process is built as a sequence of facilitation interventions that create patterns of collaboration; predictable group behavior with respect to a goal. (1)

ThinkLets - Toward a Pattern Language for Facilitation

This is an idea that has grown from a concept in architecture. Christopher Alexander, Sara Ishikawa and Murray Silverstein of the Center for Environmental Structure of Berkeley, California described it in “The Timeless Way of Building” and “A Pattern Language”. Their key thought was that there are “problems” faced by architects and designers that can be solved through the use of some basic thinking patterns. When a designer is designing something like a house, a computer program or a stapler, they must solve many problems. A single solution that works for many situations is a single design pattern. Each design pattern can have a name and a description, an explanation of why that solution is a good one for that problem and recommendations for use, Many single patterns form a language of useful, design patterns that are related to each other and can be used by designers.

The collaborative engineering community has applied that concept to the field of collaborative group work through the use of “thinkLets.”

A thinkLet is a named, packaged facilitation technique that creates a predictable, repeatable pattern of collaboration among people working towards a goal. ThinkLets have become a powerful pattern language for collaboration engineers, who use thinkLet names to describe and communicate sophisticated, complex process designs in a compact form (1)

“A thinkLet is the smallest unit of intellectual capital required to create one repeatable, predictable pattern of thinking among people working toward a goal. In order to achieve a goal, people must move through a reasoning process. To move through a reasoning process, people must engage in a sequence of basic patterns of thinking. Before it was called, “thinkLet,” this concept had other, less apt labels – Recipe, Technique, Reasoning Module. The term, “thinkLet” was coined by David Tobey in March of 2000 as we struggled for an expressive label. “It’s like an applet,” he said, “but it’s a thinkLet.” (3)
ThinkLets have been developed for a lot of different uses. Several in education i.e. Teaching math – basic problem solving patterns that can be used in many different situations.

For facilitators, they are very basic sets of procedures that a facilitator can use to help a group do a specific thing. An easy example is the way we do brainstorming in the Workshop Method. It is a distinct thinking process with a simple set of procedures that allows a group to articulate a broad spectrum of ideas in relation to a focus question. There are tons of specific ways to do brainstorming – each of them that is a distinct process can be called a “thinkLet.” Some are variations on a thinkLet.

A whole ToP workshop uses a series of these thinkLets. A complex facilitation design uses many more. We modify common ones sometimes and sometimes we use some that are not exactly standard. It depends on the situation.

An example of a ThinkLet

Note - - This example is used in the Group Support Systems software. It is not a ToP example. This is one way to describe a thinkLet.

DirectedBrainstorm (2)

Overview
Participants will brainstorm solutions on separate pages. When a solution is submitted,
the pages swap and the participant gets a different page with contributions of others to add new contributions or to respond to. The facilitator inspires the group by emphasizing different aspects of the problem.

Metaphor
This thinkLet is named DirectedBrainstorm because the input of the participants will be focused by the emphasis on different aspects of the problem

Script

Do this
Explain that this step is important to generate a First set of solutions. Explain
that we are looking for creative solutions to the problem.

Explain the assignment; brainstorm as many creative solutions to the trolley
problem as you can think of, based on the different aspects of the problem.

Instructions
• Click ‘go’
• You will get an empty page in front of you
• Type in a solution, one solution at a time
• Click ‘submit’

You will now see a new page that already has a solution from somebody else.
You can now:

• Add a new solution independent of the solution that is already there
• Elaborate on the solution or respond to it, in this case refer to the random number behind it.

Be creative and be inspired by the solutions of others, I will also remind you
about the different aspects of the problem.

After 5 min. give a prompt every 2-3 min to highlight the different aspects of the problem Try to push the group to go further than the obvious solutions and open
doors;

Keep in mind the 20 min.

Rules to maintain
• One solution a time
• When you respond or elaborate, refer to the number of the idea you respond to

What will happen?

Pattern of Collaboration
Key pattern: Generate

Participants will generate solutions based on instructions they will read solutions of others and they will listen to your prompts. This will inspire them to come up with new and creative solutions. It might also help to try and push them to go beyond the obvious solutions and open doors.

