To o l s
When you have found an initiative and want to do some cook ing in your community, you might find it useful to use these tools that can support you in implementing the initiative. We have categorized the tools into the chronological phases you will typically go through in order to successfully execute an initiative: 1. 2. 3. 4. 5. 6.
Group processes Research Design Teambuilding Planning Evaluation
The purpose is to help you be creative in your dynamic project work a nd hopefully have fun while doing it!
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1) I D O A R RT (lead i n g m e e t i n g s a n d g r o u p p r o c e s s e s )
The purpose of an “I DO ARRT” is to lead an effective meeting or group process. The success of using an I DO ARRT is its ability to enable all participants to understand every aspect of the meeting. The acronym stands for intention, desired outcome, agenda, rules, roles and responsibilities and time. When conducting a meeting in a new context you can’t rely on cultural assumptions and conventional ways of interacting, yet at the same time you need to be able to work effectively with all sorts of people. An “I DO ARRT” enables you to clarify all assumptions before the meeting and build a common culture that fits the needs and expectations of everyone. Intention The intention of an I DO ARRT is to make sure every one is in agreement and on the same page with all aspects of the meeting or group process.
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Desired Outcome The desired outcome of an I DO ARRT is to have an effective meeting where a common goal has been accomplished and every one has been able to contribute effectively.
Agenda 1) Propose an intention for the meeting and check that all participants agree, if they don’t ask for new proposals and see if the group agrees with any of them. M ake sure you reach consensus around the intention. 2) Propose a desired outcome for the meeting and follow the same procedure for reaching consensus. 3) Propose an agenda for the meeting and make sure you check that there are no items that are unnecessary or left out. 4) If you think it is desirable, propose a few rules for the meet ing. Usually the rules are there to help the meeting fulfill its purpose. For example if you are conducting a swift update mee ting an appropriate rule or guideline might be for all participants to say only what they need to say and nothing more, or to have no laptops open. It be nice to ask the group if they think there are rules missing and it is imperative that everyone agrees to the rules. 5) Clar ify the different roles of the people involved, often the mos t important part of this is clarifying your own role in leading the meeting and creating consensus around who will be contributing in which way. 6) Clar ify and reach consensus on the time span of the meet ing, If you reach the end of your time with out without finishing the meeting make sure you check in with all participants and give them the option to leave or continue. 7) Lead the meeting as you explained in the I DO ARRT, and if it becomes apparent later on that the I DO ARRT is not what is really needed, then consciously and with the support of the group change an aspect of the I DO ARRT.
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Rules - All participants need to reach consensus on all aspects of the I DO ARRT Roles an d Responsib ilities - It is important to have a person respo nsible for facilitating the I DO ARRT Time Group process that last anywhere from half and hour to a full day. Materials - A visual display of the I DO ARRT is very helpful - A comfortable space for all participants Variations It is possible to drop or add items to an I DO ARRT, often rules can is replaced with guidelines. An I DO ARRT can be used to create clarity around almost any group process. Some process leaders don’t put very much focus on reaching consensus with the group and explain the whole I DO ARRT before asking for concer ns or questions. The I DO ARRT is also an effective way of describing tools or group process in writing. As you can see this I DO ARRT is described using a variation on an I DO ARRT.
