Tools for Meetings

 Introduction tools
 Building trust
 Tools for tackling issues
 Conflict resolution tools
 Energisers and games
 Evaluation of session / meeting

This is a compilation of exercises that we have found useful when working in groups and facilitating meetings. When choosing a tool it is important to be aware that every group is different. Some tools may not be appropriate in a specific situation. Be creative and invent your own tools. Be flexible when using tools in a group. Don't let the process dominate the spirit of the group. Never force a tool on a group or an individual. We would encourage you to always fully explain a tool and its purpose before asking the group to use it. This means that people will feel in control of what they are doing. They can participate better and can decide themselves to what extent they want to participate/reveal aspects of their personality to others. It is important that they have the choice about what they share with a partner and with the group. If pairs or small groups report back to the whole group, ensure that people are asked for their consent before anything gets spread out to the whole group. It is always a good idea to make use of visual aids such as blackboards. Use them to write down instructions, questions to consider and to record responses from the participants.

Introduction Tools

Introduction Tools help people get acquainted with each other and they are best used at the beginning of a meeting. The idea is that people not only get to know everyones name but also gain some personal knowledge of other group members. This builds up a level of trust that is necessary for working together efficiently.

Personal introductions: Each person gives their name, where they are from and one other fact about themselves. This third fact could be freely chosen by each individual or the facilitator could suggest a theme (eg. What kind of food they like, why they are at the meeting, something good that happened in the last week).

back to top Pair introductions: Ask people to pair up with people they don't know or know less well. One person interviews the other for 3 minutes, then roles are swapped. Questions can include the reasons why the person is there and what they are hoping to learn/achieve during the meeting/workshop/training. When both people have had a turn to talk the whole group re-forms. Then pairs introduce each other, giving as much detail as they can remember. The facilitator could also suggest specific themes to be included in the interview.

back to top In the forest: This is a game that helps people remember everyone's names. Sit in a circle on chairs or cushions. Ask everyone to introduce themselves. Add one empty seat. The person sitting left of the empty space moves over to sit on the empty space and says: Here I sit. The next person along also moves up and says in the forest. The next person along the circle then moves up, saying with my friend XYZ- somebody from the group. That person XYZ leaves their seat and sits down in the empty space. Then the cycle starts again.

back to top Excitement sharing: People share something good or exciting that has happened to them recently/since the last meeting. Examples are: 'I've harvested the first peas of the year', 'My friend from New Zealand came to visit', 'I've got a new job'. This creates a lot of positive energy for the meeting and puts people more in touch with each other's lives. You can use this instead of introductions when people already know each other. Make sure people keep it brief. Discourage comments or questions. Don't confuse excitement sharing with announcements.

back to top Feeling sharing: Ask people to listen inwards and to consider how they feel. Then have a round with people describing in a couple of sentences how they feel, for example curious, nervous, tired, excited. This gives everyone in the group the chance to tune into each other. It also helps the facilitator - if everyone is tired it might be a good idea to have an energiser and to open the windows. You could also ask people to visualise a plant that relates to how they feel and to share this with the group.

back to top Getting present: Sit in a circle so that everyone can see and hear each other. Share in turn, uninterrupted, any bothers, concerns, distractions, events and incidents that are on their mind or in the background. For example: I'm giving a presentation at work this afternoon and I feel nervous. My daughter had a baby last night. Its my first grandchild. I had an argument with my partner this morning and I'm still angry. Ask everyone to give full attention to the speaker. As facilitator you can help people if they appear stuck. Interventions could include: Is there any action you want to take. Is there anything else you want to say about that? Time needed for this exercise will vary depending on the group. For this tool there needs to be a high level of trust in the group. It is a valuable tool in groups that work together closely and intimately.

Building trust

Skilled Hand exercise: Hand out paper and pens. Ask everyone to draw around their hands and to write into each finger a skill. Split into pairs. In turns discuss things you do well and how you acquired those skills. This exercise facilitates the process of finding out more about each other as well as helping people to develop confidence about themselves.

The Jelly Baby Tree: Click on the graphic to the left to get the drawing of a Jelly Baby Tree (as pdf - needs acrobat reader) and print it out or make your own. Show it to the group and ask people to choose one figure that one expresses how they feel at this moment. Ask them to share with the group which one they have chosen and why.

back to top

Picture yourself: Again hand out coloured paper and coloured pens. Ask people to draw/paint a picture that expresses who they are. When everyone has finished ask people to pair up and explain their picture to their partner. The partners then introduce each other to the group using the picture.

