### GroupMap Technology Pty Ltd
ABN 95 160 220 520
#### Address
Level 1/931 Albany Hwy
East Victoria Park WA 6100
Australia
#### Email
[info@groupmap.com](mailto:info@groupmap.com)
#### Website
[www.groupmap.com](/)
---
# Decision-making frameworks
URL: https://www.groupmap.com/decision-making-frameworks/
## Decision-making frameworks that help teams choose well
A decision-making framework is a structured method for making a choice — a repeatable way to lay out the options, the criteria that matter, and the trade-offs between them so the decision is transparent and defensible rather than a matter of who spoke loudest.
The right framework depends on the decision. Comparing several options against competing criteria calls for a decision matrix; weighing uncertain outcomes suits a decision tree; making sense of a wall of ideas needs an affinity diagram; and the simplest case for and against fits a pros and cons list. Below are the frameworks worth knowing, each with a template you can run live with your team.
Frameworks matter most when a group decides together. Run well — with everyone contributing independently before the discussion opens up — they turn a room full of opinions into a shared, well-reasoned choice. Run in GroupMap, that structure is built in.
## Score and compare options
When you have several credible options and several things that matter, scoring frameworks make the trade-offs explicit and the choice defensible.
- **[Decision matrix](/templates/decision-matrix/)** — score each option against weighted criteria and total them to reveal the strongest choice. The go-to for vendor selection, hiring, and feature prioritization.
- **[Pros and cons list](/templates/pros-and-cons-list/)** — the simplest structured comparison, laying the case for and against side by side.
## Find the themes in what the room says
Some decisions are less about scoring options and more about making sense of everything the room has put on the table.
- **[Affinity diagram](/templates/affinity-diagram/)** — cluster a large number of ideas or observations into natural themes so patterns become clear and priorities emerge.
{/* IMAGE-TODO [device]: A team collaborating on a decision framework in GroupMap on a laptop, tablet and phone — independent input aggregating into a shared result. */}
## Analyze the wider picture
Bigger decisions benefit from frameworks that map the forces, positions, and priorities around a choice before you make it.
- **[SWOT analysis](/templates/swot-analysis/)** — weigh strengths, weaknesses, opportunities, and threats to ground a strategic decision.
- **[Force field analysis](/templates/force-field-analysis/)** — map the forces driving and resisting a change to judge whether it will stick.
- **[Impact effort matrix](/templates/impact-effort-matrix/)** — plot options by impact against effort to find the quick wins and the big bets.
## Why run decision frameworks with your team in GroupMap
A framework is only as good as the thinking that goes into it — and the biggest threat to good group decisions is not a lack of structure but bias: anchoring on the first idea, deferring to the most senior voice, and quietly settling for consensus. GroupMap is built to counter that. Everyone contributes independently before the discussion opens, so every option, score, and idea is on the table before influence sets in. The framework aggregates the group's input live, keeps the reasoning visible, and turns the outcome straight into agreed actions, whether your team is in one room or spread across the world.
---
# Directed brainstorming
URL: https://www.groupmap.com/directed-brainstorming/
## What is it?
Directed brainstorming is a facilitator-led process whereby only 1 idea is considered by the group at any one time.
This is especially useful when the constraints are well defined and you want to capture everyone’s opinion on 1 idea at a time. This format helps to intentionally constrain the ideation process.
Where there are known variables, the ability to direct the group through a series of thought processes means that quality of decision making is enhanced and that there is greater depth given to each notion.
## Pros and cons
Whilst this is a linear approach, the advantage is that it allows the entire room to be focused on one key issue at a time. The disadvantage is that it potentially reduces the number of creative ideas and is more time consuming. Using an [online brainstorming tool](/features/) allows you to see the results in real time whilst keeping everyone engaged.
## The set up
GroupMap allows you to set up the map so that only the map owner can input ideas from the group. Unless pinned, participants can then like or dislike suggested ideas from their map, move ideas accordingly, comment and rate the idea.
In settings, change it so that only the map owner can add ideas.
## The process
1. Participants verbalize ideas.
2. Map owner enters the idea onto the map (pinned or unpinned).
3. Group discusses, adds comments and builds on ideas.
4. Group vote/rank to determine the top ideas.
5. Group considers action/implementation steps.
## Example
Facilitator wants to determine what new project to initiate. They set up an [effort versus impact matrix](/templates/impact-effort-matrix/) which only allows them to enter in project ideas.
A member from the team calls out and pitches a potential project which the facilitator adds to the map. This is then suggested out to participants who can add a thumbs up (like) or thumbs down (dislike). They can add comments and the facilitator can also capture comments from the floor. Individuals can also rank them according to the level of impact and perceived level of effort.
This process is repeated until the group feels like there are sufficient project ideas and all ideas are ranked.
The group reviews the results and where each project is placed, reviewing the spread and relative correlation of each idea via the reports.
Based on the time, budget and desire of participants in the room, the group votes on the top 3 projects to take forward for further consideration.
The results are captured instantly in a report and the “winning projects” are taken forward into the next discussion.
---
# Frequently asked questions
URL: https://www.groupmap.com/faq/
Frequently asked questions
Still have a question? Just [write to us](mailto:info@groupmap.com) and we’ll be happy to answer it.
---
# Features
URL: https://www.groupmap.com/features/
## Facilitate with confidence and ease
GroupMap gives you a simple, yet powerful tool to design, discover, discuss and deliver meetings, workshops and training sessions that help people think better together.
## Design the perfect activity
### 130+ templates and 4 map styles
Customize a template and create the perfect map for your activity.
### Create your own templates
Save any map you build and run the same activity again next time.
### Define the process
Create easy-to-follow steps with instructions and timers.
### Tailor your workflow
Customize steps to add instructions, timers and set the stage for everyone.
### Warm up with icebreaker games
Built-in library of activities to kick start conversations or re-energize the room.
### Showcase your style
Add your own background, illustrations and images.
### Create quick polls and surveys
Use a range of question types to quickly gauge the room.
### Workspaces
Add several maps into the one workspace.
## Ready to think better together?
Your free trial gives you access to all of our features, no credit card required.
## Discover the best ideas
### Create a safe space for ideas
Choose your level of anonymity and create the right tone.
### Choose your brainstorm style
Individual, suggestive or collaborative.
## Prioritize ideas transparently
Clear, demonstrable decision-making processes: dot vote, like/dislike, sort, rate and score.
### Enrich ideas
Add images, files and links to bring ideas to life.
### Tag ideas easily
Create custom tags and a color legend to theme ideas.
### Save time with AI grouping
Let AI instantly suggest themes and groups for you to discuss and decide.
## Discuss and decide
### Present ideas and deep dive
Easily walk through ideas and capture additional comments.
### Capture action items
Add action items to ideas and make change happen.
### See unbiased results
Explore differences and build consensus.
### Explore with Atlas
Dive deeper and go further with Atlas, your built-in AI facilitator.
### Capture consent
Ask participants to acknowledge a decision, and record the time each one agreed.
## Deliver outcomes
### See results instantly
Individual results and votes are pulled together in a flash.
### Generate word clouds
Downloadable word clouds that reveal each topic's energy.
### Customize and export reports
Sort and filter your data and export to PDF, CSV or Excel without manual collation.
## Handy facilitation features
### Import ideas
Take ideas from one map to the next.
### Sync screens
Bring everyone to the same step.
### Manage permissions
No more edit wars!
### Lock a map
Stop further edits and changes.
### Show / hide results
Hide steps and results until you are ready.
### Assign roles
Viewers, contributors or facilitators.
## Enterprise features
### Flexible licensing
Multiple facilitators, education, site-wide and co-branding options available.
### Co-brand & dashboard
Add your logo and company colors as well as your landing page and dashboard.
### Design, training and support
We can help design maps, provide training or be your meeting co-pilot.
### Share saved templates
Share templates across your organization, saving time and providing uniformity.
### Security
We employ 256-bit SSL encryption and AES256 encryption at rest, and utilize SOC2-certified infrastructure.
### GDPR
We only collect and store data for use of the service to ensure we meet our obligations.
### Agreements
Be covered under our enterprise, service level and data protection agreements, including security checks.
### SSO / SAML
Authenticate users with single sign-on and manage logins and data security without yet another password.
---
# Graphic organizers
URL: https://www.groupmap.com/graphic-organizers/
## What are graphic organizers?
Graphic organizers are visual tools that arrange information and ideas to show how they relate to one another. Instead of a wall of text, a graphic organizer uses boxes, columns, links and layouts to make structure visible: which relationships exist, how two things compare, or how a term is defined. Concept maps, Frayer models, T-charts, mind maps and KWL charts are all graphic organizers, each shaped for a different kind of thinking.
They are a mainstay of teaching because they externalize thinking: laying ideas out spatially lightens the mental load, exposes gaps, and helps information stick. And they are just as useful for any team untangling a complex topic, weighing a decision, or building a shared understanding.
The catch is that graphic organizers are usually filled in alone, on paper. GroupMap changes that: you build the organizer **together, live**, with a whole class or team contributing at once (adding ideas, arranging them, and voting), so the finished chart reflects everyone's thinking, not just the person holding the pen.
## Graphic organizers for relationships and understanding
When the goal is to show how ideas connect or to understand a concept deeply, reach for a mapping or vocabulary organizer.
- **[Frayer model](/templates/frayer-model/)**: a four-square organizer (definition, characteristics, examples, non-examples) that builds a deep, well-rounded understanding of a single term.
- **[Group mind mapping](/templates/group-mind-mapping/)**: radial brainstorming around a central topic when you want to generate ideas fast.
## Graphic organizers for comparing and inquiry
When the goal is to weigh two sides or drive an inquiry, reach for a comparison or sequencing organizer.
- **[T-chart](/templates/t-chart/)**: a two-column organizer for any two-sided comparison, such as pros and cons, before and after, cause and effect, facts and opinions.
- **[KWL chart](/templates/kwl-chart/)**: capture what a group already **K**nows, **W**ants to know, and has **L**earned about a topic. There is a [free printable KWL chart](/templates/kwl-chart/#free-printable-kwl-chart-pdf) in PDF if you need a paper handout.
- **[KWHLAQ chart](/templates/kwhlaq/)**: an extended inquiry organizer that adds *how we find out*, *action*, and *further questions* for deeper, research-led learning.
{/* IMAGE-TODO [device]: A graphic organizer being built collaboratively in GroupMap on a laptop, tablet and phone, with several contributors adding cards to the same board in real time. */}
## Build them together, live
A graphic organizer is far more powerful when a whole group builds it at once. In GroupMap you can:
- **Contribute in real time**: every student or team member adds ideas simultaneously, so no one waits their turn and quieter voices are heard.
- **Arrange and group**: cluster related contributions and shape the organizer together.
- **Vote and prioritize**: surface the strongest points or the ideas that matter most.
- **Share instantly**: export the finished organizer as a study aid or a shared reference.
The result is an organizer that captures the room, not just the person at the board.
Whether you are teaching a class, running a workshop, or thinking through a problem with your team, a graphic organizer gives the discussion structure, and building it live in GroupMap gives everyone a voice in it.
---
# Careers
URL: https://www.groupmap.com/job-openings/
## Careers at GroupMap
GroupMap is a small, remote-friendly team building collaborative tools that help people think together and make better decisions. We care about doing thoughtful work, keeping things simple, and supporting the facilitators, teams and organizations who rely on us every day.
We don't have any open roles at the moment, but we're always glad to hear from talented people who share what we're about. If that sounds like you, we'd love to know who you are and how you'd like to contribute.
To send us a speculative application, email us at [info@groupmap.com](mailto:info@groupmap.com) and tell us a little about yourself and what you're looking for.
---
# GroupMap lecture tools
URL: https://www.groupmap.com/lecture-tools/
## Turn any lecture into an interactive session
Step up from simple polling methods (the old guess and stab approach) to one that lets people respond in their own words. Encourage visual and collaborative thinking through our lecture tools, giving them an opportunity to share and learn from everyone around them. The good news for the time-poor academic is that setting these up takes a minute and you can start the session with a simple password or link.
## Capture a list of “top questions”
We know that when students ask questions, they are actively engaging.
This lets you capture questions from the group in real time. A prime example of this as one of the lecture tools is capturing questions from an audience during the presentation.
When using GroupMap as part of your lecture tools, you can create a single or multiple lists to capture questions. As one student adds a question, others with the same question can also add it. You get a list of the most frequently asked questions so you can answer the most important ones first.
**Here’s how you set one up…**
1. Select the list of questions map. If you prefer to have multiple lists, choose a different map format e.g. 3 columns.
2. Share the link or password at the beginning of your lecture.
3. Ask them to add questions as they go which will be shared with others. Let them know that if they have the same question that someone else has asked that they should add it to their list and remove the rest.
4. At any time, click on results. Those questions which have been added the most will appear the biggest. (Hint- you can also run a report and sort the questions accordingly)
5. Now you can answer the most urgent or popular questions first.
6. As an option – ask students to rate the responses using sliders to see if their question has been answered.
## Use Exit Tickets for reflection exercises
This is a great exercise which helps to consolidate learning from a lesson you have just delivered.
First, they reflect on the lesson and share the key things they learned or remembered. This tells you if they are picking up the key messages.
Next, they think about how they can apply what they learned today into their work or everyday life. This takes it from theory to practice.
Finally, they ask a burning question that they still have. This can be for their research or form part of your next lesson.
**Here’s how to run the exercise…**
1. Select the Exit Ticket Map, and add your lecture or topic as the map name.
2. At the end of the class, invite students in by password or link.
3. Ask them to add what 3 top things they learned today on their own map. It’s a good idea to stop and review the answers to see what people have said.
4. Now ask them to think of 2 practical ways in which they can apply their new knowledge. You can use the like /dislike options to give people feedback on their suggestions.
5. Finally, ask students to add 1 top question that they still have. If there is time, the class can add comments the questions or you can answer them.
## See more perspectives with PMI
This lecture tool, the [PMI (Plus, Minus, Interesting)](/templates/pmi-plus-minus-interesting/) template, is great for case studies, considering a proposed solution or working through a particular scenario.
They say that there’s 2 sides to every story – this exercise adds a third. Students are asked to critically think through the scenario to say what is the
***Plus*** – Positive arguments or pros
***Minus*** – Negative arguments or cons
***Interesting*** – Neutral factors or key points of note.
This encourages critical thinking and allows students to weight arguments.
**Here’s how to run the exercise…**
1. Select the Plus Minus Interesting Map (Brainstorm)
2. Invite the class in with a password or link.
3. Ask them to add their thoughts under each heading. You can choose if you prefer them to brainstorm independently or to see ideas added by others.
4. Review the results as a group and invite discussion.
5. As an option, add dot voting for people to pin point on the key arguments presented.
6. Use the final results to critically analyze the scenario. The arguments with the most dot votes can be displayed larger.
## Find out what they know, want to know and learned
This trialed and true tool just got a little better. The [KWL template](/templates/kwl-chart/) helps students consolidate their learning whilst tapping into the collective wisdom of the group.
Pick a topic then find out what students already know about the topic, what they would like to learn, then share their findings.
Students can do this individually or in teams and you can see the results of the whole class.
**Here’s how to run the exercise…**
1. Select the KWL chart
2. Add a topic and invite people in with a password or link.
3. Starting with the KNOW column, ask students to share what they already know about the topic.
4. Stop and reflect on the responses with the class. You can now deliver your lecture or make this part of their research plan.
5. Next, find out what they would like to know. This can be a question and answer session or you can use this to plan your next lesson.
6. At the end, ask students to reflect and write down what they have learned. Go through the results with the class.
## Design your own
There are over 130 templates to choose from but the great thing about GroupMap is that you can always create something of your own and create multiple copies for future use.
Here’s a quick run down on the different map types.
**[Blank Mind Map](/templates/group-mind-mapping/)**
Add a central topic, pin a few ideas and let the brainstorming happen.
Divide the group to work on different sections, then review the final combined map with the class.
**Blank Chart**
Capture ideas against 2 axis, such as people’s perception brands based on price versus quality.
Instantly see where everyone positioned brands as well as the final aggregated position.
**Blank List – One to Seven Columns**
Creates a list which allows people to drag and drop to prioritize under key headings.
Add your own headings or create your own step by step process to capture the information you want.
See more [GroupMap templates](/templates/).
Whichever map you decide to put into place, you can turn your lectures from a one click wonder to a collaborative think tank. These maps can be the lecture tools to help you engage student thinking more effectively, and they’re just one part of how GroupMap supports [education and training](/solutions/education-and-training/).
---
# Report abuse
URL: https://www.groupmap.com/report-abuse/
## Tell us what you saw
Someone may have used GroupMap to send you an email you didn't expect, or to share
a link that looks unsafe. Use this form to report it. We read every report.
### Keep yourself safe
Don't click links in an email you weren't expecting.
If you typed a password into a page you reached from one of these emails, change
that password now and tell your IT team.
