Deloitte Advanced Facilitation Toolkit

Advanced Facilitation
Community of Practice (AFCoP)
Advanced Facilitation
Methodology Toolkit
Redacted for External Use
Deloitte Consulting LLP
2013
A collection of proven innovative techniques for developing actionable solutions
Version 1

Advanced Facilitation Methodology Toolkit
A comprehensive collection of facilitation tools, techniques, and best
practices to develop innovative solutions to complex challenges.
Facilitation can take many forms. From guiding a team through a difficult meeting, to leading
an organization in the development of a long-term strategy, the nature of facilitation varies
widely from one situation to the next.
However, tools and methodologies exist that can substantially increase a facilitator’s
effectiveness in achieving a specific goal. Advanced facilitators are skilled at selecting the
right combination of these techniques, depending on what they are hoping to accomplish. If
executed correctly, benefits can include increased engagement , more original ideas,
actionable and viable solutions, organizational buy-in, and a strategic plan for the future.
This toolkit outlines ten advanced facilitation methodologies, describing what each one is,
when to use it, and how it works. These best practices are designed to support you in
choosing and executing facilitated sessions for clients and internal teams.
For more information on these methodologies see the appendix for additional resources.
Why Use It?
1
Crazy Idea Factory DeepDive Gamestorming
Graphic Facilitation Hackathon Happy Line Innovation Café
Mind Mapping Technology-Enabled
Facilitation
War Gaming

AFCoP
Introduction 1
Methodologies
Crazy Idea Factory 2
DeepDive 4
Gamestorming 6
Graphic Facilitation 8
Hackathons 10
Happy Line 12
Innovation Cafe 14
Mind-Mapping 16
Technology-Enabled Facilitation 18
War Gaming and Simulations 20
Appendix 22
Methodology Chart
Additional “Who Has Done It?” 24
Facilitation Best Practices 26
What’s Next 38
2013
A collection of proven innovative techniques for developing actionable solutions

Keep It
Ideas that are innovative, innovative,
viable, and comprehensive
Kill It
Ideas that are not innovative, viable,
or comprehensive
Ideas that will be further discussed by
the following groups
Alter It
Sample Idea Board
Key Problem: Poor Efficiency in the Chief Information Office
Idea: Build Custom Email Platform
Crazy Idea Factory
An exercise that rapidly generates and tests solutions against multiple
criteria to assess viability.
Why Use It?
Crazy Idea Factory allows participants to rapidly assess innovative ideas against multiple
clearly-defined success criteria. It’s “keep-kill-alter” approach helps identify which proposed
innovative solutions have the greatest likelihood for success, and which require adjustments
to increase their viability. It is a useful approach when hoping to generate a prioritized list of
potential solutions to a challenge based on understood assessment criteria.
How Much Time Does It Take?
Crazy Idea Factory lasts approximately 30 minutes to 3 hours, depending on the number of
participants/tables and the time allotted for activities.
Who Participates In It?
Facilitators: A lead facilitator describes the facilitation methodology and manages logistics.
Table facilitators guide the discussion, records and post ideas and solutions, and introduces
ideas and solutions during each rotation.
Subject Matter Experts (SMEs): 1-6 subject matter experts provides detail on the theme of
the session and can inject adjacent or opposing information in idea discussions. (Optional)
A Diverse Group of Participants: 15-40 participants in groups of 3-6 generate ideas and select
ideas to develop into solutions.
What is the Best Environment For It?
Participants need a room large enough to fit the number of tables and number of participants
per table determined to be ideal for the session; the tables should be spaced to allow
participants to comfortably sit and walk around the room. Each table should have sticky
notes, pens/markers, a flip board chart (“Idea Board”), and easels.
What Is It?
Military Health Systems (MHS) Innovation Team
Obesity Management DeepDive
The MHS Innovation team used graphic facilitation as part of their three-part DeepDive series
about obesity management, smoking cessation, and knowledge sharing
Contact: Kara Shuler
Who Has Done It?
This sample Crazy Idea Factory Session is designed for a two hour timeframe with 24
participants divided equally among 4 tables, 1 lead facilitator, 4 table facilitators, and 1 SME.
Introduce (15 minutes)
▪ The lead facilitator presents the methodology and key problem. (5 minutes)
▪ A subject matter expect provides additional insight to the key problem, highlighting
components of the problem and the need for change. (5 minutes)
▪ The introduction is concludes by presenting the agenda and “rules” for the session and
answering any questions, see Appendix for more information. (5 minutes)
Generate and Select (60 minutes)
▪ The group collectively brainstorms potential solutions to a presented challenge question,
and then votes to identify top ideas. (15 minutes)
▪ The group divides itself among the four tables, each with a different assigned assessment
criteria (these criteria can be determined by the group, or beforehand by session
leadership). Each group is asked to place the ideas that received the top votes into one of
three categories – “Keep It,” “Alter It” or “Kill It” – based on the group’s assessment of
those ideas against the table’s assigned criteria. (15 minutes)
▪ The group reconvene and compares how each idea was classified at each of the four tables.
Any idea that is assessed as “Keep It” at all four tables is automatically placed aside as a
high-priority solution. Any idea that receives a “Kill It” vote is automatically discarded
(ideas should only receive “Kill It” votes if they are assessed as unviable against a table’s
assessment criteria). (15 minutes)
▪ Ideas that received some combination of “Keep It” and “Alter It” votes are considered by
the group. The group is asked to identify adjustments that would move ideas from the
“Alter It” column to the “Keep It” column against a specific criteria. (15 minutes)
▪ A final list of prioritized initiatives is identified (15 minutes).
Debrief (10 minutes)
▪ The lead facilitator ends with feedback and next steps. (5 minutes)
How Does It Work?
Advanced Facilitation Methodology Toolkit2 3