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2) S t re e t c o m b i n g (r esearc h )
The purpose of streetcombing is to discover new trends that are emerging in your city, and to use these trends to improve your initiative. One of the most important steps in getting to know and being able to work in a new location is understanding what is actual ly goin g on in daily life, and what is happening on the streets. This tool is a great way of gaining new understandings of what is happening at a street level, and using this knowledge to improve or possibly adapt your initiative. In ten tion The intention of the tool is to gain a practical understanding of how you can use trends in your local context to benefit your initiative. Desired Out come The desired outcome of this tool is to have identified a prevalent trend in your local context and to hav e concrete ideas for how you can use this trend to improve your initiative. 6
St eps 1) Find a street where new shops, stores or other ventures are starting to emerge. 2) Spend a few moments getting into a childlike curious mindset. Try to let go of your assumptions or judgments of the street and be open to new discoveries. 3) B ased on your intuition and fascinati on take pictures of everything and anything that sparks your curiosity. 4) Upload your pictures onto your computer. 5) Look at all the pictures and think hard about why you took the pictures, what was interesting and what patterns can you see? 6) Based on your reflections isolate one or two trends that you think could relate to or affect your in itiative. 7) B rainstorm on ideas for how to use these trends in improving your initiative. Rules - Respect the faze of the activity, keep your mind open when out on the stree t, consolidate your thoughts when looking for trends and have an open mind once again in the brainstorm. - No photo is a bad photo 7
Roles a n d Responsib ilities - Someone needs to be responsible for preparing and leading the a ctivity but this person can also participate. - Every one else simply participates. Time This activity can take anywhere from 3 to 4 hours to a few days Materia ls - Digital cameras f or as many participants as possible - Computers with a photo program for as many participants as possible - Large sheets of paper for brainstorming - Writing materials - Transportation to your chosen street
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3) T h e S T EEP A nalyses (r ese a r c h )
The purpose of the steep analyses is to get a sense of how your initiative effects and is effected by the bigger picture of society. STEEP stand for social, technological, economical, envi ronmental and political. A STEEP analysis is where you take a good look at how your initiative relates to these five topics. When working in a new location it is very difficult and also essential to get a comprehensive picture of the context in which you are working. The complexity of social, technological, economical, environmental and political aspects of society 9
often leads to confusion and frustrations for newcomers. The STEEP analyses is an effective way to get a good sense of what challenges and success you are likely to face when implementing an initiative in a new context. In ten tion The intention of the tool is to gain a comprehensive understanding of what a spects of society affects your initiative. Desired Out come The desired outcome is for you to have a visual map that explains how your initiative relates to the greater society. Steps 1) Create a visual chart with five large spaces titled social, technological, economical, environmental, and political 2) Using post-it notes gets every one to write questions they have about how your initiative relates to each of the different areas. 3) Post the notes on the appropriate section of the chart. 4) With different colored post-it notes look at the questions and next to them place notes with the information resources or names of people in your network that will be able to answer the questions. It may be that members of your group can answer many of the questions and it may be that it will be impossible to get the answer to some questions. 5) Do the needed research and interviews in order to answer the questions.
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6) Create statements answering the questions you asked. 7) Remove the questions and name notes from the chart and map out the statements. 8) Review the chart as a group so that everyone understands how the different elements of the surrounding society affect your initiative. Roles an d Responsib ility - It’s important to have a person preparing and leading the activity. - Every one participates in all aspects of the exercise unless you see a need to divide up roles. Material - A large piece of paper to create the chart. - Tape and a wall to hang the chart - Three different colors of post-it notes - A place that you can use for a few days Time One to Five days depending on how thorough you want your STEEP analyses.
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Variations The process of a STEEP analysis can be used for many different types of analyses. You can create a stakeholder analysis by mapping out relevant information about our different stake holders. You can create competitive analyses by researching and mapping out information about you r competitors. It can be very useful to experiment with different types of charts and displaying information based on what you are analyzing.
4) Wo r l d C a f é (Idea ge n e r a t i o n )
The purpose of the world café is to generate ideas and create a synthesis of inspiration and perspectives from a group of 10 to 60 participants. This tool can also help with one of the greatest challenges in implementing an initiative in a new cultural context, getting inside the heads o f the local inhabitants, understanding their needs, norms and dreams. Another even more complex challenge is to build collaboration between the local ideas and norms and foreign methods and practices. The world café is a tool that can prove effective in bringing together a diversity of people and empowering them to understand each other and work c ollaboratively. In ten tion The intention of the world café is to spark a multitude of ideas that build upon each other.
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Desired Outcome The desired outcome is to have a large base of ideas that can be used in the future. St eps 1) Choose topics or themes to generate ideas. 2) Ask for one volunteer to host each of the discussions. The host is responsible for recording all of the ideas that are created. 3) Split the larger group into smaller groups of four to seven participants and assign them to a particular topic. 4) Let each group discuss a topic for 10 to 20 minutes. 5) Rotate the groups to a new topic and new host. The host will then update the new participants on what has been previously discussed and then open up the discussion for more ideas. 6) Continue the rotation until all participants have had a chance to contribute to each topic. 7) Once all rotations are complete invite the hosts of each group to share with everyone the ideas that have been generated around their particular topic. 8) Thank everyone for their participation and let them know how the ideas will be taken forward and used.