GroupMap will never ask for your password by email.
#### Prefer email?
Forward the email to [security@groupmap.com](mailto:security@groupmap.com).
---
# Strategy frameworks
URL: https://www.groupmap.com/strategy-frameworks/
## Strategy frameworks for analyzing and deciding together
Strategy frameworks are structured models that help a team understand its situation and make better strategic decisions. Each one brings discipline and a shared language to a particular question: where we stand, what forces act on us, where our advantage lies, and where to invest. Used well, they replace the loudest opinion with a reasoned, shared view.
No single framework does everything. The strongest strategy work combines a few: an external scan, an internal audit, and a tool to turn the analysis into action. And whichever you choose, the real value comes from running it live with the group, so the analysis reflects many perspectives and the decision has genuine buy-in. Below are the frameworks we see teams reach for most.
## Allocate the portfolio with matrices
When you run several products or business units, portfolio matrices show where to invest. The [GE-McKinsey matrix](/templates/ge-mckinsey-matrix/) is a nine-box grid crossing industry attractiveness with competitive strength, while the [BCG matrix](/templates/bcg-matrix/) is a simpler 2×2 based on market growth and share.
Use them to decide, as a leadership group, which units to grow, hold, harvest or divest, and to make those allocation trade-offs explicit.
## Position where you can win
The [3Cs framework](/templates/3cs-framework/) (Company, Customers, Competitors) finds the sweet spot where your strengths meet a real customer need better than rivals can. For a wider view, a [situational analysis](/templates/situational-analysis/) extends this into a full 5C, SWOT and PEST scan of your context.
These are the diagnostics that ground positioning and market decisions in evidence rather than assumption.
## Turn analysis into a plan
Analysis only matters if it changes what you do. Two frameworks bridge that gap:
- [TOWS matrix](/templates/tows-matrix/) — takes the factors from a [SWOT analysis](/templates/swot-analysis/) and pairs them into concrete SO, ST, WO and WT strategies, turning a static list into action.
- [Gap analysis](/templates/gap-analysis/) — compares your current state with your target state, quantifies the gap, and plans the specific steps to close it.
For a strengths-based alternative to SWOT, the [SOAR analysis](/templates/soar-analysis/) reframes the conversation around strengths, opportunities, aspirations and results. The [Ansoff matrix](/templates/ansoff-matrix/) then helps map the growth options (market penetration, development, product development and diversification) that your strategy might pursue.
## Which strategy framework should you use?
Match the tool to the decision. Use a [situational analysis](/templates/situational-analysis/) or [3Cs framework](/templates/3cs-framework/) to understand your position, [PEST](/templates/pest-analysis/) or [PESTLE](/templates/pestle-analysis/) to scan the macro-environment, the [GE-McKinsey](/templates/ge-mckinsey-matrix/) or [BCG](/templates/bcg-matrix/) matrix for portfolio choices, [TOWS](/templates/tows-matrix/) to convert a SWOT into strategy, and a [gap analysis](/templates/gap-analysis/) to plan the route to a target. Most teams combine a few — and whichever you pick, running it live with the group is what turns analysis into an agreed decision.
---
# GroupMap reviews & testimonials
URL: https://www.groupmap.com/testimonials/
{/* Review-acquisition section (CP-90): the one place we ask a happy facilitator
for a review, deep-linkable as /testimonials/#leave-a-review from the email
footer, help centre and support saved replies. Logo grid mirrors TeamRetro's
/compare/reviews/; the 2-up phone layout is blocks/review-sites.css. */}
## Love GroupMap? Leave a review
If GroupMap has helped you run a better workshop, meeting or class, a short review helps other facilitators find it. Pick the site you already use. Each link opens in a new tab.
[](https://www.g2.com/products/groupmap/reviews/start)
[G2](https://www.g2.com/products/groupmap/reviews/start)
[](https://www.capterra.com/p/145632/GroupMap/reviews/)
[Capterra](https://www.capterra.com/p/145632/GroupMap/reviews/)
[](https://crozdesk.com/software/groupmap/reviews/new)
[Crozdesk](https://crozdesk.com/software/groupmap/reviews/new)
[](https://search.google.com/local/writereview?placeid=ChIJm6koTJ27MioRs7nZIi-Z1Eg)
[Google](https://search.google.com/local/writereview?placeid=ChIJm6koTJ27MioRs7nZIi-Z1Eg)
## What people say
GroupMap… Powering collaboration and brainstorming around the world
{/* Device-availability band, mirrored from the homepage's "Access GroupMap on all
devices" section (src/pages/index.astro) and reusing its mockup asset. Untinted
so it alternates against the neutral testimonial band above it. */}
## Access GroupMap on all devices
No downloads, works with all modern web browsers on desktop, tablet or phone.
---
# Education and training
URL: https://www.groupmap.com/solutions/education-and-training/
## Make learning student centric, collaborative and engaging
### Facilitate learning
Create lesson plans in under a minute with 130+ templates, and save time with real-time student responses and instant feedback.
### Elevate thinking skills
Give every student a voice and foster critical, creative, and collaborative thinking skills.
### Make lesson plans engaging
Enhance learning by making the experience more engaging. Supports all core subjects, STEM, inquiry, and problem-based learning.
## Create ready to go lesson plans
GroupMap lets you plan, design, and deliver lesson plans in a structured and meaningful way that reduces information overload, lets you facilitate step by step instructions and provides a controlled, safe environment.
## Looking for better lesson ideas? You have come to the right place
We’ve crafted a collection of templates and graphic organizers to spark new ideas and elevate your teaching approach.
## Graphic organizers designed for teaching and training
GroupMap offers a simple and efficient way to create digital worksheets that capture students’ thoughts, enabling you to save time on feedback and enhance discussion and learning. The [KWL chart](/templates/kwl-chart/) is the classic example: students fill in what they know and want to know before the lesson, then return to record what they learned. There is also a [free printable KWL chart](/templates/kwl-chart/#free-printable-kwl-chart-pdf) when paper suits the class better.
### Reusable templates
Duplicate lesson plans you love and create your own library of activities
### Brand your school
Brand your school and easily share maps in Blackboard, Moodle or any learning platform.
### Affordable upfront pricing
We keep things simple, with fixed pricing from as little as $1 per person per year
### Profanity filter
This is built in as a default for all education based accounts just to play it safe.
### Individual and group brainstorming
Choose between different brainstorming modes.
### Individual student reports
See how students participated or get full activity reports
### Choose anonymity settings
Choose from full, partial or no anonymity depending on what you want to do.
### Interactive lessons
Bring everyone to the same map and sync devices instantly.
### Make an impact
We build tools to help teachers foster better student collaboration.
## What people say
## We’ve done the hard work so you can sleep well at night
With 99.99% up time, secure and reliable top of the industry infrastructure, GroupMap helps you focus on solving problems, not creating more.
### Ready to use
No download or installs needed. Works across all modern browsers and devices.
### Private and secure
We use 256-bit TLS security and meet GDPR and privacy laws to keep your data safe. Hosted on Amazon Web Services. [Read more here](/security/).
### Educator support
Get support to create your lesson plans supported by a qualified team who have used GroupMap in the classroom.
## Client stories: GroupMap in action
Teaching and Learning Forum
Outcomes from student engagement in collaborative brainstorming.
Teaching with technology – Going beyond Kahoot, Socrative and other quiz apps.
---
# Meeting solutions
URL: https://www.groupmap.com/solutions/meetings/
## Say goodbye to boring meetings that are a waste of time
### Focus thinking
Pick or design a meeting template specific to your problem or issue. Get everyone on the same page instantly.
### Deepen conversations
Facilitation tools, comments, private brainstorming and voting lets you deep dive into whats important.
### Create shared outcomes
Develop and get buy in for solutions and meeting outcomes. Easily share meeting outcomes with everyone.
## Easily run collaborative, real time, engaging meetings
GroupMap lets you plan, design and run meetings in a structured and meaningful way that makes it relevant to the team. Gives each person a voice and improve decision quality while saving precious time.
## Looking for better meeting ideas? You have come to the right place
Start with one of our 130+ templates or create your own. Get status feedback, brainstorm and prioritize ideas, solve issues together, and improve team collaboration.
## Features designed for smooth meetings
GroupMap creates a safe space for each team member to add their ideas freely and in real time without edit wars, big learning curves and bias.
### Easily invite others
Invite users effortlessly by sharing a link, code, or QR code.
### Easily group ideas
Search and merge across the map to group ideas.
### Anonymity
Choose between open and private brainstorming options.
### Timer
Set a timer to time-box each activity and monitor your progress.
### Sync screens
Bring everyone to the same map and sync devices instantly.
### Filter ideas
Tag or categorize ideas for easy filtering and organization.
### Lock maps
Stop edit wars and focus people’s attention.
### Use any video tool
Augments with your preferred video tool like Zoom, Google, Microsoft Teams or Slack.
### Instant reports
Generate shareable meeting reports for easy team distribution.
## What people say
## We’ve done the hard work so you can sleep well at night
With 99.99% up time, secure and reliable top of the industry infrastructure, GroupMap helps you focus on solving problems, not creating more.
### Ready to use
No download or installs needed. Works across all modern browsers and devices.
### Private and secure
We use 256-bit TLS security and meet GDPR and privacy laws to keep your data safe. Hosted on Amazon Web Services. [Read more here](/security/).
### Partner with us
We have run workshops from 30 to 1,100 people. We can help you design, support and co- facilitate.
## Client stories: GroupMap in action
GroupMap: A Collaboration Tool Supporting Community Leaders To Continually Succeed
Lucid Meetings uses GroupMap to deliver best online collaboration
Webinar Digital Facilitation Techniques: Keeping Our Most Precious Resources Safe & Secure.
---
# Remote teams solutions
URL: https://www.groupmap.com/solutions/remote-teams/
## Supporting team building activities, wherever, whenever!
### A more connected culture
Bring your team together and build a sense of belonging with collaborative, easy-to-run team-building activities.
### Empowered decision making
Involve your team at every step: brainstorm, then vote and rate ideas independently before decisions are made.
### Complements team communications
Use GroupMap alongside Zoom, Microsoft Teams or Google Meet to turn any call into a collaborative space where every idea is visible.
## Want better engagement for remote team activities? Here are a few ideas.
Start with one of our [130+ templates](/templates/) or create your own team building activity or meeting agenda. From structured one-on-one meetings and super quick stand-ups through to team building and prioritizing actions. GroupMap gives you the tools to create more meaningful conversations.
### Create a Team Contract
**Help everyone in your remote team work better together.**
Creating a shared agreement or set of House rules can improve team bonding, communication and productivity.
The House Rules template helps your team create a social contract by establishing the code of conduct. Each person can brainstorm and add ideas collaboratively then dot vote independently to decide which behaviors and actions they believe the team needs.
### One-on-ones
**Create agendas for more effective discussions.**
Enjoy structured one-on-one meetings with other remote team members using a template that allows both parties to brainstorm topics they’d like to discuss, and opinions on what needs to be done, what’s going well, what needs to change. You can do this prior to the meeting so that both parties are prepared and can discuss what’s been brainstormed constructively.
### Team definition
**Make it easier to improve remote way of working.**
Empower your team to find out how to improve remote working culture and systems. Create strategies and action items to move your team from the current to the desired state of operating using the Improvement Canvas template. Brainstorm the ideal situation, what the current situation is and ideas how to get to the next state.
### Plan the week
**Capture thoughts and ideas from daily catch ups.**
Visually show the team’s thoughts, items for actions and discussion points obtained during daily stand ups in a structured way. GroupMap’s Working Week template can be easily customized to be an online discussion and action board for every day of the week. Teams can also go back and view action items, decisions and other important notes wherever and whenever they need.
### Virtual Lean Coffee
**Get a visual on what the team is working on.**
Create visibility of your team’s projects, activities and deadlines by using a kanban style of displaying workflow. GroupMap’s lean coffee template quickly and easily helps prioritize, focus and track resources and availability across the team.
### Remote retro
**Fun and engaging retrospectives for any teams.**
Choose from 15+ GroupMap retrospective templates to support your remote teams to reflect on their way of working, and to continuously become better in what they do. Run fun retrospectives or choose an agile retrospective for your agile team. Achieve your retrospective objectives using ready to use templates that prioritizes collaboration and brainstorming wherever your team members are based.
## Looking for better meeting ideas? You have come to the right place
Start with one of our 130+ templates or create your own. Get status feedback, brainstorm and prioritize ideas, solve issues together, and improve team collaboration.
## Not just another Zoom or Microsoft Teams meeting
### A safe space for everyone to share ideas
Trusted by banks, governments and universities through to professional facilitators, GroupMap uses 256-bit TLS security and meets GDPR and privacy laws to keep you, your data and your team members safe.
### Group ideas to synthesize thinking for discussion
Find common themes and groupings for ideas. Discuss, synthesize and pull all similar ideas into a group. Decide between facilitator only or audience based grouping.
### Create action items linked to ideas
One of the biggest complaints from team meetings or workshops is feeling like there were no take away actions. GroupMap has an optional action step that allows you to capture key action points against ideas that can be assigned a target date and owner. Export and share the report or take action items into a new map for further discussion.
### Manage bias and group think
Make ideas anonymous to encourage more honest or creative responses. Use individual brainstorming mode to manage social loafing and anchoring. All our voting and rating stages are done independently before results are revealed so that they are free from influence.
### Poll or survey your teams
There is no need to switch tools or applications. Capture a quick thought, run a check in / check out, poll your team for a health check or feedback for new initiatives or projects. Get even more engagement and insights easily.
### Control the tech and focus the conversation
We believe that conversations and connections are key. GroupMap lets you lock the map, hide views or prevent further changes allowing you to “turn off the tech” and turn on the talk. When you are ready, bring everyone back to capture highlights. You can even use [directed brainstorming](/directed-brainstorming/) to create a central capture point.
## What people say
## Need more to support your remote teams?
### Enterprise-grade security
We use 256-bit TLS encryption, just like the banks. Your data, privacy and content is kept safe, and backed up. SSO options are available for organizations.
### Link to video conference
A secure link or code can be shared on your video conference, Zoom or Google Meet call or presentation to get your team members working on the same page instantly.
### Re-usable, repeatable templates
You can save your maps or workspaces as templates to be reused for team processes or meetings. No time? Use one of our 130+ templates to get you started.
### Choose anonymity settings
Make maps anonymous to get honest answers, partially anonymous so that you can see who said what but other team members can’t, or not anonymous so that names are shown against each idea.
### Synchronous or asynchronous
Open up the process flow or manage brainstorming, team meetings and workshops with remote teams through stages. The choice is yours.
## Client stories: GroupMap in action
Trebuchet Group Grows in Strength with the Right Online Brainstorm Tool
Patvocates continues cancer advocacy work with online brainstorming
Online Brainstorming Helps Little Diversified Architectural Consulting Sustain a Strong Culture Across Countries
---
# Solutions
URL: https://www.groupmap.com/solutions/
GroupMap is a digital facilitation tool that helps people think better together — in workshops, meetings, classrooms, remote teams and virtual events.
---
# Virtual events solutions
URL: https://www.groupmap.com/solutions/virtual-events/
## Virtual events made engaging and interactive
### Engage your audience
Go beyond one-way presentations. Use 130+ customizable templates to get people contributing, voting and connecting in real time.
### Beyond video and voice
Use GroupMap alongside Zoom, Microsoft Teams or Google Meet to turn any call into an engaging space where every idea is visible.
### Easy for people to use
Simple for facilitators to set up and intuitive for anyone to join, with no tech skills needed.
## Ready to engage participants at your virtual events? See how we can help.
See some examples on how GroupMap’s 130+ templates can be used as is or easily customized to create your very own engaging and collaborative activities.
### Virtual event planning
**Plan every step of your event preparation in advance.**
When you are juggling many different tasks during your event preparation, GroupMap’s project planning templates can help. Use the “Months of the Year” map to plan out all events actions or the “Working Week” map if you prefer to break down your event planning into smaller activities.
### Fun ice breakers
**Kick off your event with engaging activities.**
When you need to start your virtual event with something fun and interactive, choose from one of GroupMap’s icebreaker maps and customize visuals and activities to suit your event plan.
### Open Space Technology
**Create participant-driven events.**
In Open Space events or conferences, participants create and manage their own agenda of parallel sessions around a specific theme. Create activities in GroupMap and place them in a workspace so they act as “breakout rooms” or activities that anyone can join in at any time.
### World Cafe sessions
**Host large group events and dialogues virtually.**
World Café methodology is a simple, effective, and flexible format for hosting large group dialogue. Create the “cafe” feel with round tables, sticky notes and “talking stick items” with GroupMap’s customizable templates.
### Breakout activities
**Encourage participation in smaller group session.**
Duplicate the same brainstorming and collaboration sessions and turn them into breakout rooms in a GroupMap workspace. This allows for a large event to have smaller group activities where it will feel safer, and more engaging to contribute.