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Personal patterns: Hand out coloured sheets of paper and coloured pens. Ask everyone to draw a pattern of their choice on their piece of paper. When everyone has finished ask people to fill the pattern with words or phrases describing what they like about themselves, skills they have and skills they would like to have. Ask people to write their name on this. Pass around the finished patterns for everyone to look at and hang them on the wall. This exercise helps people to appreciate themselves and others for who they are, laying a good foundation for working together. The exercise is also called Alternative CV as it give a far more accurate picture of a person and where they are at at his moment than the standard CV.

A journey of discovery: Go outside into a garden or woodland. Form into pairs. One person closes their eyes, the other guides that person by the hand and takes them to discover natural objects with all their senses apart from sight. Swap roles after a set time. Participants need to be very careful not to abuse the trust placed in them by their partners. It is very pleasant to touch and smell a flower, but not a thistle! This can be quite a lot of fun especially after or in the middle of a long tiring session.

Mirroring: Split into pairs standing opposite each other. One person makes movements, the other tries to mirror them as well as they can. Swap roles. When both have played both roles a few times, they can try to coordinate movements with each other, so that both become player and mirror at the same time. This works best with slow movements and needs a lot of concentration. Try not to talk while playing.

Tools for Tackling Issues

Brainstorm: This tool helps to quickly gather a large number of ideas. It encourages creativity and frees energy. Start by stating the issue to be brainstormed. Ask people to say whatever comes into their heads as fast as possible - without censoring it. The crazier the ideas the better. This helps people to be inspired by each other. Have one or two note takers to write all the ideas down where everyone can see them. Make sure there is no discussion or comment on others' ideas. Structured thinking and organising can come afterwards.

Continuums: They help to explore and visually rank the different views on an issue within the group. Start by creating an imaginary or real (chalk) line through the room. One end stands for I agree completely, the other end for I disagree completely. Outline the issue under debate and formulate it into a statement to agree or disagree with. Ask people to position themselves along the line according to their views. They may try out several spots before making a final choice. Ask them to have a short conversation with the person next to them, explaining why they are where they are. Then invite participants to share their viewpoints and feelings with the group. Repeat this exercise with other statements that explore the issue and see how peoples viewpoints change. You could also use a curved line so that people can see each other.

This exercise taps both into our intuitive and rational sides and needs to be done quietly and thoughtfully. This exercise requires strong facilitation to stop the group from slipping into general discussion.

Clearing Out Ritual: Agree on a topic (Things that make us angry, Destruction of the Earth etc.) Ask everyone to write down things that come into mind onto a large piece of paper. Give the group the chance to look at all that has been written down, then get everyone to tear it up and drop it into the bin or the fire bit by bit. It's very useful after an analysis of the depressing state of the world and before brainstorming actions that we can take, as it helps us to overcome the feeling of being helpless. It's also great fun.

Go-round: Everyone takes a turn to speak without interruption or comment from other people. This tool can be used in many situations - for initial gathering of opinions and ideas, for uncovering people's feelings, for slowing down the discussion and improving listening. Go-rounds benefit from being facilitated, so that everyone gets a chance to speak. It helps to clearly establish what the purpose/question of the go-round is - write it on a blackboard for everyone to see. You can either set a time limit for everyone speaking or you can let people speak as long as they want.

PMI - Plus-Minus-Interesting: PMI is a process that permits opposing views to be expressed without too much conflict. This tool can be used in the whole group, in small groups or individually. Choose a topic and write it across the top of a sheet of paper. Draw a plus sign, a minus sign and an I (which stands for Interesting). Starting with the plus ask people to list anything that they personally felt to be positive about the meeting and write these without comment around the plus sign. When everyone has had their say move on to the minus sign and list everything that was felt to be more negative. Around the I sign list everything that people found interesting, ideas that could be explored further etc. Then move back to the plus sign and start a second round. The first round finds out whats happening with the group. The second round builds upon it. One particular issue can come up in every section as people might have different opinions. Also an issue might have both a positive and a negative side to it.