Expected result
The result of the directed brainstorm is a large list with solutions divided over multiple pages. The list can contain redundancy and double solutions.

Time Frame
We will take 20 minutes for this step. Make sure that you do not reduce the time for this step. If you are behind on schedule, reduce time in other steps, not in this one. The session will be meaning less if it is based on an incomplete list of solutions.

Challenges
After a while the amount of input reduces This is normal, there is a curve in the input of a brainstorm thinkLet, after a while people need more time to read the ideas of others, after that the amount of input will increase again.

Contribution
In this step, we will brainstorm the solutions. Everyone has a chance this way to contribute their ideas for solutions, and participants will inspire each other. Because we divide the input on multiple pages, we reduce the information overload in the session. There will be redundant and double solutions, therefore in the next step we need to reduce and clarify the results to converge to a short list of ideas.

DirectedBrainstorm example
We did directed brainstorm to identify possibilities to improve a production process. During the brainstorm different problems with respect to the process were illuminated. Because people read each other’s ideas they became inspired and came up with new creative ideas to improve the process. Some of the best ideas were implemented.

Complex Process Design

When we work with groups, we are called upon to design complex processes to help them through a collaborative thinking process that gets the results they desire.

A fundamental assumption in the design of repeatable collaboration processes is that each process consists of a particular sequence of thinkLets that create various patterns of collaboration among the team members. ThinkLets can be used as conceptual building blocks in the design of collaboration processes and as learning modules of facilitation techniques for practitioners and novice facilitators. Each activity in the design of a collaboration process can be supported by one or more thinkLets. (1)

When we design a facilitated event, we do a kind of reverse engineering that moves backward from the desired outcome right through a process. We do the same in designing a conversation. We identify the aims, the concrete beginning point, focus on the key interpretive or decisional level question and put together a set of questions that will guide the group’s thinking to be able to address that key question in a meaningful and productive way. It usually involves several thinking steps that build toward a result. Probably each step is a thinkLet. Each focused conversation is probably a thinkLet. That’s kind of how we used them in The Art of Focused Conversation. They are conversation templates that can be used and modified that deal with a particular thing.

ToP ThinkLets

For the Virtual Facilitation work, we need to identify the key thinkLets that are integral to each of our key ToP methods/applications. They are the little bits of the “code” we use when we facilitate.

Here is a simple ToP thinkLet as an example. It’s about at the second draft stage – by no means perfect or even complete. It’s probably usable and it provides a good example of what we’re looking for in this area.

A ToP ThinkLet

The Big Picture

Title
60 Ideas
Brainstorming for a Workshop

Metaphor
We have found that 60 ideas is an optimum number of ideas to address most topics. This form of brainstorming was designed specifically for use in a ToP Consensus Workshop in groups of less than 30 members.

Overview
Individuals brainstorm in response to a focus question and small groups select key ideas to bring to the whole group.

Type - The kind of thinking involved
Objective level – generative thinking
Individual brainstorming enables each person to begin the group process with some ideas. It makes for more even participation. The group brainstorm processes the ideas at a very basic level focused on basic, objective understanding and elimination of overlap among ideas.

Role in an overall process
This brainstorm provides to foundation for the workshop. It gets out a broad spectrum of the thoughts of the group. It initiates and elicits participation from every member of the group.

Timeframe
About 20 minutes. It can be extended. It should not be extended to more than 30 minutes total.

Objectives

Rational Aim - What the group will know, learn, create or decide
The group will create a list of responses to the focus question to be used in subsequent stages of the workshop.

Experiential Aim - How the group will be different at the end of this thinkLet
I can get my real ideas into this process. This is getting me reved up to participate more deeply.

Product- The tangible results of this thinkLet
A list of 60 brainstormed ideas written on cards in preparation for the next step in the process.

Script

Context

• The focus question for this workshop is __________________.
• It is important to us because ______________
• An obvious response to this question might be ____. That’s the kind of thing we’re looking for in this workshop.