DeepDive
A focused team approach to developing solutions to specific problems
through a combination of brainstorming, prototyping, and feedback loops.
Why Use It?
A DeepDive uses design principles to rapidly prototype solutions to a clearly-defined
problem. The problem, referred to as the Design Challenge, should be specific enough that
people can tell if it has been solved by a prototype solution. By harnessing the collective
intelligence and creativity of a diverse group in a time-compressed environment participants
naturally build consensus through the DeepDive brainstorming, prototyping, and feedback
process which is repeated several times to until the best ideas are built into viable solutions.
The time to complete a DeepDive can range from 4 hours to two 8 hour days, depending on
the number of participants/tables and the time allotted for activities.
Table facilitators guide the discussion and records and post ideas and solutions.
Subject Matter Experts (Optional): 1-6 subject matter experts provides detail on the theme of
the session and can inject adjacent or opposing information in idea discussions.
notes, pens/markers, a flip board chart, and easels. Depending on the requirements of the
prototype design, there should be materials available to visually craft solutions.
What Is It?
Military Child Education Coalition (MCEC)
Strategic DeepDive for Military-Connected Children
Led a day long DeepDive for 60 influential leaders from DoD, Congress, NPR, Sesame Street,
FedBid, and others to develop solutions to enhance education for highly mobile students.
Contact: Jason Miller
World Bank
Cross-Cutting Initiatives Deep Dive
Developed solutions by coordinating efforts between governments, nonprofits, and the
private sector to identifying key relationships, areas of focus, and detailed action plans.
Contact: Shrupti Shah
Who Has Done It?
This sample DeepDive is designed for a full day session with 30 participants divided into 3
groups of 10, 1 lead facilitator, 3 table facilitators, and 1 SME. At least 60 minutes for lunch
and a few 15 minute breaks should be included in the day’s events.
▪ The lead facilitator introduces DeepDive and the Design Challenge. (20 minutes)
▪ Participants are turned into experts on the problem through a SME presentation, in
addition to a video and pre-reading, provided prior to the session. (60 minutes)
▪ Each group separately brainstorms solutions to the key problem. Table facilitators post
solutions on a flip chart. The group then prioritizes and selects top 5 solutions from the
table for further discussion. (30 minutes)
▪ Participants rotate as a group (a Frenzy) to the other tables to comment and vote on the
other solutions, the table facilitator and one group participant remains at their table to
present solutions and record comments. (35 minutes, 5 minutes per table).
▪ Participants return to their original table and review the comments and votes provided by
the other groups. They then have the option of “stealing” ideas they observed from other
groups and adding them to their own list of solutions.
▪ The group then selects two solutions and further builds them out into prototypes by
developing tangible and actionable details needed to determine future success and to
create buy-in such as outputs, resources, and time. (30 minutes)
▪ Participants repeat the Frenzy. (30 minutes, 5 minutes per table)
▪ Participants return to their original table to review the comments and votes. Again, they
have the option of stealing ideas from the prototypes observed at other groups’ tables. The
group prepares for the debrief by finalizing details for the top solution. (30 minutes)
▪ One participant from each table debriefs the session on the their group’s final solution.
Participants have the opportunity to ask questions at the end of each presentation to
discuss the refinement, evolution, and effectiveness of solutions. There will be three
detailed, actionable solutions to the Design Challenge. (45 minutes)
How Does It Work?
DeepDive Overview
Subject Matter Expert –
provide context throughout the
session to enhance prototypes
Table Facilitators –
record and post ideas,
while participants rotate,
table facilitators stay at the
table to record comments
Lead Facilitator –
introduces, coordinates, and
times the session
Each group brainstorms ideas and develops
prototypes to solve a design challenge; the frenzy
process of rotating tables and providing feedback
encourages the best ideas to be fully developed in
immediatelyactionableprototypes
Use rapid prototyping to fail
early and often, but to succeed
faster and more effectively