### Panel Q&A
**Create Q&A panel sessions for audience interaction.**
Gather burning questions that your audience might have for experts at your event. Use the GroupMap List of Questions map to get the audience to jot down things they’d like to ask from your panel session. If time runs out to answer these at the event, your panel members can go back and type answers to questions in the map.
### Evaluation
**Get a pulse on the outcome of your event**
Easily ask your event participants to provide feedback on what they thought went well, what they enjoyed most and what can be improved. Use GroupMap’s Rate a Response map to ask your questions, turn anonymity on and create a rating scale so people can easily submit their evaluation. Use the reporting functionality to capture all feedback at the click of a button.
## Looking for great virtual event ideas? You have come to the right place
Start with one of our 130+ templates or create your own. From webinars and online conferences to [icebreakers for large groups](/templates/icebreakers-for-large-groups/), breakout activities and audience Q&A, GroupMap gives you engaging, ready-to-run activities that keep participants involved from start to finish.
## Collaboration features available to support your virtual events.
### Build, reuse and share event activities
Created an event activity you love? You can save the map as a template so that you can rinse and repeat. You can even invite other team members and share templates. Now that’s a time saver!
### Event branding and integration
Add your event logo, authentication for managing users and custom URL to GroupMap. Integrate easily by adding links to specific activities or event spaces into your virtual event or video conferencing platform such as Zoom, vFairs, Microsoft Teams and more.
### Capture drawings, pictures, links and documents
Snap a picture of that incredible prototype or creative butchers paper output and encourage greater sharing, collaboration and creativity. Don’t let great ideas go to waste!
### Poll or survey your participants
There is no need to switch tools or applications. Capture a quick thought, run a check in / check out, poll the audience or evaluate your session. Get even more engagement and insights easily.
### Participants and data security
All our maps already use SSL to transfer data (the same technology used by banks) and we back up your data every day. If your event needs additional security measures such as SAML/SSO we can do that too.
### Control the tech and focus the conversation
We believe that conversations and connections are key. GroupMap lets you lock the map, hide views or prevent further changes allowing you to “turn off the tech” and turn on the talk. When you are ready, bring everyone back to capture highlights.
## What people say
## GroupMap is ready to go to support your virtual events
### Ready to use
No need to download and install or create accounts. Works across browsers and devices.
### Create brand consistency
Add your logo and a customized landing page to GroupMap.
### Enhance video conferencing
Augment your video conferences and other online meeting tools like Zoom, Google Meet or Webex.
### Partner with us
We’ve run virtual events from 30 to 1,100 people. We can help design, support or co-facilitate your event**.**
### Synchronous or asynchronous
Open up the process flow or participants through each stage.
The choice is yours.
## Client stories: GroupMap in action
GroupMap Helps ISACA – A Global IT Summit – Turn Virtual
GroupMap open space virtual methodology
Webinar Digital Facilitation Techniques: Keeping Our Most Precious Resources Safe & Secure.
---
# Workshop solutions
URL: https://www.groupmap.com/solutions/workshops/
## Deliver effective, engaging and action based workshops
### Seriously good facilitation
Used by professional facilitators world wide. Get the right set of tools to help you smoothly guide people with structured brainstorming.
### Empower participants
A simple to use interface means more talk and less tech. Give each person a voice beyond a simple poll. Brainstorm individually or together.
### Accountable workshop outcomes
Built to help move teams from thought to action while building group consensus with priorities - all in real time.
## Easily plan, design and deliver your workshop agenda
GroupMap lets you plan, design and deliver workshops in a structured and meaningful way that reduces information overload, accommodates large groups and offers facilitators unbiased insights that can be shared. If your room is bigger than you can go around, our guide to [icebreakers for large groups](/templates/icebreakers-for-large-groups/) covers how the opening activity has to change as the headcount grows.
## Looking for great workshop ideas? You have come to the right place
Start with one of our 130+ templates or create your own. From strategic retreats and community consultations to internal planning meetings and design thinking sprints, GroupMap lets you customize each step from start to end and helps you execute your plan. Community consultations and strategy days often open with [stakeholder mapping](/templates/stakeholder-analysis/), so the group agrees early on who to engage and how closely.
## Features designed for workshops
GroupMap provides the flexibility to plan the perfect workshop. Choose your brainstorming style and anonymity level, customize instructions, and set view or edit access. Quickly consolidate information and create a bias-free, safe space for all.
### Group multiple maps
Organize maps for groups, tables, days or facilitators.
### Invite co-facilitators
Share the workload and facilitate more focused discussions.
### Consolidate maps
Combine individual maps into one overall view.
### Import ideas
Filter ideas and seamlessly take ideas from one map to the next.
### Scale to large groups
Find the best ideas with independent voting, rating, scoring or positioning.
### Lock maps
Stop edit wars and focus people's attention.
### Easily group ideas
Search and merge across the map to group ideas.
### Sync screens
Bring everyone to the same map and sync devices instantly.
### Use any video tool
Augments with your preferred video tool like Zoom, Google, Microsoft Teams or Slack.
## What people say
## We've done the hard work so you can sleep well at night
With 99.99% up time, secure and reliable top of the industry infrastructure, GroupMap helps you focus on solving problems, not creating more.
### Ready to use
No download or installs needed. Works across all modern browsers and devices.
### Private and secure
We use 256-bit TLS security and meet GDPR and privacy laws to keep your data safe. Hosted on Amazon Web Services.
### Partner with us
We've run workshops from 30 to 1,100 people. We can help you design, support and co-facilitate.
## Client stories: GroupMap in action
Human Centered Stakeholder Workshops Excel Online with The Right Collaboration Tool
Case Study: Tuna Blue Uses Innovative Facilitation Tools to Engage Stakeholders
The Outside Develops Virtual Workshop To Help Organizations Move Forward
---
# 3Cs Framework
URL: https://www.groupmap.com/templates/3cs-framework/
## What is the 3Cs framework?
The 3Cs framework is a strategic model that examines three key players (**Company, Customers and Competitors**) to find a position where a business can satisfy customer needs better than its rivals. Developed by Kenichi Ohmae, it is often drawn as three overlapping circles, with successful strategy living where all three meet.
Ohmae, a McKinsey consultant, introduced the model in his 1982 book *The Mind of the Strategist* and called it the **strategic triangle**. Its logic is simple but powerful: a strategy only works if it plays to the company's strengths, meets genuine customer needs, and does so in a way competitors cannot easily copy. Miss any one C and the strategy is exposed.
**Key takeaways**
- The 3Cs are Company, Customers and Competitors: Ohmae's "strategic triangle".
- Winning strategy sits in the overlap: your strengths meeting real customer needs, ahead of rivals.
- It was set out by Kenichi Ohmae in *The Mind of the Strategist* (1982).
- It is more focused than the 5C analysis, which adds Collaborators and Climate.
- It is best run as a group so each C reflects real, cross-functional knowledge.
## The three Cs explained
| C | Key questions |
|---|---|
| **Company** | What are our strengths, resources, capabilities and objectives? Where can we genuinely excel? |
| **Customers** | Who are our segments? What do they actually need, value and do? How is that changing? |
| **Competitors** | Who else serves these customers? How are they positioned, and where are they strong or weak? |
Strategy is about the overlaps:
- **Company ∩ Customers** is the value you deliver: where your strengths match what customers need.
- **Company ∩ Competitors** is your differentiation: where you can outperform rivals.
- **Customers ∩ Competitors** is the battleground: needs everyone is chasing.
- **The center** is the strategic sweet spot: needs you can meet, that customers want, and that competitors cannot match as well.
## Why use the 3Cs framework?
- It keeps strategy customer-centric while staying honest about your own capabilities and the competition.
- Its simplicity makes it fast: a strong lens for a focused product, market or positioning decision.
- The overlap view pinpoints where genuine, defensible advantage can be built.
- It is easy to communicate: three circles everyone in the room can reason about together.
## Who should use the 3Cs framework?
The 3Cs suits founders, marketers, product managers and strategy teams shaping positioning, entering a market, or launching a product. It is especially useful early in planning, when a team needs a clear, shared view of where it can win before diving into detailed tactics. For a wider environmental scan, extend it into a [situational analysis](/templates/situational-analysis/) or add a PEST view.
## 3Cs framework example
A startup building a project-management app for creative agencies works through the triangle:
- **Company**: a small, design-led team that ships fast and understands agency workflows deeply; limited sales and marketing budget.
- **Customers**: creative agencies frustrated by generic tools that ignore how they scope, review and bill creative work.
- **Competitors**: large horizontal players (feature-rich but generic) and cheap all-purpose tools (simple but shallow).
The sweet spot: a focused, beautifully designed tool built specifically around agency workflows, playing to the company's design strength and workflow knowledge, meeting an unmet customer need, and sidestepping the generalist competitors head-on. That becomes the positioning.
## How to run a 3Cs analysis in GroupMap
The 3Cs get sharper when sales, product, marketing and leadership each bring their view, so run it as a group.
{/* IMAGE-TODO [device]: The 3Cs framework template shown in GroupMap on a laptop, tablet and phone, with insights gathered under Company, Customers and Competitors and the overlaps discussed. */}
1. **Set the objective.** Name the positioning, product or market decision you are making.
2. **Fill each circle.** Everyone adds insights under Company, Customers and Competitors.
3. **Group within each C.** Cluster related points so the strongest themes stand out.
4. **Explore the overlaps.** Discuss value (Company ∩ Customers) and differentiation (Company ∩ Competitors).
5. **Locate the sweet spot.** Agree where you can meet a real need better than rivals.
6. **Agree actions and share.** Translate the sweet spot into positioning and next steps, then distribute.
## Limitations of the 3Cs framework
- It omits collaborators (partners, suppliers, channels) and the macro-environment, so it can miss key forces.
- It is qualitative and depends on the honesty and quality of the inputs.
- It is a snapshot: customer needs and competitor moves shift, so revisit it.
- For a fuller picture, pair it with a [PEST analysis](/templates/pest-analysis/) or a 5C situational analysis.
### Related templates
- [Strategy frameworks](/strategy-frameworks/)
- [Situational analysis](/templates/situational-analysis/)
- [SWOT analysis](/templates/swot-analysis/)
- [PEST analysis](/templates/pest-analysis/)
- [Perceptual map](/templates/perceptual-map/)
- [Business model canvas](/templates/business-model-canvas/)
### References
- [Kenichi Ohmae, *The Mind of the Strategist* (McGraw-Hill, 1982)](https://www.google.com/books/edition/The_Mind_of_the_Strategist/BdT3xSbHNaAC)
- [3C model (Ohmae), Toolshero](https://www.toolshero.com/strategy/3c-model-ohmae/)
## Find your sweet spot with GroupMap
The 3Cs framework works best when each circle is filled by the people closest to it, and GroupMap brings them together on one board. Sales speaks to customers, product to company strengths, and marketing to competitors, all at once, then the group explores the overlaps live to agree where it can win. Private input reduces groupthink and customizable workflows keep the session focused on turning the strategic triangle into a clear, shared position.
---
# 4Ls Retrospective
URL: https://www.groupmap.com/templates/4ls-retrospective/
## What is a 4Ls Retrospective?
4Ls retrospective is a brainstorming technique used by project teams to review their progress and identify ways to improve moving forward. This retrospective technique elicits feedback using different questions to a traditional [agile retrospective](/templates/agile-retrospective/).
The 4Ls retrospective focuses on four areas:
- **Liked** – What did the team like about this sprint/iteration/project?
- **Learned** – What did the team learn during this sprint/iteration/project?
- **Lacked** – What did the team lack during this period?
- **Longed For** – What do the team long for?
## Why do a 4Ls Retrospective?
The 4Ls retrospective is simple to set up and requires no special knowledge or equipment to facilitate.
The 4Ls method asks more personal questions compared with other approaches such as an [agile retrospective](/templates/agile-retrospective/). The result is a greater focus on the team’s attitude and identification of important motivational factors.
Retrospectives allow a project team to:
- Highlight positive aspects of the project as well the negative.
- Take time out to reflect, evaluate, and determine how to improve moving forward.
- Address issues affecting team communications and performance.
- Bring everyone up to speed and reach consensus on important aspects of a project.
- Deal with problems sooner rather than later.
- Solve their own problems and take ownership of the solutions.
## Who should use a 4Ls Retrospective?
4Ls is commonly used for software development teams, however its simplicity also makes it useful for:
- All project retrospectives and reviews
- Any team wanting to improve their performance
- Reviewing training and conference events
- Reviewing personal performance over a period of time
### Tips for effective retrospectives
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize Groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Be specific rather than broad when defining ideas.
- Use quantitative data where possible to focus on the crux of issue.
- Provide adequate time in the session to rank and prioritize ideas.
- Communicate outcomes to stakeholders and regularly update progress on actions.
## 4Ls Retrospective template
### Liked
Aspects of the project the team feels went really well.
These are things that should continue as the project moves forward.
Trigger questions:
- What did you enjoy during the previous project cycle or sprint?
- What happened that you really liked?
- What aspects of the project went better than expected?
### Lacked
Aspects of the project that didn’t go so well.
The team tries to find solutions for these issues and plans actions to improve.
Trigger questions:
- What could the team have done better?
- What has been happening that could be improved?
- What aspects made the team dissatisfied?
- What difficulties did we have?
### Learned
Knowledge team members gained over the previous period.
This includes technical and nontechnical learnings. They inform actions and changes for the next cycle.
Trigger questions:
- What new skills did you learn?
- What new knowledge did you gain?
### Longed for
Things that were unavailable during the previous cycle that would improve the project.
The team tries to work out how to obtain or implement these aspects.
Trigger questions:
- What do you wish was happening?
- What would help you do your job better?
- What equipment, processes, or skills would make the project easier or more efficient?
## How to run a 4Ls Retrospective
A project retrospective is an opportunity for the team to share their experience of the previous project cycle and focus on what to improve in the future, so it’s important to have all members involved. When teams are distributed across different locations, it can be difficult to get everyone together at the same time.
Screen sharing software and video conferencing allow facilitators to use traditional brainstorming tools such as whiteboards and sticky notes but there may still be issues ensuring everyone’s voice is heard. Online collaboration software such as GroupMap solves many of these problems and provides a cost-effective means of getting a great result.
The time to run a 4L’s retrospective meeting will vary depending on the scope of the session. Setting and keeping to “timeboxes” for each stage can help streamline the process. Teams should be able to identify and prioritize issues and develop an action plan in less than 30 minutes.
Revisit the “Prime Directive” to lay the ground rules and establish expectations for behavior during the meeting.
> **Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.**
4L ideas may be gathered individually or as a group using a whiteboard, sticky notes, Google Docs, or a specialized online collaboration tool such as GroupMap.
Start by capturing ideas for “Liked” and then move onto the other three quadrants in order. Each idea should be made visible to everyone, and discussed, clarified, and challenged where necessary, to ensure all participants have a shared understanding.
It’s important to drill down to the root cause of each idea and support it with data where possible. That includes things that went well and those which didn’t.
Organize the ideas by removing duplication, combining those which are thematically similar, and discarding any which aren’t in scope. The final statements should be specific and actionable, rather than just general opinion.
With the template fully populated, the team votes on which ideas provide greatest opportunity for improvement and therefore should be actioned. The usual method of voting is to give each team member between one and five votes which they allocate to those issues they feel are the most critical to address. The result is a visual indication of the team’s priorities.
Develop solutions for priority issues and identify what actions to take. The key to this step is to focus on a few critical activities that can be accomplished with the resources available, rather than try and solve everything all at once. Escalate critical issues that cannot be solved with the team’s current capabilities.
It’s important to assign measurable goals or success criteria to each action so progress can be assessed in subsequent meetings.
Compile and distribute the final list of priorities and actions required of team members to:
- Ensure everyone is clear on what needs to happen and by when
- Provide a roadmap for action over the next part of the project
- Use to assess progress at the next retrospective.
GroupMap automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
### Related templates
- [Agile retrospective](/templates/agile-retrospective/)
- [Start stop continue retrospective](/templates/start-stop-continue-retrospective/)
- [DAKI retrospective](/templates/daki-retrospective/)
- [Celebration Grid](/templates/celebration-grid/)
### References
- [Ben Linders](https://www.benlinders.com/getting-value-out-of-agile-retrospectives/)
- [Scrum Alliance](https://www.scrumalliance.org/)
- [Mountain Goat Software](https://www.mountaingoatsoftware.com/agile/scrum/meetings/sprint-retrospective)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# 4P Marketing Mix
URL: https://www.groupmap.com/templates/4p-marketing-mix/
## What is the 4P Marketing Mix?
The 4P Marketing Mix is a popular framework used by marketers to define and develop marketing strategies. The 4P’s stand for Product, Price, Place, and Promotion, which are the four key elements that make up a successful marketing mix.
It offers an order that is simple to follow.
