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index examples

acronyms and abbreviations for learning and fun

bloom's taxonomy of learning domains

body language - theory, signals, meanings

brainstorming - process and tips

business process modelling

career change planner tool and template

cliches, expressions and words origins

david grove's clean language methodology

diagrams and other free tools

emotional intelligence (EQ)

experiential learning - and guide to facilitating experiential activities

'fantasticat' concept - for teaching and motivating young people

the four temperaments (four humours)

funny free posters

games, tricks, puzzles and warm ups for groups

games and exercises for team building

more games and exercises for team building

group selection recruitment method

hans eysenck's personality types theory

hrd performance evaluation


interviews - group selection method

interview presentations - how to prepare and deliver

job interviews - tips, techniques, questions, answers

johari window model and free diagrams

jung's psychological types

keirsey's personality types theory (temperament sorter model)

kirkpatrick's learning evaluation model

leadership tips

love and spirituality at work

mcclelland's achievement-motivation theory

management and business quiz - 50 test questions for fun (mostly)

motivational posters

william moulton marston's DISC personality theory (Inscape, Thomas Int., etc)

myers briggs personality theory and mbti types indicator

personality theories, models and types

pest market analysis - free template

posters - free, funny, motivational, inspirational

presentations at job interviews

puzzles and games for team building and warm-ups

puzzles answers

puzzles and conundrums - complex

quizballs - free questions and answers for quizzes

recruitment process and principles - attracting high quality staff

role playing and role play games process and tips

sales activator® sales training and development games system

self-employment planner template - finding what you can succeed at

self-help and self-esteem

stress and stress management

swot analysis - free template and examples

team building games and activities - free ideas, exercises

video clips for teaching and training

workshops - format and how to run

See main subjects index for more materials, ideas and resources.


running workshops for motivation, team-building and improving performance

Workshops combine training, development, team-building, communications, motivation and planning. Participation and involvement of staff increases the sense of ownership and empowerment, and facilitates the development of organisations and individuals. Workshops are effective in managing change and achieving improvement, and particularly the creation of initiatives, plans, process and actions to achieve particular business and organisational aims. Workshops are also great for breaking down barriers, improving communications inside and outside of departments, and integrating staff after acquisition or merger. Workshops are particularly effective for (CRM) customer relationship management development. The best and most constructive motivational team-building format is a workshop, or better still series of workshops, focusing on the people's key priorities and personal responsibilities/interest areas, which hopefully will strongly overlap with business and departmental aims too. Workshops can be integrated within regular monthly team meetings - an amazing amount of motivation progress and productivity can be accomplished with just a 90 mins workshop per month. Workshop facilitation by a team leader or manager develops leadership, and workshops achieve strong focus on business aims among team members. Workshops are very effective for training too - workshops encourage buy-in and involvement more than conventional training courses because they are necessarily participative, and the content and output are created by the delegates. Also, the relationship between workshop facilitator or workshop presenter and delegates is participative, whereas a 'trainer' is often perceived as detached, and the training material 'not invented here'.

There are many workshop format variations - here's a basic workshop format:



tips on designing workshops

Workshops are an extremely flexible and effective method for training, learning, development, change management, team building and problem solving, and virtually any organizational challenge.

You can actually run any sort of workshop you want - your options are as wide as your imagination and certainly not limited to off-the-shelf or tried and tested formats.

Think about and then agree openly your aim(s) for each workshop or and/or session.

Invite suggestions from delegates beforehand as to workshop subjects and aims if you want to maximise commitment and empowerment.

It helps for certain aims to use a model or concept to explain the theory behind your intentions, for example if dealing with communications and motivation, helpful models are: Johari, Maslow, Mcgregor, Tuckman, Emotional Intelligence - these sort of concepts are interesting and accessible for students and organizational delegates of all types. There are many others on this site.

There are also lots of materials and templates on the free resources section which help to theme and underpin workshop sessions.

Split big groups into pairs or threes - this is more dynamic and produces more ideas - and gets the whole group working better, particularly when they present ideas and review with the whole group. As with teambuilding exercises, if you split into sub-teams of more than four it's advisable to have each team appoint a leader, or things can be chaotic and some members become 'passengers'.

Try to agree actions and accountabilities at the end of sessions and workshops which enable follow-up.

My approach to workshops is always to tailor the content and structure for the particular situation, which I would encourage you to do, rather than use off-the-shelf formats. Approach it like training design - what are you (or the delegates) seeking to achieve? Be specific - more specific than just 'team-building' or 'improving relationships' - you need to identify a specific element within a general aim.

Establish and agree a measurable output(s) or result(s) that represent the aim(s), and then work back from there in thinking how to structure the workshop or session(s).

Unless you have a good reason for using laptops and projector, have the delegates use flip chart paper and coloured marker pens, and hang the sheets around the walls. This enables delegates to be far more dynamic and creative than modern technology media.

Encourage people to use creative methods that are appropriate for their personal styles and learning styles.

Visual, spatial, creative people enjoy working with flip-charts, colours, 'post-it' notes, etc.

People-centred individuals and teams enjoy human interaction - role-plays, discussions, mutual interviews, etc.

Logical, numerate, process-oriented people are happier with more structured planning tools and computers.

Think about the sort of people in the workshop groups and provide tools, materials and methods that they will be comfortable using.



See the guidelines for team building games and exercises, the free team building games, and for business strategy: the free SWOT analysis template and examples, and the free PEST analysis template, which can all help in running successful workshops.

Facilitating effective workshops is a skill that comes with experience. Effective workshops require a facilitative and enabling approach - not a directing autocratic style, so concentrate on enabling and providing tools, knowledge, mechanisms, freedoms, processes, information, etc., that open people's minds and make connections between tasks and people, in an enjoyable, constructive and liberating way.

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The use of this material is free provided copyright (Alan Chapman 2004-2013) is acknowledged and reference or link is made to the www.businessballs.com website. This material may not be sold, or published in any form. Disclaimer: Reliance on information, material, advice, or other linked or recommended resources, received from Alan Chapman, shall be at your sole risk, and Alan Chapman assumes no responsibility for any errors, omissions, or damages arising. Users of this website are encouraged to confirm information received with other sources, and to seek local qualified advice if embarking on any actions that could carry personal or organisational liabilities. Managing people and relationships are sensitive activities; the free material and advice available via this website do not provide all necessary safeguards and checks. Please retain this notice on all copies.

© alan chapman 2004-2013