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Rules - All ideas are v alid and should be expressed - This is not a forum for discussing ideas only building upon them
Roles a n d Responsib ilities - One process leader responsible for preparing and leading the exercise. - Hosts for each topic(,): responsible for facilitating the idea generation, documenting the ideas(,) and updating (the) each group on what was previously discussed. - Participants are responsible for coming up with ideas and building on the ideas before them. Time This process can take thirty minutes to two hours depending on the amount of topic and depth of idea generation. Materia ls - A large space where the different groups can be seated apart form each other. - Tables or surfaces to write on - Large sheets of paper for recording the ideas - Writing materials Variations The world cafĂŠ can also be used to generate all sorts of other content such as fe edback or opinions around particular topics.
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5) Pro-a c tion Café (Desi g n )
The Pro-action café is a tool used to improve an idea or concept. It is an amazing tool for a big group of people and one pro-action Café can work with up to 30 ideas at the time. Designing an initiative for a new cultural context is very challenging, and getting input from locals on how to develop your initiative to a new cultural context can be a huge gift. The proaction café is a very effective way of getting this input. Intention The intention with the pro-action café is to use the collective intelligence of a group to gain inspiration and new insights on an already existing idea. It is also to develop your idea. Desired Outcome The desired outcome is a selection of e laborated and well thought through ideas.
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Steps 1) Make a matrix with the name of the different ideas/projects and the name of the host (“holder� of the idea/project). 2) Each host goes to a table and presents his/her idea in plenum. 3) The rest of the groups go and sit down at the tables with 3 supporters for each host. 4) Round one is 30 minutes. The hosts pitch their ideas and investigate together with the supporters the first question: - What is the quest behind the question? The purpose is to dig deep and explore the underlying need for the ideas. 5) Have a break of 15 minutes in which time the host should gather the new information and prepare for the next round. 6) Round two is 30 minutes. The host gets three new support ers, to whom he or she gives the revised pitch and investigates the next question: - What is missing? The purpose with this question is to discover what should be added to the redefined idea to make the picture more complete. 7) Have a break of 30 minutes where the host reflects upon three questions: - What did I lear n? - What is the next step I will take? - What help do I need? 8) Round three is 20 minutes. The host presents his findings to the 3 new supporters who give him feedback and help with last fine-tuning of the concept. 16
Rules - No more and no less than 25 % of the participants present and host their idea. It is important that each host get 3 sup porters. - When time is up, it is up. Since the process is quite intensive it is important that the facilitator is strict on the time. - It is a gift to receive help and support as well as it is a gift to give it. Roles a n d Responsib ilities - The facilitator facilitates the process, keeps track of time, and gives a thorough explanation of the procedure, rules and roles. - The host is responsible for presenting his idea and is responsible for taking notes and organizing his thoughts and notes throughout the process. The host needs to be able to clearly explain his idea in order to get the best help. - The supporter’s role is to support the host, remembering that it can be a vulnerable situation to expose your idea in this format. It is important that the participants contribute fully in the process with the best interest of the host and the idea. Time The total amount of time is a minimum 3 hours including introduction and making the matrix.
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Materia ls - Fli p chart for the matrix. - 1 table for each idea with a big piece of paper, pens, mark ers, candles or flowers. - Snacks.
6) The Six Di fferen t Th inking Hat s (cr eatin g q u a l i t y i d e a s )
The purpose of the Six Different Thinking Hats is to use different perspectives when you discuss ideas and avoiding getting “stuck� in old roles and perceptions. Often when working in different contexts you can become confronted with how your ideas differ and some times conflict with that of your foreign counterparts. Also cultural manners can get in the way of productive collaboration. Someone from a more timid culture might become frustrated by an overly critical character and vise versa the timid person may be seen as failing to speak their opinion. The Six Thinking Hats is a powerful tool in enabling all participants to contribute from perspectives they might not otherwise assume. This allows for new insight and a deeper awareness of the capabilities of different people. In ten tion The intention of the tool is to enable a group to constructively develop a common idea 18
Desired Outcome The desired outcome is for a group to constructively create a shared and well-developed idea. St eps 1) Gather together a group of people who have the common intention to work together on a particular idea. 2) Explain that each participant will get to rotate through all the different “Thinking Hats”. That the purpose of the different roles is to realize the value of different perspectives and to create a space where the different ways of contributing complement each other. 3) Make sure you have a way of recording the discussion. 4) Spend 10 to 20 minutes with the group as a whole wearing one of the ha ts. Then rotate to the next has and spend another 10 to 20 minutes speaking from that perspective. The blue hat is for making sure everyone is aware of “the rules of the game” such as legal requirements and formal procedures. The “White Hat” is for contributing with facts, the red hat w ith feelings and intuition. The black hat is the ti me for the critical voice whereas the yellow hat is the time for optimism. The green hat is all about coming up with alter natives. 5) Have the recorder summarize what has been talked about. 19
Rules - Every one sticks to the perspective that is currently being explored - All participants have a chance to speak in each round. Roles a n d Responsib ilities - The process leader makes sure every one understands the instructions and keeps the conversation moving. - The participants contribute to the best of their ability. Time This activity is best when it takes one and a half to two hours. Materia ls - A space for every one to sit comfortably and talk. - It can be fun to have actual colored hats. Variations It is possible to do the same exercise except that you divide up the individuals around the different thinking hat at the same time. You still rotate thinking hats except you conduct your dialogue with every one having different p erspectives at the same time. 20
7) Co mpetence Ma pp ing (team b u i l d i n g )
The purpose of the competence mapping tool is to create a shared understanding of the capabilities within your team and what competencies you are lacking. When working in a new location one of the most important keys to success is having a capable team of locals working with you. It is difficult to both know what skills are needed in this new context and what useful skills your new team possesses. This tool enables you as a team to create a clear shared understanding of what skills are needed, what skills you already have, who in your team has these skills, and what skills are missing. Intention The intention of this tool is to enable a team to have a realistic idea of what it is capable of and in what areas it needs to get assi stance.