The first step is to define the product or service that you want to market. Next, determine the pricing strategy for the product. Then plan the promotion strategy for the product. Finally, identify the best channels for distributing and selling the product.
## Why use the 4P Marketing Mix?
- It offers a comprehensive approach to planning as businesses can create a complete plan by considering all four elements.
- By considering the needs and wants of customers, businesses can design a product or service that fits their demands and is priced, promoted, and distributed in an easy and accessible way.
- Businesses can change the template to meet their needs and goals.
- Tracking the effectiveness of the strategy lets businesses make data-driven decisions and tweak their approach.
## Who needs the 4P Marketing Mix?
Any business or organization that wants to develop and implement an effective marketing strategy would benefit from this approach. Small enterprises, large corporations, start-ups, and non-profit organizations are some examples of those that could benefit from using the 4P Marketing Mix.
### Tips in using the 4P Marketing Mix effectively
- Conduct market research before using this template to identify the needs and preferences of your target audience.
- Remember that the four elements of the 4P Marketing Mix are interdependent.
- Continuously evaluate the effectiveness of your marketing strategy, using metrics such as sales, customer feedback, and market share.
- Keep the needs and preferences of your target audience at the forefront of your marketing strategy.
- Ensure that your marketing activities are aligned with your business goals and are designed to support your business growth.
- Customize the elements of the framework to suit the needs of your specific business, industry, and target audience.
## How to run a 4P Marketing Mix
Start by defining the product or service you will be marketing.
Then collaborate to determine the pricing model that will best meet the needs of the business and its target audience. Then discuss the most effective promotion channels and strategies.
After that, collaborate to find the most effective strategy to get the product into the hands of the target demographic. Lastly, put the marketing strategy into action and use metrics to measure how well it worked.
Invite participants to add their ideas in each section of the template.
Give them time to think and remind them that all ideas are good ideas.
Ideas can be added individually or as a group.
Discuss and clarify the ideas for the whole group.
Merge similar ideas and remove duplicates or activities not in scope. Additional comments can be added to the grouped ideas and it will now be treated as a single idea going forward.
Rank and discuss the top ideas and their value.
Share the results of the activity with stakeholders.
Regularly review and adjust your marketing strategy based on the results of your metrics. Use customer feedback, sales data, and other metrics to refine your approach and improve results.
### Related templates
- [Ansoff Matrix](/templates/ansoff-matrix/)
- [BCG Matrix](/templates/bcg-matrix/)
- [Business Model Canvas](/templates/business-model-canvas/)
### References
- [Service oriented marketing mix and its usage](https://library.iated.org/view/WALLETZKY2014SER)
- [Long live the marketing mix.](https://www.emerald.com/insight/content/doi/10.1108/JSOCM-10-2018-0122/full/html)
- [Assessing the effectiveness of the marketing mix in social marketing](https://research-repository.griffith.edu.au/bitstream/handle/10072/381271/Lahtinen,Ville_Final%20Thesis_Redacted.pdf?sequence=1)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Affinity Diagram
URL: https://www.groupmap.com/templates/affinity-diagram/
## What is an affinity diagram?
An affinity diagram is a method for organizing a large number of ideas, observations, or data points into groups based on their natural relationships. Instead of sorting notes into categories you decide in advance, you let the themes emerge from the notes themselves, so the structure reflects what the data is actually saying.
Also known as affinity mapping, affinity clustering, or the KJ method, it is one of the most reliable ways to make sense of the messy output of a brainstorm, a research study, or a retrospective. Dozens of scattered notes become a handful of clearly labeled themes the team can reason about and act on.
It is the qualitative end of the [decision-making frameworks](/decision-making-frameworks/): use it to understand the problem, then a scored framework like a decision matrix to choose between the options it surfaces.
**Key takeaways**
- An affinity diagram clusters many individual ideas into natural themes.
- The categories emerge from the ideas rather than being defined up front.
- It is ideal for making sense of large volumes of qualitative input.
- The initial sort works best done silently and collaboratively to avoid bias.
- Add voting or scoring afterward to prioritize the themes that matter most.
## Why use an affinity diagram?
After a good brainstorm you often have more ideas than you can hold in your head. An affinity diagram helps by:
- Turning a chaotic wall of notes into a small number of understandable themes.
- Letting patterns emerge naturally instead of forcing ideas into pre-decided buckets.
- Giving quiet contributors equal weight, since ideas are grouped, not debated one by one.
- Creating a shared understanding that makes the next decision (what to prioritize) far easier.
## Who should use an affinity diagram?
Affinity diagrams are used across product, design, research, quality, and agile teams. UX researchers cluster interview findings, product teams organize feature requests, facilitators synthesize workshop output, and scrum teams group retrospective ideas into themes. Anyone facing a large, unsorted pile of qualitative input can use one.
## How affinity mapping works
The process moves from scatter to structure:
1. **Generate notes**: everyone writes ideas or observations on individual notes, one idea per note.
2. **Sort in silence**: cluster related notes together without discussion, so the grouping follows genuine affinity rather than argument.
3. **Name the themes**: once clusters settle, add a header note that captures the theme of each group.
4. **Refine**: split, merge, or move clusters until the grouping feels right.
5. **Prioritize**: vote or score the themes to decide where to focus.
## Affinity diagram example
A product team runs eight customer interviews and ends up with roughly sixty notes about pain points. Spread out, it is noise. Clustered, four themes appear: **onboarding is confusing**, **the mobile app is slow**, **pricing tiers are unclear**, and **support responses are too slow**. Dot voting shows onboarding and pricing carry the most weight for the team.
In minutes, sixty scattered observations have become four named problems and a clear signal about which two to tackle first, a result no single note could have delivered on its own.
## How to run an affinity diagram in GroupMap
{/* IMAGE-TODO [device]: The affinity diagram template shown in GroupMap on a laptop, tablet and phone, with a team dragging notes into labelled clusters together. */}
GroupMap is built for exactly this flow. Everyone brainstorms notes at the same time, independently, so no one anchors on the first idea. Then the group drags related notes into clusters and labels each theme. Because contributions can be gathered privately first, the diagram reflects the whole team's thinking, not just the loudest voices. Add dot voting to prioritize the themes, then convert the top clusters straight into action items, whether your team is in the room or spread across the world. If the wall of notes is large, [AI grouping](/blog/ai-affinity-mapping/) can make the first pass: it proposes named themes, and you accept, refine or dismiss each one before anything moves on the map.
## Limitations of an affinity diagram
Grouping is an act of interpretation, so two teams can cluster the same notes differently, and a confident voice can quietly steer the themes. Doing the first sort silently and collaboratively helps keep it honest. And while an affinity diagram organizes ideas beautifully, it does not tell you which theme matters most, which is why prioritizing the clusters with voting or scoring is part of the method, not an optional extra.
### Related templates
- [Group mind mapping](/templates/group-mind-mapping/)
- [Impact effort matrix](/templates/impact-effort-matrix/)
- [SWOT analysis](/templates/swot-analysis/)
- [Six thinking styles](/templates/six-thinking-styles/)
- [Pros and cons list](/templates/pros-and-cons-list/)
### References
- [Affinity diagram, American Society for Quality (ASQ)](https://asq.org/quality-resources/affinity)
- [Affinity diagrams, Interaction Design Foundation](https://www.interaction-design.org/literature/topics/affinity-diagrams)
## Turn scattered ideas into clear themes with GroupMap
GroupMap takes the friction out of affinity mapping. Everyone contributes at once, ideas are gathered before they are grouped, and the whole team shapes the clusters together in real time. The result is a shared, labeled picture of what the data is really saying, plus a prioritized shortlist of themes your team is ready to act on.
---
# Agile Retrospective
URL: https://www.groupmap.com/templates/agile-retrospective/
## What is an Agile Retrospective?
An agile retrospective is a short meeting for project teams to reflect on the most recent stage of their project, analyze their processes, and identify things they can do better moving forward. Regular agile retrospective meetings support constant learning and improvement over the life cycle of the project.
The agile retrospective focuses on four areas:
- What went well?
- What could have gone better?
- What do we want to try next?
- What puzzles us?
Depending on the type of project, this project review technique is sometimes called an iteration retrospective, sprint retrospective, or scrum retrospective.
## Why do an Agile Retrospective?
Regular agile retrospectives are a cheap, fast, and effective way for project teams to improve continuously. They:
- Provide dedicated time to reflect, analyze, and decide on how to do things better.
- Provide a forum to celebrate success and progress.
- Improve team communications and create an opportunity to “clear the air.”
- Address issues regularly, eliminating problems sooner rather than later.
- Bring everyone up to speed on current challenges and goals.
- Empower teams to solve problems, develop solutions, and own their decisions.
- Provide an opportunity to reach consensus on future actions moving forward.
- Offer a great opportunity for team building and energizing the team.
## Who should do an Agile Retrospective?
The agile retrospective is best known as a tool for agile software development teams (including scrum, extreme programming). However, it is broadly applicable to any project.
### Tips for effective retrospectives
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize Groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Be specific rather than broad when defining ideas.
- Use quantitative data where possible to focus on the crux of issue.
- Provide adequate time in the session to rank and prioritize ideas.
- Communicate outcomes to stakeholders and regularly update progress on actions.
## Agile Retrospective template
### What went well?
This quadrant identifies those things the team feels they are doing well and should continue to do.
Questions to ask:
- What were you pleased with?
- What produced good outcomes?
- What tools and techniques worked well?
- What things should we continue to do?
- Any praise or thanks you want to give to team members?
### What do we want to try next?
This quadrant includes good ideas or innovations the team wants to try.
Questions to ask:
- What haven’t we tried before that could work?
- What one new thing would you like to try?
- What new approaches should we experiment with?
### What could’ve gone better?
This quadrant identifies those areas that are creating problems or can be improved.
Questions to ask:
- What went wrong?
- What is not delivering value?
- What areas do you see for improvement?
- What didn’t go as expected?
### What puzzles us?
This quadrant includes those things the team doesn’t understand or questions that are unanswered.
Questions to ask:
- What unanswered questions do you still have?
- What issues should we investigate further?
- Are there things we do with unclear value?
## How to run an Agile Retrospective
Because project team members are often distributed across different locations, attendance at regular agile retrospectives may prove difficult. Using new tools and approaches other than the usual sticky notes and whiteboards become necessary.
Software that facilitates simultaneous online brainstorming and collaboration such as GroupMap, really come into their own in these situations.
The time to run an agile retrospective meeting will vary depending on each project. However, there’s no reason why you can’t identify and prioritize issues and develop an action plan in 30 minutes.
Ensure everyone knows who’s attending and what their role is, especially if not everyone is in the same location.
Restate the objectives of the whole project and how it aligns and contributes to the organization.
Look at ideas and review progress on actions generated in previous Agile Retrospective meetings and decide which of those to include in this session.
Define the timeframe and the focus for this session.
Revisit the “Prime Directive” to lay the ground rules and establish expectations for behavior during the meeting.
> **Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.**
Agile Retrospective ideas may be gathered individually or as a group using a whiteboard, sticky notes, Google Docs, or a specialized online collaboration tool such as GroupMap.
Start by capturing ideas for “What went well?” and then move onto the other three quadrants in order. Each idea should be made visible to everyone, and discussed, clarified, and challenged where necessary, to ensure all participants have a shared understanding.
It’s important to drill down to the root cause of each idea and support it with data where possible. That includes things that went well and those which didn’t.
Organize the ideas by removing duplication, combining those which are thematically similar, and discarding any which aren’t in scope. The final statements should be specific and actionable, rather than just general opinion.
With the template fully populated, the team votes on which ideas provide greatest opportunity for improvement and therefore should be actioned. The usual method of voting is to give each team member between one and five votes which they allocate to those issues they feel are the most critical to address. The result is a visual indication of the team’s priorities.
Develop solutions for priority issues and identify what actions to take. The key to this step is to focus on a few critical activities that can be accomplished with the resources available, rather than try and solve everything all at once.
It’s important to assign measurable goals or success criteria to each action so progress can be assessed in subsequent meetings.
Distribute the final report on the session with the associated action plan to the team members. Ensure all participants are clear on what needs to happen and by when. This report provides the roadmap for the next stage of the project and a starting point for the next retrospective.
GroupMap automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
### Related templates
- [Start stop continue retrospective](/templates/start-stop-continue-retrospective/)
- [4Ls retrospective](/templates/4ls-retrospective/)
- [DAKI retrospective](/templates/daki-retrospective/)
- [Lean Coffee](/templates/lean-coffee/)
### References
- [Ben Linders](https://www.benlinders.com/getting-value-out-of-agile-retrospectives/)
- [Scrum Alliance](https://www.scrumalliance.org)
- [Mountain Goat Software](https://www.mountaingoatsoftware.com/agile/scrum/meetings/sprint-retrospective)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Ansoff Matrix
URL: https://www.groupmap.com/templates/ansoff-matrix/
## What is Ansoff Matrix?
The Ansoff matrix (aka Ansoff model – four ways to grow), developed by H. Igor Ansoff, is a fantastic tool to plan product-market strategy, contributing to the growth and future success of your organization.
Quickly and easily invite your team and get all your strategies down fast. The Ansoff matrix gives you the structure to decide on which growth strategies work for your organization now.
## How to use Ansoff Matrix?
The Ansoff matrix provides an easy to follow framework for teams to explore how different products and services fit into the organization’s growth strategy. It comprises of four quadrants that help you to grow and scale your business. Each quadrants suggests a potential growth strategy, and also an associated risk.
The 4 quadrants are Market Penetration, Product Development, Market Development and Diversification. As you discuss each section with the team, it encourages ideas for potential changes or opportunities in each of those quadrants. Generally speaking, this activity is run once a year, though this can be more regular during rapid industry changes or there is a strong need for innovation.
## Market penetration
Existing Markets / Existing Products
Growth is achieved using existing products in existing markets. This means selling at higher volumes, or finding new channels in the existing market.
This generally has the least risk because it is a known market and the goal is to focus on boosting sales of your product into the existing market.
This requires you to be aware of the strengths and weaknesses relative to the competition. This is generally a low risk category because there is a known history, prior data and it may be easier to identify what is already working well or not.
## Market development
New Markets / Existing Products
Growth is achieved by taking existing products into new markets. Examples include selling to different customer segments, selling a consumer product to industry, or entering foreign markets.
This is a medium to high risk to high risk category depending on the capabilities for the organization.
This option looks to expand the existing product but can introduce additional customization, ensuring a use case for the product in the new market as well as understanding the psychology and demographics of a new market place.
## Product development
Existing Markets / New Products
Growth is achieved by creating new products for an existing market. This may involve researching and developing a new product to meet unfilled needs of the current customer base.
There would be considered a medium to high risk category. While it may be easier to reach current customers or to understand their current problems, there is product and fit-to-market risk associated with coming up with a new product or service to solve that need.
This requires up-selling, innovation and ensuring there is alignment between the new product or service with the customer’s needs.
## Diversification
New Markets / New Products
Growth is achieved by creating new products or services for new markets and represents additional product lines for new profiles of customers.
This would be the highest risk category. This usually stems from an organization having existing resource and capabilities and who want to create new revenue or investment streams.
This would require them to redirect resources and time away from their current core activities. The opportunity allows the organization to play in a new vertical but has the highest level of uncertainty.
## How to run Ansoff Matrix workshop
The time required to construct a Product-Market matrix depends on the organization, the size of the group, and the objectives of the session. However, there is no reason why you can’t brainstorm, prioritize, and develop a consolidated action plan in less than an hour.
All Ansoff matrix workshops should begin by stating the objective of the session and ensuring all participants are clear on the scope so they can focus their efforts. Define the objective before the actual workshop to save time.
Ask your participants to populate the map under each heading. e.g. If the company normally supplies chocolates for teenagers, they may wish to take an existing product line and rebrand it for the adult market under *Market Development*.
Different methods for gathering input and ideas from participants include a whiteboard, post-it notes, or on dedicated software like GroupMap.
Review each of the quadrants in turn – prioritizing each of the product ideas by sorting them in order of likely value. You can do this as a team (collaborative) or individually. Positioning ideas individually will allow you to see whether there is consensus in the room.
You may also use dot voting to narrow down the top strategies by asking the team to discuss and vote on the strategies they believe will have the biggest impact for the organization.
For each priority strategy, there should be one or more actions. Assign responsibility and a timeframe for completion to a group or individual.
Sharing and communicating the outcomes of the Ansoff Matrix and subsequent action plan are essential to getting buy in from participants and other stakeholders. Use the completed Ansoff’s Matrix to help align your teams focus and energies across each of the strategies.
GroupMap automatically generates visually appealing reports in several formats for distribution, saving time and effort after the workshop.
