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Basic elements of graphic facilitation

 

Several participants at workshops and LinkedIn friends asked me about graphic recording and facilitation. Here is a brief summary of what I do. I do graphic recording and graphic facilitation.

Graphic recording is when I visualise the conversation on the spot at conferences and workshops. Graphic facilitation, on the other hand, is a mix of visualizatoin and facilitation.

Clearly graphic facilitation requires more skills and training. Personally I like graphic facilitation more as that’s where the power of graphic and facilitation comes together.

Here is the list of training I took to become a graphic facilitator:

  • Visalisation in Participatory Programmes (VIPP) in Black Forest, Germany was my first training course as professional facilitator.
  • Grove’s graphic facilitation course during International Association of Facilitators conference in Tokyo gave me a practical tips and techniques.
  • The certification course of solution-focused coaching gave me a foundation skills as a coach.
  • U lab at MIT showed me how the power of graphic recording by Kelvy Bird.

I also get inspiration from many resources. Particularly “Graphic Recording” is a great book with many examples and list of graphic recorders.

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Aikido

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I enjoyed a graphic facilitation of cross-cultural communication, particularly a session on AIKIDO last weekend. AIKIDO provides so much insights about being persuasive and non-confrontational in cultures like Philippines and Japan. Thanks @spiceworx_mnl

Power of choice

We make choices everyday. Small choices or big choices. Active choices (i.e. do something) or  passive ones (not to do something).

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Big choices with big impact. This includes lifetime decisions such as marriage, jobs, and schools you go to.

Small choices with big impact. What we eat and drink for lunch doesn’t seem to be a big choice, but our eating habits has a big impact to us. Sending one small thank you note to someone isn’t a big decision, but it can lead to a big difference.

Big choices with small impact. Confessions requires courage, but sometimes the impact isn’t as big as you expect.

Small choices with small impact. Trivia. Many of our daily life and work decisions fall into this box.

In the end it is about making conscious choices. Be it the food I eat or the words I use. I wish to be more mindful on those choices.

 

 

 

5 phrases to validate and complement

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Here are some useful phrases that I learned from Solution Focused Coaching. The key take away for me is that compliment must be evidence-based. If it is not, it becomes “flirting“. While direct compliments are powerful, indirect compliments such as “wow, how did you do that?” are even more effective because it gives the other person to discover his or her strength. It works for all ages: from children to grown-ups!

Co-creative dialogue

There are two ways of learning: learning from the past and learning from the future.

The first one is common for strategy, planning, fixing problems, capturing and managing knowledge. This works if you already know what you want and where to find it.

However, in fast changing societies the future is increasingly unpredictable and no one knows for sure what will happen next. Then, learning from the future becomes a requisite for business.

For instance, today we use technologies that weren’t invented 10 years ago. And the next 10 years will most likely differ even more from the last 10 years.

So, how do we learn from the future?

First, we have to move away from the past-oriented thinking.

Our overwhelming workload makes it difficult to take time off and change our thinking. Unless we consciously shift our attention to the future, we make decisions based on old habits and judgments. We learn from the past.

So, the first step to learn from the future is to properly set time off to open our mind, heart, and will. The future is less about facts than the past, and can be shaped based on our intentions.

For example, I recently facilitated 3-month of co-creative dialogue with Eastvantage, a business process outsourcing company in Manila. Executives and senior managers met for 3 hours every two weeks, culminating in a 2-day offsite workshop.

The co-creative dialogue had no agenda. Instead, it set time off for sharing thinking as well as feeling, co-creating internal and external solutions the group had not thought of before.

“Co-creative dialogue allowed us to stand still and truly listen to our colleagues views on the future, for themselves, society and the company” said Joeri Timp, co-founder of Eastvantage. “It was refreshing to how each team member puts his energy behind the company plans when we recognize our own intentions and believes in these plans. In fact these plans became our own plans.”

Another company, an executive search firm in Manila, used co-creative dialogue for a strategic visioning session. In addition to doing well ($15 million revenue goal), the strategy now also incorporates elements of doing good (taking community responsibility through providing meaningful jobs in a shared economy).

This was only possible as each member honestly reflected on the questions: What difference do you want the company to make and how does that matter to you?

Every future is created twice: once in our mind, then in the physical world. By start paying attention to our intention, we also begin to learn from the future.

 

There are two ways of learning: learning from the past and learning from the future.

The first one is common for strategy, planning, fixing problems, capturing and managing knowledge. This works if you already know what you want and where to find it.

However, in fast changing societies the future is increasingly unpredictable and no one knows for sure what will happen next. Then, learning from the future becomes a requisite for business.

For instance, today we use technologies that weren’t invented 10 years ago. And the next 10 years will most likely differ even more from the last 10 years.

So, how do we learn from the future?

First, we have to move away from the past-oriented thinking.

Our overwhelming workload makes it difficult to take time off and change our thinking. Unless we consciously shift our attention to the future, we make decisions based on old habits and judgments. We learn from the past.

So, the first step to learn from the future is to properly set time off to open our mind, heart, and will. The future is less about facts than the past, and can be shaped based on our intentions.

For example, I recently facilitated 3-month of co-creative dialogue with Eastvantage, a business process outsourcing company in Manila. Executives and senior managers met for 3 hours every two weeks, culminating in a 2-day offsite workshop.

The co-creative dialogue had no agenda. Instead, it set time off for sharing thinking as well as feeling, co-creating internal and external solutions the group had not thought of before.

“Co-creative dialogue allowed us to stand still and truly listen to our colleagues views on the future, for themselves, society and the company” said Joeri Timp, co-founder of Eastvantage. “It was refreshing to how each team member puts his energy behind the company plans when we recognize our own intentions and believes in these plans. In fact these plans became our own plans.”

Another company, an executive search firm in Manila, used co-creative dialogue for a strategic visioning session. In addition to doing well ($15 million revenue goal), the strategy now also incorporates elements of doing good (taking community responsibility through providing meaningful jobs in a shared economy).

This was only possible as each member honestly reflected on the questions: What difference do you want the company to make and how does that matter to you?

Every future is created twice: once in our mind, then in the physical world. By start paying attention to our intention, we also begin to learn from the future.