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We use this method as an “opener” or “ice-breaker” of a moderation session. It helps to show how similar we are as a group in some ways and how we differ at the same time. Moderator asks series of questions and people should decide according to the answers. Then you see that you appear in different groups every time.

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Project which promotes creativity to reach solutions to a specific problem in a judgement-free, spontaneous environment, where the priority is quantity rather than quality of ideas

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Version 1: two axes (X = satisfaction with the result, Y = atmosphere -> however, it could be anything else depending on the group's goals); ask participants to mark their opinion
Version 2: only one axis - how satisfied are you with the result - either on paper, raising their hand or standing in line (similar to constellations)

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The sticking dots technique is an effective team rating process. It gives all participants an opportunity to get directly involved and vote for individual preference or priority from a list of ideas or items. Participants indicate their choice(s) by sticking adhesive-backed colored dots next to them on a chart.

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It encourages individuals to write down their thoughts and share them with others in an anonymous manner as opposed to discussing them aloud

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Defending and discussing ideas in teams

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Collection of ideas about a topic or issue through card inquiry

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For coordinating and anaylzing importance and effort.

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Brainstorming from the perspective of a 3rd party.

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Checklists are formats designed to perform repetitive activities, to verify a list of requirements or to collect data in an orderly and systematic manner. They are used to make systematic checks of activities or products ensuring that the worker or inspector does not forget anything important.

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Collecting Strengths & Potential -> + & - 

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Collecting Strengths & Potential -> + & - 

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Visual tool for free association of concepts in relation to a problem or topic

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sociocratic method of decisione making: There is consent to a proposal when no member of the circle has an objection. By definition, objecting requires that a circle member has reason to assume that circle cannot achieve its aim adequately if the circle approves the proposal. In other words, any circle member can flag an issue in a proposal and make sure the circle improves the proposal before passing it.

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there are some stations in the room and people move in these stations based on their opnions or ideas on the topic

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Once you have taken a decision, plan step by step your next moves. in this way, you don't forget what you have said and have clear in mind the path you have to follow.

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One of the possibilities to wrap up the session is to go through the ideas that were implemented as well as those that could not be used for any reason.
How to: write down the rejected ideas/difficult topics and throw them in the paper bin
Using the Waste paper bin activity might help to symbolically end the day and relieve the pressure after a long meeting.

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The scenario technique is a strategic planning procedure and is used to project an existing condition into the future. The core of the scenario technique is the creation of different future scenarios that take several influences into account.

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The six thinking hats is a tool to boost the productivity of creative thinking by dividing up the different styles of thinking into six "hats": logic, emotion, caution, optimism, creativity, and control. Each person, or team, takes on the role of a hat, ensuring that all viewpoints and styles are covered.

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Make sure that my contribution is noted

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A meeting can also be ended with an open discussion when all participants are encouraged to come up with final remarks. This technique might be less suitable for larger groups (e.g., time reasons, unequal engagement etc.)
In an open discussion, anyone present can speak for as long as they like, and there are no rules governing turn-taking, topic adherence, or other constraints on the discussion.