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Good for: Providing feedback about work

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Tuning Protocol (CLEE 30-minute version) | CLEE Protocol Library

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Research tells us when adults collaborate, it leads to increased equitable outcomes in student learning. We can help you build shared leadership within your team and create effective and engaging agendas to make your work together something everyone looks forward to and ultimately moves the needle on student learning.

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Good for: Small-group coaching/consultations

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Liberating Structures - 8. Troika Consulting

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liberating structures, social invention.net, microstructures, disruptive innovation, behavior change, collaboration, social invention, diffusion of innovation, strategy, transformation, heuristics, complexity science, emergence

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This choice board contains four different protocols. For this activity, you will choose one protocol to explore. Please follow these steps:

1. Decide which protocol you want to learn more about. (Note: The "Good for" section on each post lists what the protocol is useful for.)

2. Click on the heart icon in the bottom left corner of the protocol you have selected to indicate your choice.

3. Click on the image of the protocol to access the webpage. It will open up in a new tab.

4. Carefully read the webpage to learn about how the protocol works.

5. Return to this Padlet board. Click on the "Add Comment" region below the protocol you selected, and answer this question: "How could you use this protocol in your workshops?" Click on the pink arrow to save your comment.

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Good for: Data analysis

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Atlas Protocol (CLEE 30-minute version) | CLEE Protocol Library

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Research tells us when adults collaborate, it leads to increased equitable outcomes in student learning. We can help you build shared leadership within your team and create effective and engaging agendas to make your work together something everyone looks forward to and ultimately moves the needle on student learning.

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Good for: Discussions (This is a slight tweak on the common Think/Pair/Share activity)

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1-2-4-All

Engage Everyone Simultaneously in Generating Questions, Ideas, and Suggestions (12 min.)

What is made possible? You can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

Five Structural Elements - Min Specs

1. Structuring Invitation

Ask a question in response to the presentation of an issue, or about a problem to resolve or a proposal put forward (e.g., What opportunities do YOU see for making progress on this challenge? How would you handle this situation? What ideas or actions do you recommend?)

2. How Space Is Arranged and Materials Needed

Unlimited number of groups

Space for participants to work face-to-face in pairs and foursomes

Chairs and tables optional

Paper for participants to record observations and insights

3. How Participation Is Distributed

Everyone in the group is included (often not the facilitator)

Everyone has an equal opportunity to contribute

4. How Groups Are Configured

Start alone, then in pairs, then foursomes, and finally as a whole group

5. Sequence of Steps and Time Allocation

Silent self-reflection by individuals on a shared challenge, framed as a question (e.g., What opportunities do YOU see for making progress on this challenge? How would you handle this situation? What ideas or actions do you recommend?) 1 min.

Generate ideas in pairs, building on ideas from self-reflection. 2 min.

Share and develop ideas from your pair in foursomes (notice similarities and differences). 4 min.

Ask, "What is one idea that stood out in your conversation?" Each group shares one important idea with all (repeat cycle as needed). 5 min.

WHY? Purposes

Engage every individual in searching for answers

Avoid overhelping and the overcontrol-dependency vicious cycle

Create safe spaces for expression, diminish power differentials

Express "silent" conversations and expand diversity of inputs

Enrich quality of observations and insights before expression

Build naturally toward consensus or shared understanding

Tips and Traps

Firmly facilitate quiet self-reflection before paired conversations

Ask everyone to jot down their ideas during the silent reflection

Use bells for announcing transitions

Stick to precise timing, do another round if needed

In a large group during "All," limit the number of shared ideas to three or four

In a large group, use a facilitator or harvester to record output not shared

Invite each group to share one insight but not to repeat insights already shared

Separate and protect generation of ideas from the whole group discussion

Defer judgment; make ideas visual; go wild!

When you hit a plateau, jump to another form of expression (e.g., Improv, sketching, stories)

Maintain the rule of one conversation at a time in the whole group

Do a second round if you did not go deep enough!

Riffs and Variations

Graphically record insights as they emerge from groups

Use Post-it notes in Rounds 2 and 3

Link ideas that emerge to Design Storyboards, Improv Prototyping, Ecocycle Planning

Go from groups of 4 to groups of 8 with consensus in mind. Colleague Liz Rykert calls this Octopus!

Examples

Use after a speech or presentation, when it is important to get rich feedback (questions, comments, and ideas), instead of asking the audience, "Any questions?"

A group of managers used two rounds of 1-2-4-All to redesign their less-than-stimulating weekly meeting.

For a spontaneous conversation that starts after the topic of a meeting has been announced

For a group that has been convened to address a problem or an innovation opportunity

For unlocking a discussion that has become dysfunctional or stuck

In place of a leader "telling" people what to think and do (often unintentionally)

For a group that tends to be excessively influenced by its leader

Read Craig Yeatman's story in Part Three: Stories from the Field about using 1-2-4-All to help manage a merger decision, "Inclusive High-Stakes Decision Making Made Easy."

Attribution: Liberating Structure developed by Henri Lipmanowicz and Keith McCandless

Collateral Material

Above: 1-2-4-All generates lively engagement in Peru

Above: Multiple pairs "parallel processing" a shared challenge in Seattle

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liberating structures, social invention.net, microstructures, disruptive innovation, behavior change, collaboration, social invention, diffusion of innovation, strategy, transformation, heuristics, complexity science, emergence