Role plays: A role play is an improvised drama in which the players take on roles in a stated situation as preparation for encountering a similar situation or evaluating a past one. Role plays also help to understand people and their roles and give insights into the thoughts and and feelings of opponents. Players assume an identity other than their own, drawing on their life experience (what they have seen or lived) to create a role.

First select a situation to be played out. Ask yourself what you want to examine and why. A simple situation is best. Explain the situation carefully, including the groups represented and the physical layout. A role play is used to learn what to do in a situation or to study a particular role and reaction. Therefore define carefully one of them but not both as that would restrict spontaneity.

Ask people to volunteer for roles that they do not identify with strongly. Give them a few minutes to get into their roles. Ask everyone who is not playing to be active observers.

The facilitator stops the role play when enough issues have been uncovered, the play comes to a natural end or people want to stop. The play should also be stopped if a player shows great tension / gets too involved. Have a short break and then evaluate the role play.

Evaluation is an essential part of the role play. It give participants the chance to assimilate and analyse what happened. Start by asking the players how they felt in their roles. Ask observers for their impressions and then allow discussion. Ask people what they have learnt and how they will apply this in reality. Discourage comments that tell participants what they should have done. Compliment people for acting boldly in difficult situations regardless of the outcome. Role plays are there for learning. Use encouraging language such as Another option that you might try is.., Perhaps this would work..., I learnt ..... from your tactic and would like to try.... Evaluation should not go on to long. If new insights come up the group might want to try them out in a new role play rather than talk about what might happen.

Hassle lines: This tool is a variation of role plays. It allows the whole group to be involved at the same time as well as making people feel more comfortable, because they are not put on a stage like in a role play. It is very useful for preparing everyone rapidly for a particular situation such as aggression from the public or the police during an action.

Think about situations that might arise. Choose one conflict situation and define the two sides. Form two rows of people standing opposite each other, so that each individual on one side stands opposite another person in the other row. The left row for example may take on the role of protesters, the other side of unsympathetic passers-by, making a provocative comment such as get a job, you dirty hippy. Each pair then plays through dealing with the conflict.

After a few minutes the exercise is stopped and all the different pairs share with the group how they dealt with the conflict, how it worked and how it made them feel. Sides can then be swapped around. You can also try getting people in each row to link arms to create a stronger group identity - how does this affect peoples ability to deal with conflict individually? Repeat the exercise choosing other conflict situations.

Reverse role plays: This variation of role plays helps people understand and feel both positions in a conflict. Reverse role plays can be used to help people entrenched in one position think more flexibly. It is especially useful in dealing with conflict over power, sexism, ageism etc.

Set up a situation involving two sides. At an important point in the role play, have everyone freeze. Ask people to take the opposite role and take up the conversation where it left off. The facilitator may have to help people remember what the last lines of the dialogue were. It can help if the facilitator physically moves people to their new positions and says "You are now X, and you are now Y". Give people a minute to mentally shift to their identities and resume the role play. Follow the role play with an evaluation. This form of role play is particularly valuable for examining a critical incident that occurs repeatedly or is expected to occur and for developing a definition of acceptable behaviour.

Splitting into smaller groups: Sometimes a large group can become dominated by a few people or ideas, stifling creativity and the contributions of others. It can be very difficult to discuss emotionally charged issues in a large group. Also many topics could be discussed more effectively in a smaller focus group - for example the details of layouting the newsletter or organising the benefit gig. Smaller groups allow time for everyone to speak and to feel involved. They are a lot less intimidating too.

Think about the sort of group you need - a random split (eg numbering off or by eye/hair colour etc.) or specific interest groups? Explain clearly what you want groups to do. Write specific questions/topics on a blackboard beforehand and give them to each group. If you are going to have feedback at the end, you need to say clearly what they need to feedback.

Talking sticks: You can use a stick or a conch shell or almost any other distinctive object. People may speak only when they hold the talking stick. When finished the speaker passes the stick to next person who wants to speak. This tool makes people conscious of when they interrupt others and helps them to break the habit. It also allows people to consider and take their time in voicing their views as they don't have to be afraid that some one else might jump in.

Matchstick Discussion: This can be used to place limits on dominant or over-eager speakers. It also encourages shy speakers to contribute. Each person is given the same number of matches (one to five matches depending on time available.) Every time someone speaks s/he throws a match into the centre of the group. When someone has used all their matches they may not speak again until everyone else's matches are gone too. Decide beforehand whether people may give their matches to other members of the group.