Our first step in this workshop will be to brainstorm our responses to this focus question.

(A brief restatement and specific focusing of the overall context. It is designed to put the brainstorm question in perspective for the participants. Providing participants with a few examples of appropriate responses will help them develop quality ideas. It gives the participants an image of the level of specificity.)

In this step, will do 3 things.
• Brainstorm our own ideas individually
• Highlight our best ideas
• Brainstorm in small groups

We will then, in the whole group, cluster all the ideas, name each cluster and discuss the results.

Instructions - Step by step procedures

Individual Brainstorm
Our first step in brainstorming will be to work individually.

• Please make a list of all your ideas in response to this question.
• You will have 5 minutes for this step.
• Let us do this work in silence.

Select
Now we will select our top ideas

• Please put a star * beside your 3 best ideas.
• You will have 2 minutes for this step.

Group Brainstorm
We will now move into groups of 3 – 4 people and brainstorm together.
In your groups:

• Going around the group, share one idea at a time.
• Discuss the ideas only enough to be sure everyone understands them. It is not necessary that group members agree with each idea.
• Get all of the main ideas on a list. The list mak be on paper or on a flip chart.
• Select 10 of the clearest ideas. Eliminate overlap among ideas. Honour the diversity of ideas.
• Write each idea on a card using Large Block Letters.
• You will have 10 minutes for this step.

Using this thinkLet

Materials

• Note paper
• Pencils
• Non-toxic Markers
• 5” x 8” file cards
• Flip charts and paper (optional)

Groundrules - Specific participation guidelines to maintain in using this thinkLet
• Individual brainstorming needs to be done in silence
• Group brainstorming needs to preserve the diversity of thought in the group
• Group members need not agree on each idea
• Eliminate overlapping ideas, but do not combine ideas to create a larger concept. Maintain specificity.

Use - Situations in which this thinkLet works well
This form of brainstorming was designed specifically for use in a ToP Consensus Workshop. This is best used with groups of less than 30 - 40 participants.

Not use - Situations not to use this thinkLet

Do not use this form of brainstorming if the ideas will not be discussed and processed by the group.
Do not use this approach to brainstorming with very large groups of over 40 – 50 members.

Challenges - Difficulties a facilitator may encounter in using this thinkLet
In some groups, participants tend to want to think together. They may not be confident in coming up with ideas without some immediate feedback. Encourage at least 2 minutes of silence before talking with others.

Tips - Best practices - advice for using and modifying this thinklet
The number of ideas gathered in this thinkLet can vary. A small group working on a very focused topic may not need to generate as many ideas in order to address the question appropriately. A good workshop requires between 35 and 60 ideas. Less than 35 does not adequately address a substantial question. Workshops with fewer than 35 ideas tend to generate more abstraction than specificity in the ideas and the cluster names. Brainstorms of more than 60 ideas tend to get a lot of overlapping ideas.

To determine the number of cards from each small group.

• Decide the total number of ideas you want in the workshop.
• A small group of 2 – 4 people is the best size for this exercise
• Divide the total number of cards by the number of small groups to determine the number of ideas from each small group

For example.
• I want 60 ideas
• The group is 24 people.
• I will divide them into 8 groups of 3.
• 60 divided by 8 = 7 – 8 ideas per group

If a group is too small to sub-divide i.e. under 6 people, eliminate the “Group Brainstorm step. Ask individuals to brainstorm a substantial number of ideas, select their best ideas and write them on cards.

Example

A group of 20 mental health professionals wanted to determine what to include in mental health programming. The focus question was, “What elements do we need to include in our programs in order to serve the needs of our clients?”

For this workshop, it was determined that the maximum brainstorm of 60 ideas was needed. The group was divided into 5 groups of 4 people. Each group was asked to present 12 ideas to the whole group.

The context for this workshop included presentations on program consolidation by the Ministry of Health as well as conversations about the clientele and their mental health situation and needs.