Gamestorming
A structured process of play-based facilitation to break brainstorming
complacency and tailored to meet a variety of diverse objectives.
Why Use It?
Gamestorming is based on the principle that playing a game is a natural learning activity
aligned with development. Games are fun and entertaining and when structured can result in
practical and tangible benefits. Games are best for adding energy and creativity in to simple
facilitated sessions such as decision-making, designing, innovating, planning, presenting,
team-building, strategy developing, and more.
Gamestorming sessions last as long as needed to complete a stated objective, but the
majority of games range between 5 minutes and 2 hours.
Facilitator(s): A lead facilitator describes the facilitation methodology and manages logistics.
The lead facilitator, or optionally support facilitators, guide the discussion by posting ideas
and solutions. If the objective requires subject matter expertise, information can be provided
prior to the session or presented by the facilitator(s) or a subject matter expert can provide
detail on the theme of the session.
A Diverse Group of Participants: 5-40 participants individually or in groups as required by the
specific session generate ideas and select ideas to develop into solutions.
per table determined to be ideal for the session; frequently for gamestorming sessions a U-
shaped table setting is best to see all the elements of the game and encourage group
collaboration. Depending on the requirements of the session, there should be sticky notes,
pens/markers, a flip board chart, easels, and other materials to visually craft solutions.
What Is It?
We are searching for great examples!
Who Has Done It?
Below are sample Gamestorming sessions for generating ideas and selecting solutions in
opening, exploring, and closing situations with varying durations and numbers of participants.
Post-Up
An opening game to set the stage, develop themes, engage with information, and generate
ideas through sticky notes writing for approximately 10-60 minutes with 1-50 participants.
▪ The lead facilitator introduces the game and presents a question participants will focus on
for the session. Participants silently brainstorm answers to the question and write ideas on
individual sticky notes. After a set amount of time, participants post and present their
ideas. After all the ideas have been presented, the lead facilitator engages a group
discussion to sort the ideas into logical categories to identify trends and themes.
Ethos, Logos, Pathos
An exploring game to examine and experiment ideas and solutions to a problem in several
different ways for approximately 10-60 minutes with 1-10 participants.
▪ The lead facilitator introduces Aristotle’s three part framework for effective
communication and asks participants to develop their ideas (value propositions) using this
framework. (Ethos/Credibility: Who are you, and what authority to you have the topic?
Logos/Logic: How clear and consistent is your reasoning, and what the facts?
Pathos/Emotion: How vivid, memorable, and motivating is your message?) Participants
then individually score these areas on a scale of 1-10. Discuss results as a group.
Start, Stop, Continue
A closing game to reflect on aspects of a situation and develop conclusions, decisions, next
steps for approximately 10-60 minutes with 1-10 participants.
▪ The lead facilitator introduces the game and the topic or goal at hand. Participants
individually brainstorm while considering 1) What things do we need to start? 2) What
things do we currently that we should stop? And 3) What things should we should
continue? Share results with the group for discussion.
How Does It Work?
Start Stop Continue
▪ Daily
standups
▪ Friday
“Flash
Report”
▪ Weekly
status
meetings
▪ Tracked
email
▪ Prioritized
budget
▪ Lessons
learned
Value Proposition: Mix global social
network AND online marketplace
Topic: Improve Weekly Office
Communication
LOGOS
PATHOSETHOS
▪ Need more 3rd
party proof
points
▪ No
supporting
visuals
▪ Test
audience run
successful
5
48
Question: What are possible uses
for Product X?
1 ▪ Post and
acknowledge
all ideas
▪ Sort into
meaningful
topics or
categories
2 #1 #2 #3 #4
Sample Gamestorming Sessions
Post-Up Ethos, Logos, Pathos Start, Stop, Continue

Graphic Facilitation
A visual method that uses images, drawn in real time, to engage a group
by presenting ideas and solutions in an innovative and graphic way.
Why Use It?
Graphic facilitation uses images, drawn real-time, to engage groups and facilitate meetings. It
can be delivered as a work product, or used simply as a means to facilitate the creative
process. Graphic Facilitation can help individuals make connections, better understand
relationships, and recall related details by leveraging the power of images to present
information in a new and exciting format, adding energy and creativity to the session. Graphic
Facilitation could be used in conjunction with another methodology or used to facilitate
discussions through graphic templates.
Graphic Facilitation lasts as long as the session it is being used in parallel with and can be
more informal, to record ideas, or more formal, to develop a strategy in a DeepDive. Graphic
facilitation may require preparation prior to the session to develop templates.
Facilitator(s): A lead facilitator describes the facilitation methodology and manages logistics
for the session. Support facilitators guide the discussion using graphic facilitation to posting
ideas and solutions. Subject matter expertise, is provided as required by the session.
session generate ideas and select ideas to develop into solutions.
per table determined to be ideal for the session. Flip board charts or butcher paper, easels or
tape, markers and, if needed, templates should be provided for the support facilitators.
Participants should have materials as required by the session.
What Is It?
United States Postal Service (USPS)
Strategic Planning Team Offsite
The USPS Office of Strategic Planning team used graphic facilitation at a 2-day client offsite
to capture challenges and outline goals for the coming year.
Contact: Jason Manstof
Homeland Security and Defense Business Council
Monitor Deloitte Strategic Cascade
VP and above of major homeland security and defense leading contractor Created a graphic
SWOT analysis of to assess changes at GOHSEP Disaster Recovery, assess its impact on current
goals, and define a strategy as the organization looks forward 3-5 years
Contact: Scott Huntsman
Who Has Done It?
Graphic Facilitation is simple to use and can be tailored for any timeframe and any number of
participants. Most often it is used in conjunction with another facilitated session.
Graphic Facilitation Best Practices
▪ Be creative and Do Pre-Work. Graphic facilitation should be tailored to what you need out
of a session, creating template prior to sessions allows you to maximize creativity and be
fully prepared for advanced facilitated sessions.
▪ Capture as much as possible. During a session, graphic facilitation acts as note taking for
the entire group. Having multiple facilitators and pre-made templates helps this process,
allowing you to capture more information while staying organized.
▪ Save your work! Always take pictures at the end of the session and save the originals if
possible. Having hard and soft copies of your work allows you to review and share what
was captured during the advanced facilitated session.
▪ Practice! Drawing basic shapes in your notes, creating your own templates, and
experimenting with printed and self-created images will help you become better at using
graphic facilitation quickly and effectively.
How Does It Work?
Sample Graphic Facilitation Templates
Identifying Priorities Developing Strategies Increasing Innovation
1. PURPOSE
Focus
Attention
Energize Flow
Activate
Comparisons
Build
Combinations
Increase
Understanding
Animate
Meaning
Show Unity
2. PROCESS Orienting Trust Building
Clarifying and
Planning
Committing
and Deciding
Implementing
and
Sequencing
Presenting and
Interpreting
Mastering
3. GRAPHICS
POSTER LIST CLUSTER GRID DIAGRAM DRAWING MANDALA
4. PROCEDURE Differentiate Line Up Space Out Cross Branch Analogize Center
Graphic Facilitation for Visual Meetings