### Related templates
- [BCG matrix](/templates/bcg-matrix/)
### References
- [Ansoff, Igor. 1957. “Strategies for Diversification.” Harvard Business Review 35(5): 113–124.](https://www.casrilanka.com/casl/images/stories/2017/2017_pdfs/sab_portal/course_material/strategies_for_diversification.pdf)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# BCG Matrix
URL: https://www.groupmap.com/templates/bcg-matrix/
## What is BCG growth share matrix?
The BCG matrix (aka Boston Matrix) is a strategic planning tool which uses the relative market share and growth rate to assess the relative strength of products in a brand’s portfolio.
This is based on Market Share and Growth. The BCG model assigns products into four categories – Stars, Cash Cows, Question Marks, and Dogs – quickly identifying which products need attention and helps to inform their investment strategy.
This growth vs share model provides an indication of which products an organization should invest in, those they should develop, and the ones they should get rid of.
The model advocates that a company *milks their cows,* doesn’t waste money on the *dogs*, invests in the *stars* and applies some resources to the *question marks* to identify if they can become stars.
## Key takeaways
- **The BCG matrix** (or Boston matrix) plots the products in a company's portfolio by *market growth* and *relative market share*.
- **The four quadrants** are stars, cash cows, question marks, and dogs.
- **The strategy:** invest in stars, milk cash cows, back the question marks that can win, and divest the dogs.
- **See a BCG matrix of companies** like Apple in the worked example below, then build your own live with your team in GroupMap.
## BCG vs growth share matrix - is there a difference?
Essentially there is no difference. The growth share matrix was the brain child of [Boston Consulting Group’s](https://www.bcg.com/) founder Bruce Henderson in 1968 and published in a provocative essay called Perspectives. It was used by about half of all Fortune 500 companies.
Over time it was also given the names of *BCG growth-share matrix*, *Boston matrix*, *product portfolio matrix*, *Boston box*, *Boston Consulting Group analysis*, or a *portfolio diagram*.
### Tips for facilitating an effective BCG analysis
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize Groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Be specific rather than broad when defining ideas.
- Use quantitative data where possible to focus on the crux of the issue.
- Provide adequate time in the session to rank and prioritize ideas.
- Communicate outcomes to stakeholders and regularly update progress on actions.
## Why use BCG Matrix?
The BCG matrix is a simple, easy to use tool that:
- Identifies products that are profitable now, those with potential, and those which are, or could be, a drain on resources
- Informs resource allocation across a product portfolio
- Helps a company establish strategies to be a market leader through a sustainable portfolio of products and services that captures and serves a particular range of consumer markets.
- Provides a visual representation of a company’s product portfolio across the aspects of potential growth and relative market share.
## Limitations of the BCG Matrix
The BCG Matrix provides a resource allocating framework between different business units but there are certain limitations. These include:
1. The market needs to be clearly defined for this to be effective.
2. Having a high market share does not necessarily equate to profits. The overall goal of the business needs to be considered. High market share also may require a high level of investment.
3. At times, dogs may be playing a support role such as a loss leader and help other parts of the business gain or maintain a competitive advantage, sometimes earning more than cash cows. The model suggests simply removing this part of the quadrant but should be considered at a high level across its overall fit in the business.
## BCG Matrix example
The BCG matrix template plots products or product categories against two variables:
- *Relative Market **Share*** (horizontal axis) – the higher the market share, the more cash likely being generated. This measurement reflects a brand’s competitive position and is usually expressed as their market share relative to their closest competitor.
- *Market **Growth Rate*** (vertical axis) – products with high market growth rate usually have higher earnings but also consume lots of cash and require investment to pursue and maintain that growth. Market growth is a good indicator of industry attractiveness and gives an indication of a product’s future potential, overall market strength, and attractiveness to future competitors.
| Quadrant | Market growth | Market share | Suggested strategy |
| --- | --- | --- | --- |
| **Stars** | High | High | Invest to maintain the lead and growth |
| **Cash cows** | Low | High | Milk for cash; invest as little as possible |
| **Question marks** | High | Low | Back the ones that can become stars; divest the rest |
| **Dogs** | Low | Low | Divest or retire, unless they support other products |
### Question marks
High Growth, Low Share
Products with low market share but in high growth industries. Often associated with emerging markets. These products:
- have the potential to gain market share and become stars
- may eventually become *cash cows* when market growth slows
- can become *dogs* if they don’t succeed in becoming a market leader after a period of investment or the market growth declines.
Suggested actions: Carefully analyze to see if they’re worth investing in to increase market share. Consider investing for market penetration, market development, or product development; or divesting.
### Dogs (or pets)
Low Growth, Low Share
Products with low market share in a mature, slow-growing market. These products:
- usually generate minimal profit
- are sometimes maintained for strategic purposes e.g., they provide jobs, have synergies with other business units, or are a defense against competitors.
Suggested action: Consider eliminating these products by retrenching, divesting, or liquidating. Maintain (in special circumstances) where it is supporting other products to maintain a competitive advantage or is cash positive.
### Stars
High Growth, High Share
These products have a high market share and are in a fast-growing industry. They bring in good profits and have an opportunity to expand further in a growing market. Stars help to assure the future of a company. These products:
- are *question marks* that have gained market share and are improving.
- can become *cash cows* as the market stabilizes.
- may become *dogs* if they lose their competitive edge, and the market becomes obsolete (not uncommon in technology fields).
Suggested action: Resource to maintain market position and growth. Consider vertical or horizontal integration options, investing for market penetration, market development, or product development.
### Cash cows
Low Growth, High Share
Products with high market share but low growth. These products:
- generate good profits and supply funds for future growth
- were often *stars* in the market which has now matured and slowed
- don’t have many opportunities to expand as the market is growing too slowly for investment to be worthwhile.
- might become *stars* with further product development.
Suggested action: Support to maintain their current market share. “Milk” while investing as little as possible. Consider investing in product development, diversifying, divesting or retrenching. This requires optimal allocation to maintain its status.
### BCG matrix example: companies like Apple
A BCG matrix of companies is one of the clearest ways to see the model in action, and Apple is the example most often used. Positions are always relative to market growth and share and shift over time, but a simplified snapshot might look like this:
- **Stars** – the iPhone, holding a leading share in a still-growing premium smartphone market.
- **Cash cows** – the Mac and iPad, mature lines that generate reliable profit with limited new investment.
- **Question marks** – newer bets such as Vision Pro, in fast-growing categories where Apple is not yet the clear leader.
- **Dogs** – discontinued lines such as the iPod, overtaken as demand moved to smartphones.
The value of the exercise is not labeling products for its own sake — it is deciding where to invest: fund the stars, milk the cash cows, back the question marks that can win, and retire the dogs.
## How to use BCG analysis
The BCG matrix is based on the theory that in a natural business cycle, products usually start as question marks, then become stars as the market grows. When that growth slows they become cash cows and eventually dogs. A diversified company will have products across the spectrum to ensure future growth and funding.
Using the BCG matrix, you can either pre-populate items or ask people to add in items under each quadrant. They can add attachments, files, descriptions or other information to justify their current position. Leading a discussion allows everyone to look at the overall placement and see if there is a need to adjust their positioning.
Now comes the important aspect of having people brainstorm strategies and actions against each of those strategies. They can be added as comments, and then once confirmed, turned into action items.
Agree on actions for each entry, and assign responsibility and timeframes. At this early stage of analysis, actions may only be a broad commitment to investigate further or they might document a decisive strategy. Examples of actions might include:
- Increase Investment in product A to increase market share
- Maintain current strategy with Product B.
- Decrease Investment in Brand C to maintenance levels (cash flow)
- Sell, or stop production of, Product D.
Distribute the final report on the session with the associated action plan to the team members. Ensure all participants are clear on what needs to happen and by when. This report provides the roadmap for marketing, resourcing, and production strategies.
GroupMap allows you to capture ideas, group or individual positioning and to capture comments and action items against each portfolio item, without losing sight of the big picture.
## Who should use BCG Matrix?
The BCG matrix is mainly used by internal management that has more than one product competing for resources. It can inform a number of different business functions including marketing, strategy, and portfolio planning.
Generally, this is only suited to companies who provide multiple products and/or services and looking to refine or consolidate their internal business strategies. Single line companies may be better served by the use of a competitor analysis perceptual map.
### Related templates
- [Business Model Canvas](/templates/business-model-canvas/)
- [SWOT analysis](/templates/swot-analysis/)
- [Ansoff matrix](/templates/ansoff-matrix/)
- [Perceptual map](/templates/perceptual-map/)
- [GE-McKinsey matrix](/templates/ge-mckinsey-matrix/)
### References
- [toolshero](https://www.toolshero.com/marketing/bcg-matrix/)
- [Growth Share Matrix (BCG)](https://www.bcg.com/en-au/about/overview/our-history/growth-share-matrix)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Business Model Canvas
URL: https://www.groupmap.com/templates/business-model-canvas/
## What is Business Model Canvas?
The Business Model Canvas is a visual chart documenting key aspects of a new or existing business. Designed by Alexander Osterwalder and Yves Pigneur, it provides an organizational blueprint for further planning and action. The canvas collects information under nine areas critical to an organization or product’s success – addressing value proposition, customers, infrastructure, and finances.
The resulting canvas is a single-page business plan that represents how an organization creates and delivers value to its customers – or how it could do in future.
## Why use the Business Model Canvas?
- Develop a holistic view of the core elements that drive the business
- Streamline planning
- Align objectives, structures, and processes
- Facilitate conversations about an organization’s strategy
- Create consistency of planning terminology across the entire organization
- Enable better collaboration across departments and sites through a shared understanding of how the business operates
- Provide a foundation for execution of strategy, prioritization of resources, and effective action planning
A Business Model Canvas requires much less documentation than a traditional business plan. Because all the information is on a single page, updates and modifications are far easier to make. The simplified layout provides a clear picture of the organization for new employees, business partners, and potential investors.
### Tips in using Business Model Canvas effectively
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Be specific rather than broad when defining ideas.
- Use quantitative data where possible to focus on the crux of the issue.
- Provide adequate time in the session to rank and prioritize ideas.
- Communicate outcomes to stakeholders and regularly update progress on actions.
## Who should use the Business Model Canvas?
Because the technique simplifies the business planning process, the Business Model Canvas is useful for:
- Startups and entrepreneurs
- New products or services within an existing business model
- Organizations reassessing their old business model
- Alignment of plans throughout all levels of the organization
- Organizations seeking new relationships with customers, key partners, and investors
- Consultants and advisors tasked with assisting or evaluating an organization
- Businesses undertaking mergers or acquisitions
## Business Model Canvas template
A Business Model Canvas template is structured as nine building blocks supporting four key elements of the organization: Value Proposition, Customers, Infrastructure, and Finances
The nine building blocks consist of Value Proposition, Customer Segments, Customer Relationships, Distribution Channels, Key Activities, Key Partnerships, Key Resources, Revenue Streams, and Cost Structure.
### Key partners
Key partners are external people and organizations that support your business.
Partnerships, suppliers, and joint ventures fit into this segment. Partnerships leverage your resources to add further value.
Questions to ask:
- Who are your key partners/suppliers?
- Who will help you and why?
- What activities can be outsourced so your business can focus on core activities?
### Key activities
These are the actions that drive impact and value within the business.
The activities are core to creating value and drive revenue within the organization.
Questions to ask:
- What activities, if ceased would bring our business to a stop?
- What activities can be treated as value-adding, vs non-value adding?
- What do we do that is core to providing our product or service?
### Key resources
Key resources include everything required for your business model to succeed and your value proposition to be delivered.
They include strategic assets you need to launch, maintain, and improve your business, product or service. For example key talent, intellectual property, physical and financial assets.
Questions to ask:
- What assets give your business a competitive edge?
- What key resources do you require to provide your value proposition?
- What resources are most important for effective distribution channels, customer relationships, and developing revenue streams?
- What infrastructure, people or funds do we have access to in support our partners or our customers?
### Value proposition
Your value proposition is the heart of what you do. It says how you provide value to customers, and why you stand out from your competitors.
The products and services you offer, the value they provide to your customers, and reasons why they are unique fit here.
Questions to ask:
- What problems do we solve for our customers?
- What customer needs do we satisfy?
- Why do customers buy from use and not our competitors?
- What is unique about what we provide?
### Customer relationships
Customers relationships are the interactions and communication channels your business must have to establish and maintain your customer base.
The way in which you attract, keep and maintain your customers fit here.
Questions to ask:
- What relationships do our customers expect us to establish and maintain with them?
- How do we interact with potential customers throughout their ‘buyer’s journey’?
### Channels
Channels are the way in which you effectively reach the individual customer segments who buy your products and services.
The ways you let your customers know about, sell, deliver, and maintain your products and services fit here.
Questions to ask:
- Which channels can we reach our customers through and what strategy should we deploy?
- How do we effectively promote, sell and deliver our value proposition?
- Which channels work best for each customer segment?
### Customer segments
Customer segments are the groups of people for whom your business creates value. You solve their problems and meet their needs. This section provides an opportunity to perform an in-depth analysis of your customer base.
Organizations may find the development of individual personas for each segment provides greater insight into their core customers.
The organizations and people you provide products and services to and contribute to your revenue streams fit here.
Questions to ask:
- Who are our most important current and potential customers?
- What do they need or want?
- How do they think and feel?
- What do they do?
### Cost structure
Cost structure identifies the financial overheads which are essential for your business model to work.
The costs of all the other elements in the business model canvas fit here.
Questions to ask:
- What are the major cost drivers for our business and how are they linked to revenue and delivery of our value proposition?
- Which key resources and activities are most expensive?
- Are costs fixed or variable?
- How will costs rise as we grow?
### Revenue streams
Revenue streams are the ways in which your business earns money.
The products and services customers are willing to pay for, and how they do that fit here.
Questions to ask:
- What are your customers willing to pay for? How much are they willing pay?
- How do they prefer to pay?
- How much does each revenue stream contribute to the overall total?
## How to build an effective Business Model Canvas
To obtain the best possible outcomes from your Business Model Canvas, look for alignment between the different areas; especially customer segments and your value proposition. Map the customer journey from the first point of contact, through purchase and then ongoing maintenance. Don’t be afraid to remove anything that doesn’t make sense.
While you can map the Business Model Canvas according to the current status quo, you should also consider how key market and industry forces, along with macroeconomic trends, will impact your future.
Gather ideas individually or as a group using a whiteboard, post-it notes, or an online tool like GroupMap. Start by identifying who your business serves – *Customer Segments*. Then describe what you offer and why – *Value Proposition*. Next, comes all the things you need to do to deliver your offering to your customers – *Channels*, *Relationships*, *Activities*, *Resources*, *Partnerships*. Finally, address the financial aspects of your business – *Revenue* and *Costs.*
Once you have everybody’s ideas, they need to be organized. Cull any duplicates and discard any not in scope. Then work together to prioritize the consolidated ideas in each of the nine sections of the Canvas.
If the brainstorming step was performed by individuals, rather than as a group, this may take considerably longer than if you gathered ideas as a group. Software tools like GroupMap can significantly reduce the time and effort required to group and rank ideas, and the outcome is likely to be better.
Identify actions required for each item and assign responsibility for progressing them to individuals or teams. Make sure you set clear timeframes for completion.
Distribute the resulting Business Canvas Model and action plan to all relevant stakeholders and monitor progress and effectiveness on a regular basis. GroupMap automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
### Related templates
- [Lean Canvas](/templates/lean-canvas/)
- [Value Proposition Canvas](/templates/value-proposition/)
- [Hackathon Canvas](/templates/hackathon-canvas/)
### References
- [Wikipedia](https://en.wikipedia.org/wiki/Business_Model_Canvas)
- [Alexander Cowan](http://www.alexandercowan.com/business-model-canvas-templates/)
- Osterwalder, Alexander, and Yves Pigneur. Business model generation: A handbook for visionaries, game changers, and challengers. John Wiley & Sons, 2010
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Celebration Grid (Management 3.0)
URL: https://www.groupmap.com/templates/celebration-grid/
## What is Celebration Grid?
The Celebration Grid Template is a powerful tool to help teams reflect on their activities, recognize both successes and failures, and extract valuable learnings.
Created by Jurgen Appelo, Management 3.0, it encourages a growth mindset and continuous improvement by treating all experiences as opportunities for learning. The Celebration Grid divides actions into three main regions: Experiments, Practices, and Mistakes.
## Why use Celebration Grid?
The Celebration Grid allows for:
**Enhanced Team Learning:**
- Systematically review and improve practices by categorizing actions into successes, failures, and learnings.
- Encourage experimentation and innovation without fear of failure.
**Improved Team Morale and Collaboration:**
- Boost team morale by regularly acknowledging successes.
- Create a supportive culture by viewing failures as learning opportunities.
**Structured Reflection:**
- Organize actions clearly for easier analysis and insights.
- Ensure consistent reflection and alignment with team goals.