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Desired Outcome The desired outcome of this tool is to create a visual map that clearly shows what competencies the team needs and what competencies they actually have.
Steps 1) Ask all group members to write down what competencies they think are important for implementing the initiative you are working on. 2) Cluster duplicate competencies together and create a collective list of all required competencies. 3) Create a circula r chart as shown in the attached picture and label it with all your required competencies. 4) Give every team member a duplicate ve rsion of the chart drawn or printed on transparent paper. 5) Get each participant to color in his or her competency level from the inside of the chart outwards. The further towards the perimeter of the circle that one colors the higher their competency level. 6) Lay the all the transparent charts over the original and you will see a map of the team’s competencies, how they overlap, and what is missing. Rules - All participants are responsible for judging their own competency level Roles an d Responsibiliti es - One process leader responsible for preparing and leading the exercise. - Team members are responsible for participating fully and being open to ideas of what capabilities the team needs and possesses.
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Time This process can take thirty minutes to two hours depending on how big the team is and how complex the initiative is. Materia ls - Tables or surfaces to write on - Post-it notes for generating and clustering the required competencies - Normal and transparent paper for creating the competency charts - Colored marker or writing materials for coloring the charts Variations It is possible to rate each other as opposed to rating yourself on your competencies. It is also possible to do this model in a management group assessing your team or what type of peo ple you want to hire or enroll. Another option is to use this as a project evaluation tool, creating renewed focus on what the team really needs to be capable of and what is lacking.
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8) Assumption game (Teambu i l d i n g )
The purpose of the assumption game is to clarify assumptions that group members have about each other, and to create constructive suggestions for working together effectively in the future. The assumptions game is based around creating a safe space for group members to share and respond to each other’s assumptions. When working with a team of people from different backgrounds and cultures it is so often the case that people will have false assumptions about each other. Dissolving these assumptions and really getting to know each other is one of the first steps in building an effective team. In ten tion The intention is to gain a better understanding of the diversity in the group and how the individuals can benefit from each other within the group. Desired Out come The desired outcome with the exercise is to create a safe hon est platform for you project team to work from.
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St eps 1) Divide the group into pairs and ask each pair to find a private cor ner. The first individual starts by sharing assumptions beginning their sentence with: - I assume about you that… - I assume that you assume about me that… - I believe our collaboration could bene fit from… 2) After the first person is done, the second person starts sharing assumptions about the first person. 3) After both are done you meet up with the whole group and pair up with a new person. 4) It is good if everyone gets to share assumptions with everyone, but it is not a “must”. Rules - There are no right or wrong assumptions but the person sharing is encouraged to focus both on positive and negative assumptions and be generally appreciative. - The person receiving is to listen openly in silence. - The assumptions and suggestions tha t people share are gifts and an opportunity to take in and lear n from new perspec tives. 25
Roles a n d Responsib ilities - The group is self-organizing and doesn’t need a facilitator. Each couple is responsible for keeping the time. Time The timeframe depends on the size of the team. Each person should get 15-20 minutes for sharing assumptions. Materia ls No materials needed Variations If the team is really small 3-5 people you can also do it together in a circle with one person at the time receiving assumptions and the rest of the group taking tur ns in sharing their assumptions. A variation in term s of the last question is: - I believe you can contribute to this team by‌
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9) Gameplan (Plan n i n g )
The purpose of the gameplan is to collectively gain an overview of what is involved in implementing your initiative. It is an action plan that also maps out goals and sub-goals as well as the challenges and important factors in relation to the project. By making the gameplan together as a team each individual is contributing and so becomes more likely to gain ownership of the project. Intention The intention with the gameplan is to provide overview and give the project direction. Desired Outcome The desired outcome is a big template visualizing an action plan hanging on the wall so it is always visible for the team throughout the project period.