Hackathon
A methodology designed to rapidly assess organizational performance
against stakeholder priorities and identify opportunities for reallocation.
Why Use It?
Hackathons bring together technology developers and subject matter experts, who would not
normally collaborate together, to develop technology-based prototypes for challenges.
Hackathons are best used when a group wants to develop and then merge a variety of
technology solutions for a specific problem in a very short period of time.
Hackathons can last from one day to one week depending on the number of participants and
complexity of the problem. The majority of session last two to three days; one day for
research and knowledge sharing and one to two days for prototype development.
for the session. Support facilitators should be assigned to group to guide discussions as
intermediaries between the technology developers and subject matter experts.
A Diverse Group of Participants: 30-120 participants in groups of no less than 6 per group as
required by the session generate ideas and select ideas to develop into solutions. Ideally the
groups will have a equal mix of technology developers and subject matter experts. Depending
on the complexity of the challenge business development specialists, marketing specialists,
and content developers may also be included in the groups.
Participants need a space large enough to fit the number of tables and number of participants
per table required by the session. Participants should have the proper technology and
materials needed for prototyping including Wi-Fi, computers, flip charts, and markers.
What Is It?
Who Has Done It?
Below is a sample Hackathon session designed for a two day session with 60 participants
divided into 10 groups of 6, 1 lead facilitator, and 6 table facilitators. At least 60 minutes for
lunch and a few 15 minute breaks should be included in the day’s events.
Introduce (Day 1 – 180 minutes)
▪ The lead facilitator introduces the methodology and the challenge at hand. (30 minutes)
Generate and Select ( Day 1 – 270 minutes)
▪ Each group separately brainstorms technology oriented solutions to the challenge. Table
facilitators post solutions on a flip chart. (60 minutes)
▪ The group then prioritizes and selects top three solutions from the table for further
discussion. Technology developers and subject matter experts focus on the feasibility and
viability of the solutions presented until the top solutions is selected. (30 minutes)
▪ The group then takes the top three solutions and further builds them out into prototypes
by developing tangible and actionable details needed to determine future success and to
create buy-in such as outputs, resources, and time. At this time, the technology solutions
can begin to be developed. (180 minutes)
Develop (Day 2 – 240 minutes)
▪ Day 2 begins with a brief agenda and then the group continue to develop solution
prototypes. In addition groups prepare a short presentation with a demonstration of their
finalized prototype. (240 minutes)
Debrief (Day 2 - 180 minutes)
▪ One participant from each table debriefs the group’s final solution to the entire session.
Solutions are then set up in a “technology fair” style to view all the solutions up close and
ask questions n to discuss the refinement, evolution, and effectiveness of solutions.
Optionally, judges can choice a winning solution for immediate implementation, which is
announced at the end of the session. (150 minutes)
How Does It Work?
Hackathon OverviewWE
HAVE
A diverse group of Subject
Matter Experts with big ideas
are paired with Computer
Programmers and Developer
to create technology solutions
surrounding the specific
challenge of the hackathon
BIG
IDEAS!
WE
CAN
BUILD
SOLUTIONS
logistics
more
fast
user friendly
mobile organized
profit
collaborative
supply chain
efficiency
sustainability
website
win
products
code
stakeholders
group
innovative group
seamless
integration
prototyp
e
Solution
Groups evaluate the
hackathon challenge…
…collaborateto brainstorm
viable solutions…
…and develop immediately
implementable prototypes…
…resulting in one
best-fit solution.