## Who should use Celebration Grid?
The Celebration Grid Template is ideal for:
- Project Managers and Teams
- Agile and Scrum Teams
- Team Leaders and Facilitators
- Organizations aiming to foster a culture of continuous improvement and innovation
### Tips for running an agile Celebration Grid
- Spend time explaining the grid before diving in as there are lots of components to the grid.
- Try starting with practices first. People are already familiar with the work they do day to day.
- Actively encourage sharing of mistakes. Some people may be fearful or ashamed, so treat mistakes as learning opportunities.
- Get people to clarify behaviors or share a story in more detail to give more context.
- Encourage people to add actions against ideas to encourage a growth mind set.
- Actively build a safe space for people to be able to share ideas without judgment
- Balance the discussion so that you are not spending all your time in just one section.
## How to run a Celebration Grid retrospective
- **Mistakes:** Errors and missteps that occurred during activities. This region emphasizes learning from mistakes to prevent them in the future.
- Successes: Rarely applicable but might include recognizing and quickly correcting a mistake.
- Failures: Instances where mistakes led to negative outcomes.
- **Experiments:** Activities where the outcome was unknown and innovation was attempted. This region highlights the importance of taking risks and trying new approaches.
- Successes: Successful outcomes of experiments.
- Failures: Unsuccessful outcomes, offering insights for future attempts.
- Learnings: Lessons derived from the process, regardless of success or failure.
- **Practices:** Established methods and routines that the team follows. This region focuses on the effectiveness and efficiency of regular practices.
- Successes: Practices that consistently yield positive results.
- Failures: Practices that did not achieve the desired outcome.
Gather the team to reflect on recent activities. Facilitate open and inclusive discussions to generate a wide range of ideas and insights. Encourage team members to share their experiences and observations, capturing both positive and negative outcomes.
Have the team add their feedback and reflections into the relevant section of the celebration grid. This starts to promote a culture of transparency and continuous improvement.
Have the team talk through the ideas that they have added. Give each person a chance to explain, elaborate or share a story about that idea.
Group similar ideas for a more focused analysis.
Analyze the grouped ideas and come up with action items that can:
- Improve practices
- Generate new experiments
- Reduce mistakes
Create specific, measurable plans to replicate successes, address failures, and implement learnings. Assign responsibilities to team members and set clear timelines to ensure accountability and follow-through.
Communicate the results of the Celebration Grid and the action plans with the wider team or organization. Celebrate successes to boost morale and motivation, and share key learnings to foster a culture of transparency and collective growth.
### Related templates
- [Agile retrospective](/templates/agile-retrospective/)
- [Start stop continue retrospective](/templates/start-stop-continue-retrospective/)
- [Team canvas](/templates/team-canvas/)
- [DAKI retrospective](/templates/daki-retrospective/)
### References
- [Management 3.0 – Learn from Successes and Failures](https://management30.com/practice/celebration-grids/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Character Alignment Chart
URL: https://www.groupmap.com/templates/character-alignment-chart/
## The Character Alignment Chart
A character alignment chart is a 3×3 grid that plots a moral axis (good, neutral, evil) against an ethical axis (lawful, neutral, chaotic). This alignment chart maker lets you build one online and classify any action, character or idea as lawful, chaotic, good, evil, or somewhere in between, together and in real time.
It is an imaginative way to encourage people to think about their values, how they approach decision-making, and the roles they play when working together. It is also a fun way to explore how those values play out in different situations.
## Why do Character Alignment Chart?
This activity encourages self-reflection by revealing how each person may respond to a situation. The benefits of this include:
- It encourages creativity and solving problems from a different perspective.
- It promotes team building by understanding how different people respond to the same situation.
- People can explain their decision-making process in a non-threatening way.
## Character Alignment Chart template
### Lawful good
Upholds the law and is driven by duty and justice. Follows a moral code and respects authority.
### Lawful neutral
Seeks to maintain the law, but is not bound by good or evil. Is motivated by duty or tradition.
### Lawful evil
Uses the law to gain power or control. Is motivated by selfish desires.
### Neutral good
Seeks to do good, but is not bound by rules or laws. Is driven by empathy and compassion to help others.
### True neutral
Remains balanced between following the law and their beliefs. Seeks to maintain balance and self-interest.
### Neutral evil
Primarily motivated by their own self interests, rather than the law. May use others to further personal goals.
### Chaotic good
Prioritizes doing good over following the law or social norms. Is driven by freedom and individuality.
### Chaotic neutral
Prioritizes freedom and individuality over law or moral codes. Is unpredictable and difficult to control.
### Chaotic evil
Prioritizes own desires and goals above all else. Enjoys causing harm and destruction, and is difficult to control.
### Alignment chart example
A filled 3×3 alignment chart plots the moral axis (columns) against the ethical axis (rows). Here is a classic example using well-known archetypes:
| | Good | Neutral | Evil |
| --- | --- | --- | --- |
| **Lawful** | Follows a just code to protect others (the principled knight) | Upholds order and tradition for its own sake (the loyal officer) | Exploits rules and hierarchy for power (the ruthless bureaucrat) |
| **Neutral** | Does good without loyalty to any rulebook (the pragmatic healer) | Keeps the balance and looks after their own interests (the fence-sitter) | Serves themselves, using or ignoring rules as convenient (the opportunist) |
| **Chaotic** | Fights for what is right, rules be damned (the rebel with a cause) | Values total freedom above all (the free spirit) | Pursues their own desires and enjoys the disorder (the agent of chaos) |
Swap the archetypes for your own scenario (decisions in a workplace dilemma, options for a project, or characters from a story) and the same grid becomes a discussion about the values behind each choice.
## How to run a Character Alignment activity
Firstly, create a few scenarios that you can pose to the group. For example:
- You are the head of a new innovation hub for the company and have been charged with coming up with new ideas to improve the product and service offerings of the team. What kind of actions would you take?
- You are running a community consultation workshop to get policy feedback on greening the neighborhood, targeting the younger generation. What kind of actions would you take?
You can make the scenario as detailed or as simple as you like. Explain each of the different character types above to the group.
Each person brainstorms a range of actions they could take to address the scenario. For example, in creating a new product under a new innovation hub, they could:
- Create a Skunk Works-style operation for ad hoc and random collaboration.
- Design an innovation hub that has mentors and a support structure.
- Create an internal competition or run a hackathon with winners and losers.
Each action can then be sorted into the relevant square on the character alignment chart. Participants can discuss and deliberate as needed. Taking the three actions above:
- Create a Skunk Works-style operation for ad hoc and random collaboration. Chaotic neutral in nature. Skunk Works teams have the freedom and individuality to pursue their own innovation goals.
- Design an innovation hub that has mentors and a support structure. Lawful good in nature, given it has structure, rules, infrastructure and a support network.
- Create an internal competition or run a hackathon with winners and losers. Lawful evil, as each team pursues its own goals and its desire to win, but within a set of competition rules.
Have participants discuss the rationale behind where each action sits. Remember, there is no “right” answer.
This is a chance to get a sense of how people feel about each idea.
It also helps people understand the implications and potential benefits for each action.
## Who should use one?
This activity is well suited for group facilitators, trainers, team leaders, or people leading groups to solve common issues that have multiple solutions.
Its game-based theme works well with retreats, creative problem-solving, and other collaborative settings.
### Tips for the Character Alignment Chart
- Have a scenario ready to go, such as onboarding a new vendor or having to speed up production.
- Use technology and online collaboration tools to allow people to add their ideas in real time.
- There is room for all roles, including Evil, Unlawful and Chaos. Tell people to reserve judgment as the reasons for this behavior might reveal a different, yet important perspective.
- Having all actions in a single category may have implications. Have the team discuss what it could mean for the group.
### Related templates
- [ESVP](/templates/the-esvp-agile-retrospective-check-in/)
- [Team Canvas](/templates/team-canvas/)
- [Six Thinking Styles](/templates/six-thinking-styles/)
### References
- [How knowledge of the player character’s alignment affects decision making in an interactive narrative.](https://link.springer.com/chapter/10.1007/978-3-319-71027-3_16)
- [How Knowledge of the Player Character’s Alignment Affect Decision Making in a Game.](https://projekter.aau.dk/projekter/files/260119307/Paper.pdf)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Character Traits Analysis
URL: https://www.groupmap.com/templates/character-traits-analysis/
## What is a Character Trait Map?
A **CHARACTER MAP** is a [graphic organizer](/graphic-organizers/) that helps students unpack a character in a piece of literature, film or play and how they impact, or are impacted by, the other characters. It helps to explore the character from various aspects and allows the student to self reflect on how that character is portrayed and the impact on the reader.
Students analyze the character and their traits in a more organized way by using clues and information from the text, including the plot, to make inferences. This helps them better appreciate how their character adds to the story and their role in delivering a message.
## Easily create a Character Map
Characters can be deeply unique and complex beings, in many ways similar to real life people. This template provides a way to flesh out and understand what drives a character. Does the character have any interesting mannerisms? Do others cower away or embrace the character?
By having guiding questions that help to prompt thinking and to allow people to independently or collaboratively brainstorm their ideas, this provides an in-depth analysis that gives everyone a broader understanding of the factors surrounding the character and their development.
[Create a Character Trait Map in GroupMap](https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/7d01bb6b-a146-4d22-aa5a-a04a7ad117ad/&cc=www-template)
## How do I create a lesson plan with a Character Trait Analysis Map?
Use this simple guide in order to quickly create a character traits template that can be shared.
Step 1 – Select the Character Map template, and invite people in via email, Map ID or web link. Explain the purpose of the character trait map elements. Then read or view the text, film or play and start some initial discussion or provide an example.
Step 2 – Have each student brainstorm their ideas under each of the sections, adding pictures, videos, or any other materials that help to best describe the character.
Step 3 – Results will be combined real time. You can click on an idea to see who created it. You can then facilitate the discussion, clarify ideas, challenge assumptions and provide real time feedback.
Hint: Customize the map through the menu settings to choose the headings that best represent the nature of the literature being reviewed.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Corrective Action Plan
URL: https://www.groupmap.com/templates/corrective-action-plan/
## What is a Corrective Action Plan?
A Corrective Action Plan is a systematic approach to addressing problems or issues that have been identified in a process, system, or project.
## Why use a Corrective Action Plan?
A Corrective Action Plan can be used when there is a need to address and improve an issue in the workplace. It could be the quality of a product or service, customer satisfaction, or the overall efficiency and effectiveness of a process or system.
It helps your organization identify and address problems early on, before they become larger issues that can negatively impact the organization’s reputation, financial performance, and overall success.
## A worked Corrective Action Plan example
The three columns are worked in order, and the order is the discipline: the group agrees what is wrong before it argues about fixes, and agrees the fix before it decides how anyone will know it worked. Here is what that looks like filled in.
Say a support team’s replies have been getting slower for two months. Nobody disputes it, and everybody has a theory. Rather than open with the theories, the group puts up the three problems it can agree on.
| Top 3 Issues | Corrective Action | Measurement |
| -- | -- | -- |
| Tickets sit unread overnight because nobody is on the queue outside business hours | Publish a roster so one person is named on the queue for each evening and weekend | Nothing waits more than twelve hours for a first reply, checked weekly |
| The same three questions make up most of the volume and get answered from scratch every time | Write one good answer for each of the three and put them where the team already looks | Those three questions are answered from the saved replies, and the time spent on them falls |
| Complex tickets bounce between people because there is no rule for when to escalate | Agree one escalation rule and write it into the queue’s own notes | No ticket changes hands more than twice before it is resolved |
Read across a row and each action answers its own issue. Read down the measurement column and you have the agenda for the follow-up session, already written.
Two things are worth copying from this example. Every issue is specific enough that somebody outside the room would recognize it: ‘handover notes are missing’ beats ‘communication’. And every measurement is something the group can check later without reopening the argument, which is what stops a plan quietly lapsing.
Notice what the example does not do. Nobody is named as the problem. A Corrective Action Plan works when a group is fixing a process it shares, and it stops working the moment it reads as a case against a person. If the honest problem is one person’s performance, that is a conversation, not a workshop.
## Who should run one?
Anyone who is involved in a process or system can benefit from a corrective action plan. This includes
- Individuals and teams responsible for quality control, risk management, and Six Sigma.
- Project managers
- Change agents and leaders
- Team leaders and agile scrum masters
### Tips for effective Corrective Action Plans
- Be inclusive. Involve the whole team or group.
- Use technology to involve people in different locations rather than miss their contribution.
- Minimize Groupthink by brainstorming ideas individually.
- Be specific rather than broad when defining ideas.
- Keep things positive. Remind people they are helping to build solutions and avoid the ‘blame game’.
- Provide adequate time in the session for people to share their ideas.
- Monitor outcomes, if improvements aren’t observed revisit the process.
## How to use the Corrective Action Plan template
The Corrective Action Plan is a map designed to facilitate a collaborative approach to identifying and addressing issues in the workplace.
Start by making sure all stakeholders impacted by issues have access to the map. Using an online collaborative tool such as GroupMap allows those stakeholders to engage both in person and remotely. It can also allow for the group to share their input either synchronously or asynchronously depending on their availability.
As one section of the map leads to the next, it is best to work through it one column at a time. First have the group decide upon the top three issues it will discuss. Then have them settle on the corrective actions they will use to address them. Finally, have the group identify the various metrics that will be used to track success in the ‘Measurement’ column.
Start by inviting the group to add their top three issues to the map; one in each box. The ideas can be discussed with people indicating if they like or dislike each issue (see next step).
Once the three issues are defined and agreed to by the group, move on to ‘Corrective Action’. Again, invite the group to add corrective actions for each issue, and use the like and dislike voting to decide which of them the group will take forward.
Finally, have the group consider ‘Measurement’. Invite the group to suggest the way in which each of the actions can be measured and tracked over time.
Participants indicate if they like or dislike a suggestion by clicking on a thumbs up or thumbs down icon which helps to inform the decision making process.
This can be done both quickly and anonymously. This way, all participants have equal say on each of the ideas shared.
Discuss the consolidated list of issues, actions and how they will be measured, and share with the stakeholders involved.
GroupMap automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
Follow up with group members to ensure that actions have been delivered. Using the agreed measurements, review progress regularly and make adjustments as needed.
Where the corrective action comes out of a live project, track it alongside the project's risks and dependencies in a [RAID log](/templates/raid-log/).
### Related templates
- [DMAIC Analysis](/templates/dmaic-analysis-template/)
- [5 Whys](/templates/five-whys/)
- [RAID Log](/templates/raid-log/)
- [Fishbone (Ishikawa) root cause analysis](/templates/fishbone-ishikawa-root-cause-analysis/)
- [RAID analysis](/templates/raid-analysis/)
### References
- [What is Corrective Action Plan?](https://high5test.com/corrective-action-plan/)
- [Corrective Action Plans Developing and Managing the Process](https://onepetro.org/PS/article-abstract/32966/Corrective-Action-Plans-Developing-And-Managing)
- [Making the financial case for corrective action to management](https://onlinelibrary.wiley.com/doi/abs/10.1002/joe.21401)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# DAKI Retrospective
URL: https://www.groupmap.com/templates/daki-retrospective/
## What is a DAKI Retrospective?
The DAKI retrospective is short for the Drop Add Keep Remove retrospective. It helps a team reflect on the different processes they use in order to achieve their goal. They can assess the value of each process and take action to help them perform more effectively.
It’s a great tool to use later on in the project cycle. This way the team has the chance to view how each process has (or hasn’t) contributed to their progress to date.
The DAKI retrospective is really simple but thorough. Some say it takes the [start stop continue retrospective](/templates/start-stop-continue-retrospective/) up a level. As well as identifying actions they feel they should drop, add and keep, the team has the chance to explore ways to improve processes.
The DAKI retrospective is a great way of supercharging a high-functioning team.
GroupMap’s DAKI retrospective focuses on four areas:
- Drop – these are the actions that aren’t delivering value.
- Add– these are the things the team wishes to include
- Keep – these are the actions that deliver value as they are
- Improve – these are currently happening and could deliver greater value
Like all of GroupMap’s templates, the DAKI retrospective can be customized to make it your own. This means you could, for example, add other areas of focus such as ‘Hugs and kudos’’ to identify the achievements of individual team members.
## Why do a DAKI Retrospective?
Using a DAKI retrospective is great for all types of agile teams.
It’s a good tool to use to address retro-autopilot (when people give similar responses at each retrospective). It’s also great to use if your team feels they are in a rut. Using the DAKI will help shake things up and refocus the team.
The DAKI retrospective can also help the team recalibrate after a challenging sprint. It gives people the opportunity to drop the actions that made things difficult. The team, therefore, benefits from the lessons of the past.
A team can use the DAKI retrospective to clearly define the next steps they agree to follow to reach their goal as quickly as possible.
You can use it to:
- Assess processes and identify and address any small problems so they don’t grow into big ones.
- Provide an opportunity for all team members to be heard.
- Come together as a team to connect, reflect and improve.
- Give team members an opportunity to share their ideas
- Leverage the knowledge and experience of the whole team to shape next steps.