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Steps 1) Draw a template of the gameplan as shown in the attached illustration. 2) Start brainstorming by writing ideas on post-it notes and place them under the different topics. You can start wherev er you feel like and you don’t have to do it chronologically, but often it makes sense to start by mapping out the team and resources or the goal and working from there. 3) Make sure you complete all topics. 4) Cluster the post-it notes into different subjects and write the different subjects on the template. Rules - Everyone contributes to creating the gameplan and builds upon the ideas of the other participants. Roles and Resp onsibilities - It is good to have a facilitator that gently guides the team when people get stuck on one topic. Time One to four hours depending on the depth you wish to make the plan and how complex your project is. Materia ls - A big piece of paper app.1 x 2-3 meters. - Markers - Post-it notes
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10) The C haordi c St epp ing Stones (Proj e c t p l a n n i n g )
The purpose of this tool is to structure and plan your project work creating a shared idea and overview of the work ahead of you (Model and theory by Dee Hock, author of Birth of The Chaotic Age. For more information on the Chaotic Stepping Stones see; http://www.evolutionarynexus.org/wiki/ the_chaordic_stepping_stones)
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As always when in project work it is crucial to be clear and aware of certain factors before stating to implement. When working in a different cultural context there can be many unforeseen obstructions and differences that you are not prepared for and can therefore easily make you lose focus and motivation. As a preventative measure the chaordic stepping stones can help you be clear on important points such as the need for your project, the purpose, principles and your concept. By activating this tool and continuously refining and adjusting it when needed you will create a strong and flexible safety net for your self.
In ten tion The intention of this model is to gain focus and clarity around the purpose and need of your project, and to get a shared image of the plan and implementation phase. This model can be used both as a planning tool and to help understand what you are discovering about your project and/or the project group. Desired Out come The desired outcome is to make the actual project work and implementation phase easier and aligned by getting the group on the same page before taking off. Steps - The process of using this tool is simply to take the following steps one by one until the group has come to some consen sus. - When the process is done the result should be documented and placed somewhere visible to all group members. If needed the model can be brought up again for adjustments at a later state in the project work.
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The Chaordi c Stepp ing Stones 1) Need - What gives rise to your ideal project? - What is the need that your project can uniquely meet? - What are you sensing in the world? 2) Purpose - What is the fullest potential of your project? - What makes your project meaningful? - What does your project want to become? 3) Principles - How do you want to work? - What guides you in the pursuit of your purpose? 4) People - Who needs to be involved? - Who is interes ted in the results of your project? 5) Concept - How do you organize yourself? 6) Limiting beliefs - What makes you tremble? - What limiting beliefs might hold you back? - What fears do you have? 7) Structure - What is the lightest structure you need for your support? - How do you support the aspiration of the group? - What commitment are you willing to take? 8) Practice - How do you sustain and nourish the relationships and collective aspiration of the group? - What do you need to do now?
Roles/ resp onsi biliti es - A facilitator is responsible for documenting the work and keeping the time frames. - All other participants participate in exploring all different steps of the model. - Working with the model takes engagement and focus so it is a good idea to create a comfortable and quiet working environment. - All participants are responsible for contributing with reflections and perspectives. The higher level of honesty and transparency the more solid the steps become. Time Approximately 2 hours depending on the scope of the project and the number of participants. Materia ls - A printed copy of the model for each participant. - Working with the model takes engagement and focus so it is a good idea to create a comfortable and quiet working environment.
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11) The Hot Chair (eval u a t i o n / p e r s o n a l f e e d b a c k )
The purpose of the Hot Chair is to collectively give constructive personal feedback to every group member one person at the time. The focus is on appreciative feedback regarding personal develo pment. When having worked in a different culture it is highly important to take the time to investigate and appreciate the diversities that have both improved the work and appeared as challenges. With this tool you can document the knowledge that this diversity has caused while at the same time closing down the project period in a way where everybody gets equal attention and a chance for guidance and good advice before the group part s.