Happy Line
A conversational session to map organizational performance against
stakeholder priorities to align missions, goals, resources, and capabilities.
Why Use It?
Happy Lines are a method of quickly illustrating the alignment – or lack thereof – between
organizational performance and stakeholder priorities. This process can help a group
evaluate how resources can be reallocated to achieve superior outcomes. As a visioning or
strategic planning tool, Happy Line supports organizations by helping them identify varying
priorities and gaps in serving those priorities.
Happy Lines can be generated in as few as ten minutes or as much as two hours. This is
depends on the number of participants and number of strategic focus areas and varying
priorities evaluated. This session can also be used as part of a longer facilitated session to
identity development areas.
Facilitator(s): A lead facilitator describes the facilitation methodology, manages logistics for
the session, and guides the discussion using graphic facilitation to posting priorities.
A Diverse Group of Participants: 5-20 participants as required by the session generate , filter,
rank, and score content for the session. Participants should act as subject matter experts with
knowledge of strategic focus areas and stakeholder insights to provide increased accuracy for
the results of this session.
Participants need a room large enough to fit the number of participants determined to be
ideal for the session. Flip board charts or butcher paper, easels or tape, markers and, if
needed, a happy line template should be provided for the facilitators. Participants should
have pens, markers, and sticky notes as required by the session.
What Is It?
Who Has Done It?
Below is an sample Happy Line session designed for a 45 minute timeframe with 5 senior level
participants. A stakeholder priorities survey was completed and shared prior to the session.
▪ The lead facilitator introduces facilitation methodology, walks through an example using
the Happy Line chart, and reviews the results of the stakeholder survey. (5 minutes)
▪ Individually participants generate 3 to 6 internal stakeholder priorities (priorities of the
organization regardless of external factors) and post them on a main area. (5 minutes)
▪ The lead facilitator supports the group in compiling and determining the top 5 to 10
internal stakeholder priorities. These priorities are then placed on the x-axis of the Happy
Line chart by order or importance (most importance on the left). (2 minutes)
▪ The lead facilitator engages participants in a group conversation about the organizations
performance in each of the priority areas. Performance is ranked by placing a mark on the
y-axis, with the top of the chart being “excellent.” (2 minutes)
▪ The Happy Line drawn in the middle of the chart represents “ideal” of where resources
should be spent in the organization. Participants can now see markets above and below
this line representing where resources are over or under used. (1 minutes)
▪ Participants repeat the Happy Line process with external stakeholder priorities (priorities
of stakeholders regardless of internal organizational factors). (10 minutes)
▪ The group then compares the two charts to see variances and gap between internal and
external priorities, the performance against those priorities, and the resources required for
those priorities. By shifting resources from low priority areas above the Happy Line to high
priority areas below the Happy Line, organizations can more efficiently use resources and
successful achieve priorities. (10 minutes)
How Does It Work?
Happy Line Overview
Excellent
Above
Average
Average
Below
Average
Poor
Priority #1 Priority #2 Priority #3 Priority #4 Priority #5
x-axis
y-axis
OrganizationalPerformance
The Happy Line
identifies priority
areas that are
potentially under-
served and therefore
need additional
resources which can
be taken from lower
priority areas that are
over-served.
Low priority with high
performance. Decrease
resources to increase
resources for higher priority.

Innovation Café
An interactive event designed to bring a group together to build on each
other’s ideas and develop solutions to multiple, interrelated challenges.
Why Use It?
An Innovation Café is a process through which a diverse group builds on each others’ ideas to
generate solutions to multiple challenges simultaneously. Through a series of brainstorming
rounds, participants focus on different aspects of a central challenge or series of related
challenges, such as marketing, technology, training, and other functional components of
organizations. Innovation Café is ideal for developing multi-faceted solutions by exchanging
multiple ideas, insights, and perspectives from a diverse group of participants.
The time to complete a Innovation Café can range from 1 to 4 hours, depending on the
number of participants/tables and the time allotted for activities.
Table facilitators guide the discussion and records and post ideas and solutions.
Subject Matter Experts (Optional): 1-6 subject matter experts provides detail on the theme of
the session and can inject adjacent or opposing information in idea discussions.
notes, pens/markers, a flip board chart, and easels. Depending on the requirements of the
prototype design, there should be materials available to visually craft solutions.
What Is It?
Actuarial Foundation
The Actuarial Foundation Strategic Planning Event
Deloitte led a day long session to engage Actuarial Foundation board members in discussions
on necessary strategy changes to meet expectations and challenges over the next 3-5 years.
Contact: Dougie Harrop
United States Postal Service (USPS)
Innovation Center Collaborative Design Session
The Deloitte USPS Innovation Center team conducted an Innovation Café to design options for
an innovation center at USPS headquarters for review by USPS executive leadership.
Contact: Kara Shuler
Who Has Done It?
Below is a sample Innovation Café session designed for a two hour session with 25 participants
in groups of 5 with 1 lead facilitator, 5 table facilitators, and 1 SME.
▪ The lead facilitator introduces the Innovation Café methodology, the central challenge, and
the five aspects of the challenge participants will focus on. (5 minutes)
▪ Each group is given one of the five aspects of the central challenge to focus on. As a group,
participants brainstorms solutions to the central challenge, focusing on their assigned
aspect. For example, a central challenge could be “organizational efficiency” and the five
aspects could be technology, training, strategy, operations, and finances. Table facilitators
post solutions on a flip chart. The group then organizes and prioritizes top solutions from
the table for further discussion. (10 minutes)
▪ Participants rotate as a group to the next table, where they will review the previous groups
ideas on a different aspect. The groups then add and build upon those ideas. The groups
continue to rotate tables until they have reviewed all five aspects of the central challenge
and return to their original table. The table facilitators remain at the same table during
rotations to provide continuity. (40 minutes, 10 minutes per table).
▪ At their original tables, participants review the work of the other groups and vote on and
finalize the top solution. The solutions, after several rotations will have built out details as
required by the session, such as timeline and resources. (10 minutes)
▪ One participant from each table debriefs the session on the their group’s final solution.
Participants have the opportunity to ask questions at the end of each presentation to
discuss the refinement, evolution, and effectiveness of solutions. (30 minutes)
How Does It Work?
Innovation Café Overview
Table Facilitators
record and post
ideas, while
participants
rotate, table
facilitators stay at
the table to
record comments
Subject Matter Expert
provide context to
enhance prototypes
Lead Facilitator
introduces, coordinates,
and times the session
The concept of
rotating the tables
deliberately
disrupts the flow
of ideas, allows
people to question
or add to existing
ideas, and
increases the
number of idea
“branches” and
perspectives,
creating more
useful material
and solutions
Central Challenge:
The Workforce Development
Retention
Recruitment