Mapping: Use large writing where everyone can see it. Arrange key words in groups or out on their own. Use connecting arrows, colours and pictures. This is a lot more organic and fun than a simple list. It can allow people to make new connections. The writing could be done by one person or everyone in the group.

Cross exercise: Draw a cross in the middle of the room with some chalk. This cross symbolises the centre of the group. Everyone positions themselves in the room - depending on how strongly they identify with the group closer to or further away from the cross. This exercise can also be used to find out how strongly people agree with a group decision.

Think and listen - Pairs: This tool creates a space where we can be confident that we will be heard. It enables participants to explore and formulate their own thoughts/feelings on an issue without interruption but with the knowledge that they are being listened to. It also encourages active listening. It is very useful in uncovering and resolving conflict. It also allows people to gather and consolidate their thoughts before a group discussion.

Split into pairs, one person is the listener, the other the thinker. The thinker speaks about her thoughts/feelings on the issue. She/he may also be quiet or laugh. Encourage the thinker to speak first thoughts - that is to speak as thoughts enter his/her mind without analysing or holding back. This may seem difficult at first - think of it as holding an internal monologue, but loudly. The role of the listener is to give her/his full attention to the thinker without interrupting, questioning or commenting. The listener should provide an attentive supportive atmosphere through eye contact, body language, encouraging noises, smiles and nods. If the thinker gets stuck the listener may ask neutral questions such as How does that make you feel? Why do you think that? After a set time (5 minutes is usually plenty of time) thinker and listener swap roles.

This exercise can be followed by a go-round in the full group, with every participant summarising her/his thoughts or summarising those of their partner. Alternatively only those who want to could share their views.

Conflict resolution tools

Here are some tools that are useful in uncovering and resolving conflict within the group. Conflict resolution tools generally benefit from strong facilitation. Lay down clear rules and don't let discussions get out of hand. Do not feel afraid to stop the process if necessary.

Mediation: Where two people have fallen out badly, one to one mediation may be necessary. Sometimes it is sufficient to have a single mediator present; but if the whole group can be present to hear what is said, it can demonstrate a lot more support for both parties. The exact process will depend on sensitivity to the particular circumstances, but you could try the following: Ask both parties to speak uninterrupted for as long as they like to give their perspective on the situation, using ?I feel...? statements. Then clarify any disagreements or facts, where possible. The mediator(s) can then put questions to one or the other of the disputants, to see if there are any points of consensus. Finally if the atmosphere is relaxed enough, then participants can talk directly with each other, with the mediator(s) ready to slow down things again if necessary.

Controlled Dialogue: This is a helpful tool for mediation, when two people find it difficult to properly listen to each other and understand each others concerns. Form a group of 3, one observer and two speakers/listeners. There are three phases to this form of dialogue, each given a set amount of time:

    1. The listener repeats word for word what the speaker has said. Only then is s/he allowed to answer.

    2. The listener summarises what the speaker has said and then answers.

    3. When answering the listener addresses all issues and concerns (also these underlying) of the speaker.

The observer attends to the dialogue, helping out if necessary. Listening requires a lot of concentration. Especially in the first and second phase it is important that the speaker concentrates on essential points.

You can also use this exercise to practise listening and responding skills in the group.

Sharing withholds / resentment sharing: 'Withholds' are thoughts that we keep to ourselves. They usually have to do wjudgementsents about ourselves, others, or what is happening in the group. There needs to be a climate of generous listening, before sharing withholds is possible. Set up an unstructured round asking people to make statements beginning with: If I could change one thing in the group it would be..., What upsets me about this group is ... Do not allow anyone to respond to the withholds or start a discussion. Make sure that everyone has a say - it is highly unlikely that someone is completely happy with a group. At the end of the round, see if any themes have emerged and if anyone wants their issue discussed. Takes about 30 minutes depending on size of the group.

Feelings meeting: Similar to Sharing Withholds. A meeting which is solely concerned with feelings. Participants do not have to deal with decisions and actions. Such meetings allow the group to involve and support members as whole people and to resolve concerns, problems and conflicts before they become too serious. It helps to use a talking stick or go-rounds, so that people really have to listen to each other. Encourage people to use I.. statements instead of speaking for other people too. Begin by asking people about where they are at in their lives outside the group, giving everyone a context for their reactions within the group. Listen for what is not being said. Some people/groups find it hard to admit to negative feelings and tiptoe around conflicts. Create a safe enough space so that people feel able to open up.