- Empower teams through collaboration to solve problems, build solutions and own the processes they design to deliver success.
- Offer your team the chance to safely engage in healthy dissent with a view to building better solutions.
### Tips for effective retrospectives
- Set meeting ground rules to ensure everyone in the room is on the same page
- Appoint a facilitator or Scrum Master to focus on delivering an effective meeting
- Create a regular cadence by locking in a recurring meeting time
- Make the retrospective template available before the meeting. This will give team members time to consider their responses and address recency bias.
- Allow anonymous input to encourage honesty and foster psychologically safety.
- Use technology to involve critical people in different locations, and easily capture input and actions.
- Minimize Groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Communicate outcomes to team members, and follow up on actions.
## Who should use a DAKI Retrospective?
With agile practices now used across a number of industries, the DAKI retrospective could support teams of all types.
DAKI retrospective could be used by:
- Innovation Officers
- Team Leaders
- Program CoordinatorsAll project teams
- Scrum Masters
- Iteration Managers
It is a great tool to support a team’s continuous improvement.
## DAKI Retrospective template
### Drop
These things could be distracting or time-wasting. They do not bring value.
Question to ask:
- What’s stopping you from focusing?
- What makes your job difficult?
- What takes up most of your time?
### Add
New ideas and fresh innovations.
Questions to ask:
- What has worked for other teams?
- What haven’t we tried?
- What would you love to try?
### Keep
These things are going well and continue to support the team.
Question to ask:
- What’s running as it should?
- What can we rely on?
- What’s delivering value?
### Improve
These are current actions that need tweaks to be more effective.
Questions to ask:
- What has even more potential?
- What do we know could be better?
- What can we refine?
## How to create a DAKI Retrospective
A DAKI retrospective is a chance for the team to reflect on how they spent their time and where they directed their energy. It helps them define issues that can be solved, and shape the next steps. It’s important to have all team members involved.
In the case of remote and distributed teams, it can be difficult to get everyone together in the same room at the same time. Delivering the retrospective online is the ideal way of engaging all team members.
Screen sharing software, video conferencing, and online collaboration tools allow facilitators to deliver inclusive retrospectives. GroupMap’s anchors and engines retrospective has been designed with this in mind. It can be used with any type of team (co-located, hybrid or remote). So it’s a cost-effective way of delivering focused, effective retrospectives.
The time it takes to run a DAKI retrospective meeting will vary depending on the scope of the session. Setting and keeping to “timeboxes” for each stage can help streamline the process. Teams should be able to identify and prioritize issues and develop an action plan in less than 30 minutes.
GroupMap has included five key steps in its DAKI template. However, like all our templates, it can be customized to include additional process steps (such as rating) to support your group’s collaborative process.
## How to use a DAKI template to run a better retrospective
Revisit the “Prime Directive” to lay the ground rules and establish expectations for behavior during the retrospective meeting.
***Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.***
DAKI retrospective ideas may be gathered individually or as a group using a whiteboard, sticky notes, Google Docs, or a specialized online collaboration tool such as GroupMap.
Start by capturing ideas for “Drop” and then move on to the other sections. Each idea should be made visible to everyone, discussed, clarified, and challenged where necessary, to ensure all participants have a shared understanding.
It’s important to drill down to the root cause of each idea and support it with data where possible.
Organize the ideas by removing duplication, combining those which are thematically similar, and discarding any which aren’t in scope.
The final statements should be specific and actionable, rather than just general opinion.
With the template fully populated, the team votes on which ideas that provide the greatest opportunity for improvement and therefore should be actioned.
The usual method of voting is to give each team member between one and five votes which they allocate to those issues they feel are the most critical to address.
The result is a visual indication of the team’s priorities.
Develop solutions for priority issues and identify what actions to take. The key to this step is to focus on a few critical activities that can be accomplished with the resources available, rather than try and solve everything all at once.
Escalate critical issues that cannot be solved with the team’s current capabilities.
It’s important to assign measurable goals or success criteria to each action so progress can be assessed in subsequent meetings.
Compile and distribute the final list of priorities and actions required of team members to:
- Ensure everyone is clear on what needs to happen and by when
- Provide a roadmap for action over the next part of the project
- Assess progress at the next retrospective.
GroupMap automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
### Related templates
- [Start Stop Continue Retrospective](/templates/start-stop-continue-retrospective/)
- [4Ls retrospective](/templates/4ls-retrospective/)
- [The ESVP](/templates/the-esvp-agile-retrospective-check-in/)
- [Celebration Grid](/templates/celebration-grid/)
### References
- [Agile Alliance](https://www.agilealliance.org/)
- [Scrum Alliance](https://www.scrumalliance.org/)
- [Harvard Business Review – Embracing Agile](https://hbr.org/2016/05/embracing-agile)
- [Using Agile Retrospective Boards to Run Online Meetings with your Team](/blog/using-agile-retrospective-boards-to-run-online-meetings-with-your-team/)
- [The Seven Secrets of Productive Meetings](/blog/the-7-secrets-of-productive-meetings/)
- [Six Facilitation Techniques to Inspire Productivity in Meetings
](/blog/6-facilitation-technique-to-productive-meetings/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Decision Matrix
URL: https://www.groupmap.com/templates/decision-matrix/
## What is a decision matrix?
A decision matrix is a grid that scores each option against a set of weighted criteria, then totals the scores to show which option performs best overall. It turns a messy, subjective choice into a structured comparison everyone can see and challenge.
It is also known as a weighted decision matrix, decision grid, grid analysis, or Pugh matrix. Options run down the rows, the criteria that matter run across the columns, and each cell holds a score for how well that option meets that criterion.
A scored grid is not always the right shape for the decision. Compare it with the other [decision-making frameworks](/decision-making-frameworks/): a decision tree suits uncertain outcomes, an affinity diagram makes sense of many ideas, and a pros and cons list is often enough for a simple choice.
**Key takeaways**
- A decision matrix scores options against criteria and adds them to rank choices objectively.
- Weighting the criteria lets the factors that matter most carry more influence on the result.
- It works best when you have several credible options and several competing considerations.
- The output is a defensible, transparent decision — not a substitute for judgment.
- Scoring as a group surfaces disagreement early, before it derails the decision.
## Why use a decision matrix?
When a decision involves more than a couple of factors, discussion tends to circle the loudest voice or the last point made. A decision matrix fixes this by:
- Making explicit which criteria count, and how much each one matters, before anyone scores.
- Separating the options from the people who proposed them, which reduces bias.
- Producing a single, comparable total for each option that is easy to explain to stakeholders.
- Showing exactly *why* one option wins, so the reasoning survives after the meeting.
## Who should use a decision matrix?
Any team facing a choice with several credible options and multiple trade-offs: product teams picking what to build, operations teams selecting a vendor, hiring panels comparing candidates, or leadership teams choosing between strategic bets. It is equally useful for an individual who wants to think a decision through methodically.
## How a weighted decision matrix works
The mechanics are simple:
1. **List the options** you are comparing as rows.
2. **Choose the criteria** that matter and place them as columns.
3. **Weight each criterion** (for example 1–5) to reflect its importance.
4. **Score each option** against each criterion on a consistent scale (for example 1–5).
5. **Multiply** each score by its criterion weight and **sum** each row.
6. The **highest weighted total** is your leading option.
| Criterion (weight) | Vendor A | Vendor B | Vendor C |
| --- | --- | --- | --- |
| Cost (5) | 4 → 20 | 3 → 15 | 5 → 25 |
| Support (4) | 5 → 20 | 3 → 12 | 3 → 12 |
| Integration (3) | 3 → 9 | 5 → 15 | 2 → 6 |
| Scalability (2) | 3 → 6 | 5 → 10 | 3 → 6 |
| **Weighted total** | **55** | **52** | **49** |
## Decision matrix example
Imagine a team choosing a project-management tool. They agree four criteria and weight them: cost is critical (weight 5), support matters (4), existing integrations help (3), and scalability is a nice-to-have (2). Each vendor is scored 1–5 on every criterion.
Vendor C looks cheapest on a raw glance, but once support and integration are weighted in, Vendor A comes out ahead with a total of 55. The matrix makes the trade-off visible: the team is knowingly paying a little more for stronger support and a smoother rollout, and can defend that choice to their sponsor.
The value is not the number itself. It is that everyone can see how it was reached and argue with the weights or scores rather than with each other.
## How to run a decision matrix in GroupMap
{/* IMAGE-TODO [device]: The decision matrix template shown in GroupMap on a laptop, tablet and phone, with participants scoring options against weighted criteria. */}
GroupMap lets a group build the matrix together in real time. Set the decision and the options, agree the criteria and their weights, then have everyone score independently so no one anchors on the first opinion. GroupMap aggregates the scores and calculates the weighted totals live, and outlying scores become the prompt for the most useful conversations. Once the group agrees, capture the decision and the follow-up actions in the same place.
## Limitations of a decision matrix
A decision matrix is a thinking aid, not an oracle. Its result depends entirely on the criteria you pick, the weights you assign, and the scores you give. Change any of those and the winner can change. It also assumes criteria are independent and that a higher total is always better, which is not always true. Treat a close result as a signal to discuss, not as a tie to be broken by a decimal point.
### Related templates
- [Pros and cons list](/templates/pros-and-cons-list/)
- [Impact effort matrix](/templates/impact-effort-matrix/)
- [Urgent important matrix](/templates/urgent-important-matrix/)
- [SWOT analysis](/templates/swot-analysis/)
### References
- [Decision matrix: American Society for Quality (ASQ)](https://asq.org/quality-resources/decision-matrix)
- Pugh, S. (1991), *Total Design: Integrated Methods for Successful Product Engineering* (Addison-Wesley), origin of the Pugh controlled convergence matrix
## Make better decisions together with GroupMap
GroupMap is more than an online whiteboard: it is built to raise the quality of a group's decisions. Independent scoring prevents anchoring and groupthink, live aggregation removes the spreadsheet wrangling, and the whole matrix stays visible so the reasoning is transparent. Whether your team is in one room or spread across time zones, a shared decision matrix keeps everyone focused on the criteria and moving toward an agreed, defensible choice.
---
# DMAIC Analysis Template
URL: https://www.groupmap.com/templates/dmaic-analysis-template/
## What is a DMAIC Analysis Template?
This is a structured approach to solve problems using the roadmap to (D) Define, (M) Measure, (A) Analyze, (I) Improve and (C) Control a particular issue or problem. It was developed as part of the Six Sigma initiative as part of a quality improvement procedure.
It can help create significant improvements by offering a more streamlined approach with a 5 step plan. It can be implemented as a standalone quality improvement procedure or part of the process improvement initiatives such as lean.
The DMAIC Methodology aims to help teams improve by stepping through an iterative process that takes them through a problem definition phase all the way to being able to verify effectiveness of proposed solutions.
The 5 factors of DMAIC are as follows:
- **Define** – This where the team starts by trying to develop a specific definition of the problem or goal. This helps to set the context for the team and to focus their attention to.
- **Measure** – These are metrics that you can use to track or measure the problem. It could be a pareto chart based on error rates, hours of rework, throughput or creating a capability analysis.
- **Analyze** – Now it’s time to get to the root cause of the issue and to look at potential causes of what might be creating the problem in the first place or is causing the problem to be repeated. The root causes can be listed and prioritized (e.g. through rating or dot voting) to pursue in the Improve step.
- **Improve** – This is where the team looks at performance improvements that can address and eliminate root causes. This could be through the design of experiments that help to isolate a key factor or variable through to a skunkworks project through to an innovation process. The improvements should lead to positive changes in the items described in the measure step.
- **Control** – These are actions and systems to ensure quality and sustainability of the improvements and to allow for adjustments over time.
### Tips for effective DMAIC analysis
- Work through one column from left to right. Jumping ahead will defeat the purposes of the DMAIC flow.
- Use prioritization techniques such as voting to gain consensus from the team in each step.
- Capturing comments is a great way to seek clarification, get more understanding and ensure buy in as you go through the problem solving steps.
- It's important to only focus on one key issue at a time per DMAIC. If a new issue arises, then create a new DMAIC template and run that as a separate exercise.
## Why should I use DMAIC?
The DMAIC problem-solving method provides a logical problem solving approach, but has a strong emphasis on data. It can drive accountability and measurable success not just by a good definition of the problem, but adds on the elements of how you can measure and therefore control errors in a sustainable way. This helps to build team accountability and also focus on what elements of the problem the team can change in order to address the root causes for the problem.
One of the key features of this six sigma methodology approach is that it offers a logical approach to looking at an issue and can be run in its entirety for each problem or issue. This makes it suitable for teams that might be struggling with a current problem and not being able to see various solutions. All of this will help add value to the customer, reduce cycle time, help with employee motivation and also reduce error costs.
## Who should use DMAIC?
- Six Sigma Leaders and teams
- Process improvement teams and coaches
- Change managers and innovation teams
- Project Managers
## Example of a Six Sigma DMAIC model template
Having a simple template can be the canvas for your team to start improving process outputs and address any problems. You can start by sharing the process name, or overall goal as the main topic of your project. E.g. Error rates in production of good X. Then working through the DMAIC process, each person can share their ideas and thoughts collaboratively (or individually) based on their experience. It is usually advisable to step people through the template one column at a time, creating definition of one before moving to the other. Having a clear definition for example will then make the rest of the process more meaningful.
The DMAIC template offers a high level question which can help the team get started but you can of course customize this to suit. By using the thumbs up and thumbs down voting as you go through the steps will allow you to build consensus along the way. The outputs of one step, for example Define, feed into the next, Measure, and so on. By using the consensus building approach, you get an overall view and perspective of how you have addressed the problem, the root causes and how you would monitor and measure over time.
## How to use the DMAIC Analysis Template to run better meetings
This is a crucial step in helping people understand the purpose of this six sigma process and the rationale for going through the process. You can use the name of the map to share the key problem or issue that has been identified. This could be a high level problem, a statement that has been made by a customer or referencing a document where issues have been identified.
Have everyone share their definition of the problem and use the thumbs up if they support or like definition and thumbs down if they don’t. Only move onto the next step once there is clear definition of the problem. You can then repeat the same methodology as you go through the DMAIC analysis. Using an online brainstorming and virtual sticky note tool such as GroupMap lets you automatically sort the highest rated comments to the top. This will help build buy in and a way to manage the problem solving process. The goal is to move through each element to get an overall strategy for addressing the root cause of the problem.
Alternative models to the DMAIC process include:
- RDMAIC: add an (R) Recognize step at the beginning to help codify the process.
- DMADV – Substitute Improvement and Control with Design and Verify. This can be useful when the improvement steps may be more experimental, require greater innovation or where the improvement steps are not easily identifiable.
### Related templates
- [Impact and Effort](/templates/impact-effort-matrix/)
- [Fishbone (Ishikawa) root cause analysis](/templates/fishbone-ishikawa-root-cause-analysis/)
- [RAID analysis](/templates/raid-analysis/)
### References
- [Science Direct](https://www.sciencedirect.com/science/article/abs/pii/S0925527312002277)
- [Purdue – DMAIC vs. DMADV](https://www.purdue.edu/leansixsigmaonline/blog/dmaic-vs-dmadv/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Empathy Map
URL: https://www.groupmap.com/templates/empathy-map/
## What is an Empathy Map?
This design thinking tool helps the team explore the persona, pains and gains of a particular customer in order to improve service or product value to them. By capturing perspectives and building empathy, this helps with key judgment calls as to how a product benefits the customer.
This gives the team an easy and digestible way into the mind of the customer, and builds empathy with their experience, desires and needs. This way, the solution is designed with the customer in mind.
## What are the benefits of using an Empathy Map?
Overall empathy mapping gives your team a greater understanding through a collaborative process to build a “picture of the user” through gathering data, ideas and information that can lead to better product design and interaction. It can summarize qualitative and quantitative research and acts as a single source of truth when developing strategies that are designed to bring value to them.
- Puts the team in the shoes and mindset of the customer.
- Helps team understand the user experience (UX) in order to see how they interact with you.
- Helps build a narrative based on what the customer experiences and feels.
- A simple visual framework that highlights customer needs.
- A great communication piece for everyone for validation and sharing ideas.
## Who should use Empathy Map?
- UX professionals and teams
- Marketing teams
- Product design teams
- Development teams
### Tips for using an Empathy Map
- Always have 1 empathy map per customer.
- You can always rotate groups between each customer, allowing them to add, or thumbs up ideas that are already there.
- Use comments to capture questions about a statement.
- Using an opening statement that you have heard about from a customer can help with kick-starting the brainstorming process.
- Use a blend of actual data and perception statements to get a holistic view.
- Story telling to explain the environment and context of the end user can help set the mood and improve data collection.
## How to use Empathy Map canvas
When creating an empathy map, you should do one per person or customer type. If you are selling fresh produce, then the chef in a fine dining restaurant with multiple service lines would be different to a produce manager of a chain. The empathy map should be labeled with a very clear definition of who the customer is. Sometimes even name and designations can help.