Strategic Comms
Training
Mind Mapping
A method of graphically depicting relationships between similar concepts.
Why Use It?
Mind Mapping is a powerful way to present how complex things connect and relate. A central
topic is selected then various components of the topic are brainstormed. Logical organization
combined with the use imagery, color, and form makes it possible to jump around the map
and think of things in more detailed and distinctively nonlinear way. Mind-maps are excellent
tools when a group needs to visualize the relationships across varied topics.
Mind Mapping last as long as need to dissect a central topic. It is often used as an opening or
in conjunction with another session. Mind Mapping is also a helpful tool for individual
brainstorming or note taking to provide clarity on a topic.
for the session.
per table determined to be ideal for the session. Flip board charts or butcher paper and easels
or tape, markers should be provided for participants.
What Is It?
Who Has Done It?
Mind mapping is a technical to guide facilitated sessions, but is also useful for individual idea
organization. Below explains how a mind map is created and a few of its many uses.
Creating a Mind Map
A Mind Map revolves around a core word or concept with approximately 5 to 10 supporting
ideas related to the core word or concept, with 3 to 10 additional ideas are developed for the
supporting ideas, creating a web of ideas around the core word or concept.
▪ Put a word or symbol that represents the core idea or concept the center of a page.
▪ Capture every supporting ideas and detail that comes to mind regarding the core idea.
▪ Connect supporting ideas and details to core by writing key words on extending main lines
from the center. Related ideas and details are connected as branches.
▪ Use color and symbols to organize ideas, stimulate new ideas, or to create themes.
Using a Mind Map
Facilitating
▪ A master mind map or individual mind maps allows all ideas to be captured and logically
placed so that the discussion easily flow among members of a group. Mind mapping is ideal
for an icebreaker or brainstorming by encouraging a plethora for ideas to be explored. The
mind map(s) can act as a key artifact to guide the session and spur conversation.
Note-taking and Outlining
▪ A mind map allows participants to place a new idea in the right place, regardless of the
order of the presentation and encourage the reduction of concepts into simple, easily to
remember, words. As a result mind maps are beneficial for visual memorization.
Project Management
▪ Mind maps support the project management process by capturing all ideas in a brief and
concise way with a simple graphic presentation to guide project initiatives. Branches can
act as initiatives for the project which is focused on a core idea; for example, monitor and
control as a core idea could have status reports, weekly check-ins, and roles and
responsibilities as branches with several supporting details. Mind mapping can also be
used in project management to outline group’s skills, client interest, market’s served,
stakeholder priorities, “if-then” statements, multimedia markets, and more.
How Does It Work?
Sample Mind Map
Visioning
Imagin
e
16 17
Engag
e
Effective
Meetings
Enact
think