Energisers and Games

When people stop concentrating or become irritable in a meeting, this could simply be because they have been sitting and listening for too long. A stretch, a game, two minutes chatting to your neighbour can re-energise people and enable them to tackle difficult issues or tedious tasks. Games also help people to get to know each other better and lift the spirits in the group.

Be sensitive to the group and individual members - the idea is to relax people, not to make them feel embarrassed or isolated. Never coerce people into playing games - respect limits and boundaries. Always stress that it is a voluntary activity. Sometimes a simple break or a stretch works just as well.

Rain: A facilitator talks the group through this energiser. Get everyone to stand up. Start tapping your head lightly with your fingers imagining soft rain. Let it slowly get heavier the further you move your hands down your body. Let the rain turn into a thunderstorm on your calves. Clap them hard with your hands. Then move your hands back up you body, ending with soft rain on your head.

Touch blue: Have everyone touch something blue on someone else, something yellow, a knee, some glasses, etc. Call the next thing as soon as people touch whatever has been named.

Waking up in the Jungle: Ask people to think of their favourite animal and its noise, and to pretend that they are that animal waking up. As they wake up, the noises should get louder and louder. A good quick game for sleepy groups.

Green Trousers Game: Form a circle and take one seat away. One person stands in the middle and calls out something like "Everyone with green trousers". Everyone with green trousers then jumps up and moves to a place vacated by someone else who has moved. The last person who is left without a seat remains in middle to call out something else.

Clapping game: This game mixes the logical and creative sides of the brain. It is a good preparation for tackling complex issues that require both logical analysis and creative solutions. Sit in a circle on the floor or around a table. Everybody then places their hands flat on the surface, the arms crossing over with those of the neighbours. Start the game by clapping ne hand on the surface. Let the clap run around the circle, so that always the hand claps that is next to the one that clapped last. After practicing this for a couple of rounds, introduce a complication. If a hand claps twice, the direction of the clap changes direction. Again, practice. When everyone has understood the rules, start the game proper. Any hand that claps out of turn or doesn't clap should be put behind the person's back. When somebody has both hands out of the game, then they have to drop out of the game. Increase the speed of the game as you go along. The more people there are in the group, the less exciting it is for the individual player. It is a good idea to form two or more groups for the game if there are more than twelve people.

Knot game: The old time favourite. Stand in a circle, close your eyes. Walk towards the centre of the circle with outstretched hands. Find another hand for each of yours. Once all hands are linked up, open your eyes. Try to unravel the knot without opening hands so that you end up in a circle again. Don't get frustrated if you can't unravel it completely, sometimes it's just not possible. The knot game works best in groups of 10-20 people. Form two knots if there are many of you.

Evaluation of session/meeting

Evaluation allows us learn from our experiences. They should be a regular part of our meetings as they give us the chance for honest feedback on the process and content of the meeting allowing us to improve in the future.  Everyone who participated in an event should be encouraged to take part in its evaluation. Bear in mind that there will be considerable differences of opinion and that it is not necessary for the group to come to agreement on the matter.  It is important to point out what was successful as well as what went wrong/ Begin with positive evaluations wherever possible.  The structure of the evaluation should be planned carefully - how will you draw out what type of information? Keep evaluations of the process of the content of the events separate.	Use the Plus-Minus-Interesting format individually or in small groups. Report back to the whole group. Discuss solutions to problems and their implementation.		Ask everyone to list two or three high and low points of the events.
	List the expectations that where gathered at the beginning of the meeting. To what extent were they satisfied or changed as the event progressed? Do the same with goals.	Draw up a questionnaire and distribute it amongst the participants for filling in.	Have a round where everyone sums up their feelings or ask everyone to write down comments on a large piece of paper.
	Ask What are you taking away from this session? This rapid review can help people notice what they have learned.	Use a graph on a large piece of paper representing the entire meeting/event. Each participant, using a different coloured crayon or chalk, draws a line from one end to the other, drawing it above or below a central line depending on how much s/he has enjoyed/gained from the session. The phrasing of the question is important.

Seeds for Change: a non-profit activist training co-op