Visualization

Visualization is a means to make presentations and discussions, and thus sharing of information and knowledge more efficient and effective. The spoken word is supported by a visual representation (text, pictures, graphics, etc.). The most frequently used means of visualization in meetings are beamer or overhead projector for presentations, and charts or cards for recording discussions. And not to forget the strengths of objects such as stones, figures, wood, grains, etc. that are powerful visualization tools in a discussion with non literate people.

Visualization …

helps to stay focused on the point under discussion,

makes the content easier to remember,

forces the speaker to prepare his/her input in advance using precise and concrete arguments,

reduces emotional implications in a heated discussion,

serves as documentation by recording statements, ideas, results and to-do lists.

Rules of visualization

Write legibly! Check font size, density, contrast; block lettering, distance between letters and words.

Use colours restrictively! White chart paper increases legibility. Use black markers for general text and coloured ones for special effects and decoration. If using pin-board cards, select pastel-coloured cards.

Let posters speak for themselves! Put an attractive title on top or in the centre. Structure your poster to guide the eye (titles, paragraphs, bullets, boxes, mind-map format, etc.). Take the reading direction into account (top to bottom or from centre outwards). Be aware of the saying: "If the eye is not attracted, the feet will pass by."

Use a simple language. Avoid abbreviations.

Install technical equipment before the meeting! Check if it is running properly. Verify the legibility of the visualization.

Peer Assist

Peer Assist is the most economic way of designing a project and avoiding errors and mistakes based on others' experience and knowledge. It is a method of knowledge and experience sharing among two teams, based on dialogue and mutual respect. A work team starting up a new project or task – the hosts – call on another team with experience in the respective field of activity.

Peer Assist allows the requesting team to gain input and insights from people outside the team, and to identify possible new lines of enquiry or approach – in short, reusing existing knowledge and experience rather than having to reinvent the wheel.

It is worth using a Peer Assist when a team is facing a challenge, where the knowledge and experience of others will really help, and when the potential benefits outweigh the costs of travel.

While Peer Assist is used for planning, Peer Review is the analogue tool for evaluation.

Steps in a Peer Assist

The host team clarifies the purpose and invites an experienced team (6 to 8 persons).

At the start of the Peer Assist itself, the host and facilitator allow time for socializing and create a good climate among participants.

The presenter(s) of the host team explain the project; brief and precise: 10 to 15 minutes will be enough. They express the specific needs of the team and the expected outcome.

The visiting team further explores the situation and gives feedback to what they learnt.

The visiting team identifies options to solve the problem. The host team listens carefully and the facilitator records these options.

The visiting team presents their final feedback. The host team is prepared to hear something it did not expect.

The host team commits to follow-up actions and to keeping the visiting team updated.

Together, they identify lessons learnt and further interested persons to share with.

Briefing and Debriefing

Briefings are used to update consultants and other staff with newest contextual information, debriefings to inform decision makers about specific situations, findings of evaluations or studies and respective recommendations. The briefing note is a key for every form of briefing, be it oral or written, face to face or distant. A briefing note should be:

short: one or two pages, and always as short as possible;

concise: a short document isn't necessarily concise; use every word efficiently;

clear: keep it simple and to the point; always keep your reader firmly in mind;

reliable: the information in a briefing note must be accurate, sound and dependable;

readable: use plain language and design your briefing note for maximum readability.

Structure of a Briefing Note

A briefing note includes the purpose, the summary of the facts, and the conclusion. Current sections of a briefing are:

Issue: A concise statement of the purpose, proposal or problem.

Background: The details the reader needs in order to understand what follows.

Current Status: Description of who is involved, what is happening now, etc.

Key Considerations: A summary of important facts and considerations.

Options: Including the pros and cons of each, or what will happen next.

Conclusion and/or Recommendations: Clear, direct and substantiated by the facts put forward.

Brainstorming

Brainstorming makes it possible to quickly and with a minimum effort widen one’s horizon about available experiences, ideas and opinions. This method, good for application in groups and in workshops, consists of collecting uncommented ideas or suggestions. Thus it is used especially at the beginning of a meeting or workshop in order to gain an overview of the available experiences or ideas to be built upon. Brainstorming sessions are useful for solving problems, making product innovations, improving communication patterns, optimizing customer services, scheduling projects, budgeting, etc.

How to go about it?

Introduce a brainstorming question both orally and in writing on chart paper. Set time limits.

Invite participants to respond with as many ideas or suggestions as possible, ideally in concise words.

Refuse any comment on participants' contributions. Emphasize that all ideas are equally valid.

Record each response on cards or chart paper.

Group same and related ideas in clusters. Ask "What is missing?"

Prioritize and analyze the results. Make participants feel the value added of the brainstorming in a bigger context. Decide on further steps.

Group Facilitation

Facilitation is the art of guiding the discussion process in a group. The facilitator is responsible for the planning and implementation of an appropriate process; the concerned group is responsible for the content by contributing expertise. Facilitation aims at being economical (goal oriented and time efficient) and at ensuring the well-being of all involved participants (giving room to all voices in a group, establishing an atmosphere of listening to each other, and striving for decisions that are supported and owned by all).

Conditions for successful facilitation are: commitment for openness and sharing, benefits for all, and respect for the facilitator based on his / her competence, neutrality, independence and credibility.

What is most important?

Negotiate your mandate with the owner of the event. First get clarity about the expected results, and then choose the appropriate methods.

Successful facilitation begins with preparation. Make sure, the programme meets the expectations of the owner and the concerned group.

Limit yourself to what is feasible. If needed, re-negotiate your mandate.

At the start of every event, make a clear agreement with the participants (objective, programme, time frame, roles, and procedure).

Stick to your role (process manager) and respect the role of the participants (experts of content).

Communities of Practice (CoP)

A CoP is a network of people with a common interest or problem in a specific area of competence and who are willing to work together for a given time to learn, develop and share that knowledge.

Six essential aspects of a successful CoP

Strong community – a group of (more or less) active members with a lively interest for the CoP and its topics and who give it priority. Member pool is often fluctuating not stable.

Clear and well-defined domain – there is a specific thematic orientation; the domain is relevant and meaningful to members.

Link to own practice- members are active in the given domain. Shared experiences, concepts and strategies spring from and are being tested against the individual reality of practice.

Personal motivation – membership is voluntary and based on personal interest.

Mandate – the involved organization(s) defines and is interested in the given thematic focus and has an interest in a concrete outcome. Commitment of members is supported by providing necessary working time and resources.

Informal structure – goes beyond organizational boxes and lines, often combining horizontal and diagonal links. It makes a link between units within and/or between the organization(s).