Technology-Enabled Facilitation
A suite of technology tools to support facilitation of groups across a wide-
range of geographies.
Why Use It?
Technology enable facilitation has two main types: multi-modal facilitation and virtual
facilitation. Multi-modal facilitation is a technique used during graphically facilitated sessions
to help recall related details by leveraging the power of images by virtually capturing session
progress for future review. Virtual facilitation is simulates a advanced facilitated session for
remote participants using purposeful participation, interactive activities, and tailored pre-
work to increase participant engagement and interest throughout the session. Both multi-
modal facilitation and virtual facilitation should be used in conjunction with another
methodology . The multiple uses of technology enabled facilitation allows session designers
to tailor technology to meet the needs of the session.
Technology enabled facilitation lasts as long as the session it is being used in parallel with and
requires preparation prior to the session to test technology.
Facilitator(s): A lead facilitator describes the methodology and manages logistics . Support
facilitators and subject matter expertise are engaged as required by the session.
A Diverse Group of Participants: Participants individually or in groups as required by the
per table determined to be ideal for the session. Participants should have materials as
required by the session. Cameras, SharePoint, VTC, screen share, and other technology tools
should be used as required by the type of session.
What Is It?
Louisiana Governor's Office of Homeland Security and Emergency Preparedness (GOHSEP)
Strategic Planning Event
Used technology enabled facilitation which enabled GOSHEP to have a repository of their
efforts based on the facilitated session outcomes. The session helped them to: determine the
direction of Disaster Recovery for the next 3-5 years; develop a draft vision and mission
statement for Disaster recovery, and identify initial supporting strategic goals and objectives.
Contact: Scott Huntsman
Who Has Done It?
Technology Enabled Facilitation is used in concurrence with another advanced facilitation
methodology and should be tailored to the session as needed.
Technology Enabled Facilitation Best Practices
▪ Do Pre-Work. Technology enabled facilitation requires extensive pre-work to tailor the
session to best meet intended outcomes; technology should be tested prior to the session
and participants should be properly prepared to engage virtually.
▪ Command Attention. Technology can take away the face-to-face engagement of an
advanced facilitated session; therefore, when using technology facilitators need to over
engage their participants. Encourage feedback and participation as much as possible.
▪ Save your work! Always take pictures at the end of the session and save the originals if
possible. With technology enabled facilitation these images are essential to upload work
into SharePoint or email to participants after the session.
▪ Practice! Technology adds a new complication to facilitation, whenever using technology
take the time to practice and test all equipment and materials prior to the session. Prepare
participants and provide technology support during the session as needed.
How Does It Work?
Technology Enabled Facilitation Overview
Multi-Modal Facilitation
Virtual Facilitation
An active and engaging means of facilitating sessions for remote participants using chat
functions, VTC capabilities, and screen sharing.
Pre-Work Screen SharingVideo Teleconferencing
A cross-function visual method of facilitation using graphic facilitation and SharePoint to
retain session records and details for future use..
Facilitation Templates SharePoint

Sample War GamingStrategic War Games
explore “what keeps you
awake at night” and play
out high consequence
strategies to worst case
scenario situations
Operations War Games
build operational
readiness and resilience,
identify roles and
responsibilities, and test
communication channels
War Gaming
A simulation encouraging participants to develop solutions and act on
decisions based on environmental changes in a safe environment.
Why Use It?
War Gaming forces participants to make decisions based on external factors and test
potential solutions by playing out the consequences of decisions in a simulated environment.
This controlled environment allows for testing strategies and building consensus related to
launching new products, developing offensive and defense plans against external factors,
building organizational development, assessing the political landscape, and more. By start to
finish plans for simulating both strategic and operation decisions, many of which are high-risk,
War Games provide the opportunity to be more innovative and explore, test, and strengthen
solutions before they are deployed in the real-word.
The time to complete a War Game can range from 4 hours to 2 days, depending on the
number of participants/tables, the time allotted for activities, and the complexity of the
simulation. Participants also complete pre-work and assignment through the session.
for the session. Support facilitators guide the discussions as needed.
A Diverse Group of Participants: 5-100 participants individually or in groups as required by
the session generate ideas and select ideas to develop into solutions.
per table determined to be ideal for the session. The environment should be set in such a way
that the experience feels highly realistic. Video demonstrations, simulated materials and
emails, and leadership oversight should be provided in addition to flip board charts or butcher
paper, easels or tape, markers and, if needed, templates should be provided for the support
facilitators. Participants should have materials as required by the session, such as laptops or
tablets. Often a secure and private network with a dedicated domain and separate email
addresses are provided. All simulated materials should contain a disclaimer.
What Is It?
Who Has Done It?
Below is a sample War Gaming session developed for a two day timeframe with 30
participants, 1 led facilitator, 3 supporting facilitators, and 3 subject matter experts. Teams
should be divided as required by specific objectives, for this example 6 teams of 5 based on
organizational structure (senior manager/manager with a team of senior consultants,
consultants, and analysts) with 2 PPDs overseeing three teams each. At least 60 minutes for
lunch and a few 15 minute breaks should be included in the day’s events.
Introduce (Day 1 – 180 minutes)
▪ The lead facilitator introduces the methodology and the challenge at hand. (30 minutes)
▪ Participants are provided a packet of objectives outlining details of the challenge and the
requirements for the solution. (15 minutes)
Generate and Select ( Day 1 – 300 minutes)
▪ The scenario begins brainstorm solutions to the problem begin to build out details.
Supporting facilitators inject new information as planned at varying times through out the
day. The information provide should require changes to previously brainstormed ideas and
add depth and clarify to solutions. Group prepare solutions for presentation to PPD, a
template should be provided to report out (240 minutes)
▪ PPDs thoroughly review solutions providing realistic feedback for groups and add
additional insight and information to further develop solutions. (60 minutes)
Develop (Day 2 – 300 minutes)
▪ Day 2 begins with a brief agenda and then the group to develop solutions in prototypes
with granular details. Groups meet with their PPDs a second time to finalize plans and
additional information regarding implementation is injected. In addition groups prepare a
short presentation with a demonstration of their finalized prototype. (300 minutes)
Debrief (Day 2 - 180 minutes)
▪ The simulation ends and solutions are debriefed to the entire session allowing participants
to ask questions and discuss the refinement, evolution, and effectiveness of solutions.
Optionally, PPDs can choice a winning solution for immediate implementation, which is
announced at the end of the session. (150 minutes)
How Does It Work?
22 23Advanced Facilitation Methodology Toolkit