Individuals then brainstormed program elements they felt were necessary. They selected their best ideas and shared them in small groups. In practice, some of the groups brainstormed more than 12 ideas and one group brainstormed less. The result was a good spectrum of their thought in relation to the essential elements of mental health programming for the area.

References

1. A Conceptual Foundation of The thinklet Concept for Collaboration Engineering
Gwendolyn L. Kolfschoten, Robert O. Briggs, Gert-Jan de Vreede, Peter H.M. Jacob, Jaco H. Appelman
2. ThinkLets: Building Blocks for Concerted Collaboration
Dr. Robert O. Briggs and Dr. Gert-Jan de Vreede
3. ThinkLets: Achieving Predictable, Repeatable Patterns of Group Interaction with Group Support Systems (GSS)
Robert O. Briggs and David Tobey – Group Systems, Gert-Jan de Vreede – U of Delft and Jay F. Nunamaker, Jr. - U of Arizona

Human Needs during Change.doc

CherylKartes — Fri, 25 Sep 2009 10:56:01 CDT

4.Tool of the Month: A Matrix on Human Needs
What we experience as individual resistance of people in change processes in in fact an expression of their needs are not being fulfilled, or that they believe that their principal concerns are not taken in consideration. People always compare their personal costs and benefits if a change process but in most cases this is an unconscious process. They usually are not aware of what they want and what they fear. Understanding and acknowledging their purposes, concerns and needs is the key to getting their commitment for collaboration.

Everybody has their own story. As a change leader you must not assume that the people you deal with have the same understanding of the change process; nor do they have the same needs.

Manfred Max-Neef has defined nine different fundamental needs. Except for subsistence needs, there is no hierarchy of needs, meaning that before you haven't found out, you will not know what people fear or hope. Resistance against your intention shows that you need to start your research.

TOOL: THE HUMAN NEEDS MATRIX OF MANFRED MAX NEEF

The following table gives you an overview on the fundamental human needs that people have (taken from www.rainforestinfo.org.au), and the satisfier that go along with them. It can be used as a base of questionnaires, interviews, coaching sessions, team meetings. Treat every answer as a gift and start a dialogue about how a safety net can be built - and how the change programme needs to be supplemented by other activities to provide for what people require.

Fundamental Human Needs	Being (qualities)	Having (things)	Doing (actions)	Interacting (settings)
subsistence	physical and mental health	food, shelter work	feed, clothe, rest, work	living environment, social setting
protection	care, adaptability autonomy	social security, health systems, work	co-operate, plan, take care of, help	social environment, dwelling
affection	respect, sense of humour, generosity, sensuality	friendships, family, relationships with nature	share, take care of, make love, express emotions	privacy, intimate spaces of togetherness
understanding	critical capacity, curiosity, intuition	literature, teachers, policies educational	analyse, study,meditate investigate,	schools, families universities, communities,
participation	receptiveness, dedication, sense of humour	responsibilities, duties, work, rights	cooperate, dissent, express opinions	associations, parties, churches, neighbourhoods
leisure	imagination, tranquillity spontaneity	games, parties, peace of mind	day-dream, remember, relax, have fun	landscapes, intimate spaces, places to be alone
creation	imagination, boldness, inventiveness, curiosity	abilities, skills, work, techniques	invent, build, design, work, compose, interpret	spaces for expression, workshops, audiences
identity	sense of belonging, self- esteem, consistency	language, religions, work, customs, values, norms	get to know oneself, grow, commit oneself	places one belongs to, everyday settings
freedom	autonomy, passion, self-esteem, open-mindedness	equal rights	dissent, choose, run risks, develop awareness	anywhere

LESSONS:

There is no substitute for individual ownership of change processes.
People have concerns, purposes and needs. If they feel that their leaders don't acknowledge their needs they will not buy-in. If they experience that their needs purposes and concerns are acknowledged, they open up and collaborate.
Personal prespectives on change are deeply rooted in emotions. No rational reasoning will ever conquer these emotions - people need to see their personal needs satisfied, or their unconscious or conscious fears being honored.

