Written by NCDD director Sandy Heierbacher to expand upon the text on our “What Are Dialogue & Deliberation?” page. This resource provides enough details to enable you to decide which of these leading dialogue and deliberation methods you should learn more about. In addition to looking at which methods fit your intentions, you will need to consider which methods are aligned with your resources, timeline, and the people you feel need to be involved. The text below is drawn from NCDD’s Engagement Streams Framework. AmericaSpeaks […] (continue)

Possibilities for Transformational Conferences is an 8-page primer on how to plan events for 50 or more people that are interactive, engaging, and generally fabulous. Author Tree Bressen (with Debby Sugarman and Sunrise Facilitation) briefly introduces techniques for making events more participatory and engaging, including Open Space Technology, World Cafe, Appreciative Inquiry, fishbowls, “speed dating,” storytelling, and more. Download at http://treegroup.info/topics/Transformational_Conferences.pdf. About Tree Bressen… From her home in Eugene, Oregon, Tree Bressen consults with a wide variety of organizations on how to have meetings that […] (continue)

Imagine Chicago is a Chicago-based nonprofit that facilitates and trains people in community visioning practices. Founded by Bliss Browne in 1992, the organization utilizes a three-step process of understanding what is, imagining what could be through collaboration, and creating what will be through action. Its community visioning and planning model incorporates Appreciative Inquiry (with an emphasis on intergenerational collaboration), Open Space Technology, the World Café, and asset based community development. This approach has inspired the creation of Imagine and other community planning projects spanning six […] (continue)

The UK-based New Economics Foundation, or "nef," is an independent think-and-do tank that inspires and demonstrates real economic well-being. We aim to improve quality of life by promoting innovative solutions that challenge mainstream thinking on economic, environment and social issues. We work in partnership and put people and the planet first. (continue)

Through the use of the applied behavioral sciences, NTL strengthens relationships and organizations by fostering self-awareness and interpersonal, group and system effectiveness. NTL pioneered a particular kind of learning environment called the T-Group, and has had a profound influence on the theory and practice that presently underlies the professional field of organization development. (continue)

Knowledge mapping offers a tremendous resource for deliberation about issues or problems. We can lay out what we collectively know, visually clarifying relationships among the relevant factors, actors, sectors, etc., involved with the problem being deliberated. (continue)

Appreciative Inquiry (AI) is about the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives "life" to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms. AI involves, in a central way, the art and practice of asking questions that strengthen a system's capacity to apprehend, anticipate, and heighten positive potential. (continue)

This concentration is designed for current and future leaders in all types of organizations (business, educational, health care, community service, government). Students learn the skills important for the creation, design and management of organizations that are able to adapt to continual changes while respecting core human values. The concentration teaches skills of leading change and of active inquiry as a means of addressing complex organizational challenges. (continue)

This quick-reading 100-page book is a how-to collection of tools that have proven to be highly effective for facilitation of group conversation about difficult topics. The book shows how to help people hear each other when they feel like shouting; how to focus on the issues at stake rather than having a war of personalities; how to employ actual practices for better understanding (interviews, small-group discussions, role-reversal presentations); and how to move a group toward making a decision that all can honestly support. (continue)

True knowledge sharing in organizations occurs less regularly than most of us think. What can be done to help create a system in which people share the internal "know-how" unique to each organization? In this contribution to change management, Tojo Thatchenkery describes a brand new methodology called Appreciate Sharing of Knowledge [ASK] and provides a step-by-step tool kit for anyone interested in knowledge management. (continue)