Appendix
24
Crazy Idea Factory DeepDive Gamestorming
Graphic Facilitation Hackathon Happy Line Innovation Café
Mind Mapping Technology-Enabled
Facilitation
War Gaming

Methodology Chart
Approach What Is It? Why Use It? How Much Time and Who Participates?
Crazy Idea Factory
An exercise that rapidly generates and tests solutions against multiple
criteria to assess viability.
To rapidly generate and test solutions against
clearly-defined success criteria.
▪ 30 minutes to 3 hours
▪ 15-40 participants in groups of 3-6
DeepDive
A focused team approach to developing solutions to specific problems
through a combination of brainstorming, prototyping, and feedback loops.
To develop actionable prototypes around a
specific design challenge.
▪ 4 hours to 2 days
Gamestorming
A structured process of play-based facilitation to break brainstorming
complacency and tailored to meet a variety of diverse objectives.
To add energy, increase engagement to
discussions and brainstorming.
▪ 5 minutes and 2 hours
▪ 5-40 participants individually or in groups
Graphic Facilitation
A visual method that uses images, drawn in real time, to engage a group
by presenting ideas and solutions in an innovative and graphic way.
To record advanced facilitated sessions in a
unique and memorable way.
▪ Lasts as long as the parallel session
▪ Participants as required by the session
Hackathon
An event to rapidly develop technology-based solutions by pairing the
expertise of technology developers with subject matter experts.
To combine expertise with technology and
develop immediately implementable solutions.
▪ One day to one week
▪ 30-120 participants in groups of 6 or less
Happy Line
A methodology designed to rapidly assess organizational performance
against stakeholder priorities and identify opportunities for reallocation.
To gauge opinions of priorities and action on
priorities with organizational leadership.
▪ 10 minutes to 2 hours
▪ 5-20 participants individually
Innovation Café
An interactive event designed to bring a group together to build on each
other’s ideas and develop solutions to multiple, interrelated challenges.
To explore multiple components of a
challenges from diverse viewpoints.
▪ 1 to 4 hours
Mind Mapping A method of graphically depicting relationships between similar concepts.
To visually represent ideas and make
connections between varying bits and pieces.
▪ Last as long as need to dissect a central topic
Technology Enabled
Facilitation
A suite of technology tools to support facilitation of groups across a wide-
range of geographies.
To make sessions accessible to large and
distance audience and capture sessions efforts.
▪ Lasts as long as the parallel session
▪ Participants as required by the session
War Gaming
A simulation encouraging participants to develop solutions and act on
decisions based on environmental changes in a safe environment.
To test solutions and theories and ultimately
understand the outcomes of those actions.
▪ 4 hours to 2 days
A guide for picking the best methodology to see the differences and get
the most out of your advanced facilitated sessions.

Additional Tools
In addition to the techniques described in this toolkit, additional
approaches exist to help a facilitator achieve desired outcomes
Sticky-Note Brainstorming
This fast and easy way to gather lots of ideas from
numerous participants requires just a note pad and a few
pens. It forces everyone to work independently to
brainstorm before combining ideas, plays to the strengths
of introverts, and can be anonymous which sometimes
make everyone feel safer and more creative.
Two-by-Two Distillation
Two-by-two diagrams provide an easy way to rank what is
most important within the context of the discussion based
on two important variables. This method focuses the
group’s attention and limited resources to the topics that
will make the greatest impact.
Dot Voting
Dot voting is a powerful visual tool to gauge a group’s
priorities during decision making. By providing participants
with an opportunity to vote on their own priorities it is
possible to quickly narrow down a list of solutions, keep
participants engaged, and assess group opinion.
Desert Island
The Desert Island is a warm-up activity that primes
participants to brainstorm, eliminate, and prioritize their
ideas. Participants first brainstorm items they would take
to survive on a desert island in groups. They then have to
narrow the group to ten items, and then prioritize them.
This activity should take no more than five minutes total.
Parking Lot
The parking lot is a place for good ideas that should be
discussed at a later time. By having a parking lot, the
facilitator can write ideas on sticky notes that participants
bring up but do not fit the current context of the
conversation. This helps prevent the group from getting
sidetracked, while still validating the person with the idea.
About AFCoP
AFCoP is a community that provides practitioners with resources, tools, and
professional development opportunities in support of providing facilitation
capabilities in the Federal market place.
Contact:
Audrey Vaughn
Manager
avaughn@deloitte.com
Alan Holden
Senior Consultant
aholden@deloitte.com
Author:
Linsey Sledge
Consultant
lisledge@deloitte.com
AFCoP Sponsors:
Ed Van Buren
Principal
emvanburen@deloitte.com
Dougie Harrop
Manager
dharrop@deloitte.com
Acknowledgements:
We are grateful to the Deloitte colleagues who shared their time and feedback
throughout the research and development process including Elise Chen, Claire
Niech, and Matt Wilson. We would also like to thank the AFCoP colleagues for
engaging and supporting advanced facilitation throughout the firm.
A collection of innovative techniques for developing actionable solutions
AFCoP
2013

Deloitte Advanced Facilitation Toolkit

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