The Change Management Newsletter
© Holger Nauheimer, 2009
mailto:support@changetoolbook.com

ToP ThinkLets Project

WayneN — Thu, 16 Apr 2009 16:10:50 CDT

Please join us in creating ToP ThinkLets. That link takes you to the description of thinklets.

Please read it through. Below you will find an attachment called "AToPThinkLetTemplate.doc" It follows the example in the document.

We can use these in our face to face facilitation as well as using them to determine what virtual tools to use.

Download the template and open it in MS Word.
To create your own, click "Save As" and give it a title.
Fill in the form. I would begin with the actual procedures you use in the "Script" section.
Fill in as much as you can. Any information you can provide will help.

Our first focus is on the core methods. After that, we are interested in any unique "thinkLets" you have developed. We often create a set of procedures for a specific purpose and discover they work and can be used over and over. That's what we are looking for - your creative ToP solutions.

ToP Global Marketing

Jofacilitator — Sun, 11 Jan 2009 10:22:10 CST

What are we doing to market ToP methods globally? Share your initiatives, and make suggestions for how we can coordinate our brand and reputation globally.

As of October 31, 2008, a new Global ToP Facilitation website has gone live. It's primary intent is making ToP facilitation visible and accessible to potential clients, although that may expand. Visit it at http://topfacilitation.net

This is a site in development. Please send your specific reflections and suggestions to Wayne Nelson at <wnelson@ica-associates.ca>

ToP International Proposal

Jofacilitator — Sun, 11 Jan 2009 10:19:48 CST

A proposal for a ToP International organization has been put to the ICA International Board, and they are looking for feedback from ToP practitioners and ICA's. There is an ICA meeting on Nov. 22 and 23 in Tokyo, and conversation on this proposal is currently on the agenda. Your feedback is welcome. The proposal is a pdf attached below on this page. Please read it carefully and then make constructive comments that will add to the discussion.

January 2009: This proposal was not acted upon at the ICAI board meeting. It is still here for reference purposes.

Resources

Jofacilitator — Sun, 11 Jan 2009 10:17:28 CST

Resources:
What are the articles, books, visuals, documentation, etc. that contribute to our understanding of ToP methods or support the development and application of the methods? Add links or documents here to share with other ToP facilitators. (And thank you to Alan Gammel and Bill Davis who added this page!)

Participatory Strategic Planning

Bill.Davis — Sun, 11 Jan 2009 08:47:23 CST

Want to adapt ToP Strategic Planning to a particular group or situation? Got some insights to share from how you've facilitated it? Start a thread below or respond to a thread already started. Sharing all our experiences will allow us all to learn and develop the process.

Here is an article that describes the basic process.
http://ica-associates.ca/Resources/TransparentStrategy.cfm

2nd Global ToP Review

jwiegel — Sun, 02 Nov 2008 01:35:48 CST

There is no abstract available for this page revision.

Focused Conversations

Jofacilitator — Wed, 04 Jun 2008 10:17:12 CDT

Got a question about how to design a focused conversation, or how to lead it? All questions are good ones. Start a thread below with your question, or respond to a thread already started. Share any conversations you've designed as well.

Another useful wiki for talking about Focused Conversations is Focused Conversations for Educators .

ToP Certification

Jofacilitator — Wed, 04 Jun 2008 09:51:10 CDT

We have a global consensus on what competencies one can see in a good ToP facilitator. And our reputation is based on the high quality of our work.

How do we ensure that people meet the standards and can demonstrate the competencies well?

Add your questions and thoughts to the threads below.

Other ToP methods

Jofacilitator — Fri, 23 May 2008 15:08:18 CDT

What other ToP methods do you have insights or questions about? Please start a new thread below or respond to an already existing one. Maybe we'll even create new ToP methods together here!

Consensus Workshops

Jofacilitator — Fri, 23 May 2008 14:56:39 CDT

Got a question about a consensus workshop -- how to design it, how to deal with difficulties, what to do with the results? All questions are good. Start a thread below with your question or respond to a thread already begun.