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Intention The intention is to spark personal development by evaluating perf ormances and sharing advice on future improvements of each individual’s participation.
Desired Out come The desired outcome is for each member of the group to have a new and valuable understanding of what they are good at and the areas in which they can improve Steps 1) Create a circle with chairs or just by sitting down on the floor or standing beside each other. 1) Place one person in the middle of the circle sitting on the “hot chair.” 3) One person starts the exercise by giving the person in the hot chair feed back based on the two following sentences: - What I appreciate about you is… - What I would like to see more of in the future is… 4) The next person continues the round by finishing the same two sentences. 5) The exercise continues like this until everybody has given feedback to the person in the hot chair. 6) A new person sits in the hot chair and the exercise continues until everybody has given feedback to everybody. Rules - The number one rule is to follow the appreciative guidelines (To read more about appreciative inquiry you can visit:http:// appreciativeinquiry.case.edu/ or www.appreciative-inquiry. org/) of the two sentences meaning that you will be looking for potential and possibilities by appreciating what is already present in the person receiving the feedback. By this you ensure that no one will be harshly critical of each other.
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Roles/ responsi biliti es - The exercise works well with a facilitator but can easily be done without one. - All participants hold equal responsibility for keeping an appreciative and constructive attitude during the individual feed back. - The person in the hot chair is not to comment on the feed ba ck they receive but should just receive it silently. Time The time frames depend on the amount of people. The group should preferably consist of between 3-10 people. The most important issue though is that everyone gets his or her tur n in the hot chair. Materials - Besides chairs there are no specific materials needed for the exercise. If these are not available it can easily be done either standing or sitting on the ground. It can also be nice for the person in the hot chair to take notes so that they can remember the feedback. Variations The exercise can also be used in midway evaluations in order to lift the atmosphere and improve performance during the remaining project period.
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12) Visua l ize your projec t (Group E v a l u a t i o n )
The purpose of this exercise is to evaluate and summarize the project period by co-creating a big drawing of the storyline from day one up until the day of the evaluation. When working in a different cultural context you may face the challenges of having different norms, patter ns and especially language within your group. But the language of visuals is inter national! So by using this tool of drawing you can create the opportunity to make all voices equal, align the understanding and overview which sometimes can be difficult verbally. In ten tion To create a common visual overview of the storyline of the project including action steps, milestones, successes, challenges, lear ning and suggestions for future improvements. Desired Out come The desired outcome is to get a shared understanding of what elements the project has consisted of by collectively first drawin g and then evaluating the different parts.
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St eps 1) Get a huge piece of paper not smaller than 5.5 meters long and preferably bigger (if this is not accessible you can tape together smaller pieces of paper but it needs to be very big.) 2) Get lots of pens in many different colors. 3) The facilitator gathers the team around and explains the guidelines: - One end of the paper will be the starting point of the drawing representing the first day of the project. - From this point the facilitator will have drawn a road/line/ path ending a different place in the paper illustrating the jour ney you have been on. 4) It is now up to the group in collaboration to fill out the road from beginning to end with everything that has happened within the period of time by making drawings possibly supported by brief explanatory text.
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5) The areas that should be covered are: - Action steps - Used project tools - Milestones - Successes - Challenges - Key lear ning - Suggestions for future improvements 6) When time is up or the road has been filled with drawings the facilitator stops the drawing phase. 7) Now the team moves in to the actual evaluation phase and runs through the entire timeline together, sharpening the focus on extracting key lear ning and recommendations for the future. Rules - There is no right or wrong concer ning what the individuals choose to draw. - You can’t make radical changes to each others drawings since people should have a chance to elaborate their draw ings in the evaluation phase.
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Roles/ responsi biliti es - The facilitator prepares the frames and is the timekeeper of the exercise. - The facilitator will organize and manage the conversation du ring the evaluation phase. - Everyone in the group is equal and sh ould all contribute to both the drawing phase and the evaluation phase. Time The time is dependent on the duration of the project period and the amount of people who participate. You should spend an equal amount of time on the drawing phase and the evaluation phase with at least one hour for ea ch phase.
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Materia ls - A lot of paper - A lot of pens Variations This tool can be used in all different group and project sizes. A different variation and method of using the visual language is to have an expert graphically record input from the partici pants as a documentation tool while processes are going on (For more inspiration see: www.groove.com). WHAT CHALLENGES DOES CITIES FACE TODAY? The limits of growth�
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