TARGET GROUP
Is participant experience relevant?It's okay if participants haven't seen the inside of a classroom in years. Physical trust needed
Mental trust needed
MATERIALSMaterial DescriptionPens, paper, Flipchart markers, moderation cards & pin-board or post-its.
REQUIREMENTSDuration30 minutes – 60 minutes Experience level of the facilitatortaken part OR some facilitation experience Number of facilitators1 or self facilitated by following the printed instructions. CHARACTER OF THE METHODLevel of activationcalmingHidden curriculumYour biggest enemies can be of real value. Is there such a thing as an enemy at all? Woo-Woo Level – How touchy-feely is this method?From 1.Rationalist-Materialist “No feelings here, folks.” to 5.Esoteric-Shamanic Bleeding Heart: Innovation Phases:• 2 Creating an Innovation-Friendly Culture Method Category: |
SHORT DESCRIPTIONThis is a creativity technique that reveals aspects that can easily slip your attention. ALTERNATIVE NAME OF THE METHODFinding blind spots, der Unsympath BACKGROUNDBACKGROUND AND PURPOSEWhat we like and what we don't like influences the way we think and the type of ideas we like. Why would we create an idea we don't like? This technique deliberately asks that question by empathically stepping into someone's mind we don't like at all. This gives us the chance to leave our standard paths of thinking. It is a good exercise ORIGINAL SOURCEWe cannot trace back to the original source, it seems it is part of the common good. If you are the originator or know him/her, please let us know. STEP-BY-STEP GUIDEPREPARATION (excluding materials)Provide pen and paper and moderation cards. 1 Find a difficult person(2 Min) Think of a person who has all of the following characteristics: Make sure, everybody has a suitable person in mind and continue explaining step 2. It is helpful to write the questions of step 2 on a flipchart or give them to your group as a print. Prepare your participants that they will most likely feel quite a resistance when they think about this person an his/her suggestions. Remind them that it is a normal reaction and it is part of the game to allow this resistance to be there. The blind spotter person is a great helper. Encourage your participants to see them as a helper. And if it gets really bad what helps is deep breathing and saying a few words of forgiveness to yourself for your resistance and to the blindspotter for his annoying way of thinking/being. 2 Step into her/his shoes(10-15 Min.): Imagine what this person would think about your idea/project: 3 React on his/her opinion(20 Min.): Find yourself a partner with whom to go through the answers of step 2. Your partner presents to you the arguments of the blind spotter. You react to it: weigh whether real weaknesses have been addressed (in this case you explain to your partner how you are going to deal with them) or whether the criticism is unjustified (in this case you use arguments to counter them). Also look at the suggestions/new ideas from your blind spotters. Evaluate what is helpful and what is not. HARVESTCome together as a group and gather your new insights. A good way approach is to write the most important ideas on post-its or moderation cards and cluster them. Refer them to your original question and decide which ideas/thoughts/aspects are worth examining more closely. FURTHER INFORMATIONEXAMPLES-You have thought about a topic over and over in a group, you are looking for an idea or a solution for a problem but come up with the same ideas over and over again. The persons in the group have a similar mindset and there is an unspoken agreement about what is good and bad, right and wrong. In that case it is especially helpful to invite new perspectives or even challenge taboos. CULTURAL VARIATIONSSome facilitators use this exercise by collecting 6 people you don't like and throw the dice to choose which one you take as an example. It might add some playfulness to the exercise but needs some extra time. Trainers for this method can be hired here:Visionautik Akademie www.visionautik.de |