Kick-start the process with a statement that you hear from the customer and add this to your empathy map. This statement may have been from a user interview, email, social media or even direct feedback.
Then as a team work through the facilitated process, highlighting and indicating which responses resonate the most to help build an overall visualization of the customer.
### Related templates
- [Lean Coffee](/templates/lean-coffee/)
- [Impact Effort Matrix](/templates/impact-effort-matrix/)
- [Value proposition canvas](/templates/value-proposition/)
- [Business Model Canvas](/templates/business-model-canvas/)
### References
- [Designing personas with Empathy Map](https://scispace.com/pdf/designing-personas-with-empathy-map-5cczwgxasn.pdf)
- [Empathize with your users](https://www.interaction-design.org/literature/article/stage-1-in-the-design-thinking-process-empathise-with-your-users)
- [Persona Design with Empathy Map](https://www.semanticscholar.org/paper/Designing-Personas-with-Empathy-Map-Ferreira-Silva/8e1a00435b7689bd21548ab5aaa2ce0ded689f18)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Fishbone (Ishikawa) Root Cause Analysis
URL: https://www.groupmap.com/templates/fishbone-ishikawa-root-cause-analysis/
## What is a Fishbone (Ishikawa) Root Cause Analysis?
The Fishbone (Ishikawa) Root Cause Analysis is a collaborative tool used to systematically identify and analyze the potential causes of a specific problem or challenge.
Named for its resemblance to a fish’s skeleton, this diagram visually organizes potential causes into categories to pinpoint the root issue more effectively.
The key components of the Fishbone Root Cause Analysis are:
**The fish head**: This is the main problem or issue you want the group to analyze.
**The spine and main bones**: The spine runs back from the head, and the main bones branching off it are the categories or broad areas where causes might lie. These can either be created as a standard in advance, or determined when different issues are raised. Causes can then be sorted under the bone they belong to.
**The smaller bones**: These are the specific issues that are creating the problem that need to be addressed.
## Why do a Fishbone (Ishikawa) Root Cause Analysis?
- It provides a structured yet creative way to identify the root causes of a problem.
- Teams can visually break down complex problems into manageable and actionable pieces.
- It encourages diverse perspectives and input, ensuring that all potential factors are considered.
- With an in-built timer, discussions remain focused and time-efficient.
- Rather than addressing the symptoms of an issue or challenge, you can drill down towards a cause. This means that the action you take is more targeted and effective.
### Tips for facilitating an effective Fishbone Root Cause Analysis
- Clearly define the problem or challenge you want the team to analyze. This ensures focus and avoids irrelevant discussions.
- Enable anonymity if possible, to encourage open and honest contributions, especially for sensitive or challenging topics.
- Guide the discussion to dig deeper into why a particular issue is occurring, rather than just identifying surface-level symptoms. Use the 5 Why approach.
- If multiple causes are identified, have participants vote to prioritize and figure out which root causes to address first.
- For each identified root cause, assign actionable solutions to prevent or mitigate the issue in the future.
## Who should do a Fishbone (Ishikawa) Root Cause Analysis?
A Fishbone Root Cause Analysis is ideal for teams looking to solve complex problems collaboratively such as:
- Quality assurance and control teams identifying and addressing defects or errors in products or processes.
- Cross functional teams that have a shared problem.
- Agile teams aiming to resolve blockers and bottlenecks.
- Operational teams looking to improve operational efficiency and minimizing downtime.
- Customer service teams trying to identify the root causes of customer complaints or low satisfaction scores.
- Product development teams enhancing product design and resolving issues for new product launches.
- Health and safety teams investigating workplace accidents or health hazards.
- IT security teams troubleshooting system failures or security vulnerabilities.
- Education teams looking for gaps in training programs or student performance.
- Health care teams addressing patient care issues or inefficiencies in medical procedures.
## Common Fishbone analysis formats
## How to run a Fishbone (Ishikawa) Root Cause Analysis
Firstly, identify and describe the key issue that you want the team to consider. This now becomes the head of the Fish.
If you have already selected a common format (as explained above) or have created your own, add these categories as the main bones branching off the spine. Otherwise, you can simply ask participants to brainstorm freely on any section, and then sort and categorize these later.
Describe the problem to the team and ensure that they understand the issue and have asked any questions they need to clarify.
Have the team brainstorm as many potential causes (one cause per card) and add them to the Ishikawa Diagram. Once the time has passed or there are clear causes identified, have the group review and categorize them as needed. You can use votes to see where people believe the root causes lie.
Finally, based on the identified root cause (or root causes), ask the group to create potential action items that can be put in place to address each cause. Discuss each action in turn and then assign importance and ownership. You have now completed a root cause analysis.
### Related templates
- [Corrective Action Plan](/templates/corrective-action-plan/)
- [DMAIC Analysis Template](/templates/dmaic-analysis-template/)
- [Force Field Analysis](/templates/force-field-analysis/)
- [PMI (Plus, Minus, Interesting)](/templates/pmi-plus-minus-interesting/)
### References
- [Using Fishbone Diagrams to Solve Problems](https://txm.com/fishbone-diagrams/)
- [Determining Cause and Effect](https://www.reliableplant.com/fishbone-diagram-31877)
- [Kaoru Ishikawa](https://blog.lifeqisystem.com/kaoru-ishikawa)
- [Problem-Solving Made Easy](https://www.mlean.com/blog/ishikawa-fishbone-diagram-problem-solving-made-easy/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Five Whys
URL: https://www.groupmap.com/templates/five-whys/
## What is the 5 whys?
The 5 whys is a root cause analysis technique that asks "why?" repeatedly, usually about five times, to drill past the visible symptoms of a problem down to the underlying cause you can actually fix. Each answer becomes the question for the next "why", so a chain of cause and effect emerges from the surface problem to its root.
Developed by Sakichi Toyoda and used as part of the Toyota Production System, it is deliberately simple: no special tools, just persistent questioning. Its power is in resisting the urge to fix the first symptom you see and instead following the trail to the cause that, if addressed, stops the problem coming back.
**Key takeaways**
- The 5 whys asks "why?" repeatedly to reach a problem's root cause.
- Each answer feeds the next "why", forming a chain from symptom to cause.
- "Five" is a guideline; stop when you reach a cause you can act on.
- It's a sibling of the fishbone diagram: 5 whys goes deep, fishbone goes broad.
- Best paired with agreed corrective actions that address the root cause.
## Why use the 5 whys?
The 5 whys is a simple technique that helps a team:
- Move past symptoms to the cause that actually needs fixing.
- Avoid firefighting the same problem again and again.
- Reach a root cause quickly, with no special tools or training.
- Build shared understanding of how a problem happened.
- Point corrective action at the real cause, so fixes stick.
## Who should use the 5 whys?
It suits any team investigating why something went wrong: engineering teams in incident reviews and post-mortems, agile teams in retrospectives, operations and quality teams chasing recurring defects, and any manager unpicking a missed goal or a customer complaint. It is a natural fit for facilitators and scrum masters running a root cause discussion.
It works best on problems with a fairly linear cause. For failures with many interacting causes, use it alongside broader methods rather than on its own.
## How the 5 whys works
You start with a clear statement of the problem, then ask "why did this happen?" You take the answer, ask "why?" of that, and repeat. Each step should be grounded in fact, not guesswork.
| Step | Question | Example answer |
| --- | --- | --- |
| Problem | What happened? | The website went down for 30 minutes |
| Why 1 | Why? | The server ran out of disk space |
| Why 2 | Why? | Log files filled the disk |
| Why 3 | Why? | Log rotation was not configured |
| Why 4 | Why? | It was missed during the server setup |
| Why 5 | Why? | There was no checklist for provisioning new servers |
The root cause here is not "the server ran out of disk". That is a symptom. It is the missing provisioning checklist. Fix that (and add disk-usage alerting) and this whole class of failure is far less likely to recur.
### Worked example: a recurring late delivery
A team keeps missing its sprint commitments and runs a 5 whys in the retrospective:
- **Problem:** We missed the sprint goal again.
- **Why?** Two key stories weren't finished.
- **Why?** They turned out to be much bigger than estimated.
- **Why?** We didn't understand the requirements when we estimated.
- **Why?** The stories came into the sprint without acceptance criteria.
- **Why?** We don't have a definition of ready, so anything can be pulled in.
The root cause is the missing definition of ready, not "developers are slow". The corrective action is concrete: agree a definition of ready and refuse to pull stories that don't meet it. That addresses the cause, not the symptom.
## How to run a 5 whys in GroupMap
State the problem clearly at the top of a board and invite the team in with a link or password. Ask "why?" and let everyone contribute answers at the same time, then agree the most likely one and ask "why?" of that. The chain gets built together, grounded in what people actually know rather than one person's assumption.
When the chain reaches a cause you can act on, confirm it as the root cause and brainstorm corrective actions. Capture those as owned action items with timeframes, so the analysis leads to a fix rather than a nod of agreement that changes nothing.
## Limitations of the 5 whys
The 5 whys is quick and useful, but it has real limits:
1. It tends to follow a single path, so it can miss other contributing causes; pair it with a fishbone for breadth.
2. Results depend on the knowledge in the room; the chain is only as good as the people building it.
3. It can stop at a convenient answer rather than the true root cause if the facilitation is loose.
4. For complex, safety-critical, or multi-cause failures, it should support a fuller investigation, not replace it.
### Related templates
- [Fishbone (Ishikawa) root cause analysis](/templates/fishbone-ishikawa-root-cause-analysis/)
- [Corrective action plan](/templates/corrective-action-plan/)
- [Start, stop, continue retrospective](/templates/start-stop-continue-retrospective/)
### References
- [The Toyota Production System](https://global.toyota/en/company/vision-and-philosophy/production-system/), Toyota.
- [Five Whys](https://www.mindtools.com/a3mi00v/5-whys/), Mind Tools.
## Get to the real cause with GroupMap
The 5 whys works best when the whole team builds the chain together and grounds each step in what they actually know. GroupMap lets everyone contribute answers at once, keeps the why-chain visible to the group, and captures the corrective actions the root cause demands. Instead of one person's theory or a quick blame, you get a shared, evidence-based root cause, and the agreed actions to stop the problem coming back.
---
# Force Field Analysis
URL: https://www.groupmap.com/templates/force-field-analysis/
## What is a Force Field Analysis?
Force Field Analysis is a tool that helps a change practitioner to visually map and analyze the driving and resisting forces behind a project, a decision or initiative. A Force Field Analysis does this identifying two forces that are arranged as opposing forces or as a “force field.” These two forces are driving forces (those that are working in the direction of the change) and resisting and/or restraining forces (those that tend to support the status quo).
Force Field Analysis is a powerful decision-making tool that was originally developed by [Kurt Lewin in 1951](https://en.wikipedia.org/wiki/Kurt_Lewin). Today, the Force Field Analysis model is still used by many organizations for supporting change processes.
The idea behind Force Field Analysis is that situations are maintained by an equilibrium between forces that drive change and others that resist change. So, for change to happen, the driving forces must be strengthened or the resisting forces weakened.
A Force Field Analysis template in GroupMap helps you to visually map and brainstorm, in real time, the driving and resisting forces around decisions to be made.
## Why do a Force Field Analysis?
When you are making difficult or challenging decisions, using an effective and structured decision-making technique such as the Force Field Analysis can help to improve the quality of your decisions and increase your chances of success.
Conducting a Force Field Analysis will help you to see the bigger picture, to identify and overcome obstacles and to develop a plan which will significantly increase the likelihood of a successful outcome.
See change management in practice: [ComTeam Group used GroupMap to foster success through change](/case-studies/supporting-comteam-group-foster-success-through-change/).
### Tips for effective Force Field Analysis
- The analysis is best carried out in small groups who are directly involved in the change implementation process.
- Change affects everyone so it is important that everyone else who is also likely to be affected by the change is kept in the loop. This will gain everyone’s commitment and support for the change itself.
- Involve everyone affected in the planning, development and decision-making from the very beginning.
- Use anonymity to make sure all team members feel safe when participating around sensitive issues.
## Force Field Analysis template
A Force Field Analysis Template provides a visual representation of the driving forces and restraining forces for and against an initiative, a project or change proposal.
Common dimensions used for a Force Field Analysis map include:
### Driving forces
What are the creators of change or factors that are driving change to happen or be considered
Examples can include:
Competitive advantage, need for increased productivity, overwhelming customer request, new technologies, internal team requests, new trade or commercial restrictions and requirements, to achieve funding grants & initiatives, etc.
Questions to ask:
- Why do we need to make these changes?
- Who is requesting for this change and why?
### Restraining forces
What are the obstacles for change or opposition that is expected to prevent change from happening.
Examples include:
Associated costs for change, opposition from some team members, potential unhappy customers and lost loyalty and revenue, available resources to manage change, time available to make the change/s on time, etc.
Questions to ask:
- What factors will affect us moving forward?
- Who will oppose us moving forward or making changes?
The resulting brainstorm allows for scoring to understand how important the forces are and how to address them in a further action plan or [SWOT analysis](/templates/swot-analysis/).
## Force Field Analysis example
Imagine a team deciding whether to adopt a new project management tool. Scoring each force from 1 (weak) to 5 (strong) makes the balance easy to see.
**Driving forces (for the change)**
- Faster reporting and less manual admin (4)
- Better visibility for remote team members (4)
- Requested by several team leads (3)
**Restraining forces (against the change)**
- Cost of licenses and migration (3)
- Time to learn a new tool (4)
- Comfort with the current process (2)
Here the driving forces (11) outweigh the restraining forces (9), so the change looks viable, and the scores show that reducing the learning curve is where to focus first. This example is illustrative; your own scores come from the group discussion.
## How to do a Force Field Analysis
Assemble a small group – between 5 – 9 people – who are directly involved in the change implementation process.
The time taken will depend on the organization, the complexity of the forces, the number of people involved, amongst other things.
**Tip** At the end of the analysis, it is expected that an action plan will be available or is on the list to be developed to progress change for a project or initiative in a successful manner.
## Who can use a Force Field Analysis?
Anyone involved in the change implementation process or need to diagnose problems can use the Force Field Analysis. This includes but is not limited to:
- Human Resources
- C level suites / executives
- Teams, departments, sections that are focused on change management
- Change management consultants
Use the Force Field Analysis model to help with:
- Analyzing the balance of power
- Identifying the key roles involved in decision-making
- Identifying who supports and opposes change within the organization
- Exploring ways to influence those who are against change
- Deciding whether to go ahead with a proposed change or not
### Related templates
- [PEST Analysis](/templates/pest-analysis/)
- [Risk Assessment](/templates/risk-assessment/)
- [Fishbone (Ishikawa) root cause analysis](/templates/fishbone-ishikawa-root-cause-analysis/)
### References
- Lewin, Kurt. 1946. “Force Field Analysis.” The 1973 Annual Handbook for Group Facilitators. 111-13.
- [Force-field analysis](https://en.wikipedia.org/wiki/Force-field_analysis): overview of Lewin’s model and how the driving and restraining forces are weighed.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Frayer model
URL: https://www.groupmap.com/templates/frayer-model/
## What is the Frayer model?
The Frayer model is a [graphic organizer](/graphic-organizers/) that builds a deep understanding of a single term or concept by examining it from four angles at once. The term sits in the center and the surrounding space is split into four quadrants (**definition**, **characteristics**, **examples**, and **non-examples**), which students complete to pin down exactly what the word means and where its boundaries lie.
Developed by Dorothy Frayer and her colleagues at the University of Wisconsin in 1969, it is one of the most widely used vocabulary strategies in classrooms because it goes well beyond a dictionary definition: by demanding examples *and* non-examples, it makes learners test their understanding rather than just recall a phrase.
**Key takeaways**
- The Frayer model is a **four-square** organizer around one central term.
- The four quadrants are **definition, characteristics, examples, and non-examples**.
- **Non-examples** are the distinctive ingredient: they force learners to define the boundary of a concept.
- It deepens vocabulary and concept understanding far more than a plain definition.
- It works in any subject and is especially useful for reading support and language learners.
## The four quadrants
| Quadrant | What goes here |
|---|---|
| **Definition** | What the term means, ideally in the learner's own words rather than copied verbatim. |
| **Characteristics** | The essential features, properties or facts that are always true of the term. |
| **Examples** | Clear, real instances of the term. |
| **Non-examples** | Things that are similar or related but are *not* the term. The closer the near-miss, the better. |
The examples and non-examples work as a pair: knowing that a whale is a mammal but a shark is not tells you far more about what "mammal" means than the definition alone.
## Why use the Frayer model?
- **It builds durable understanding.** Working a term from four angles is a form of elaboration that helps it stick.
- **It exposes confusion.** Weak or wrong non-examples immediately reveal where a concept is misunderstood.
- **It supports every learner.** The fixed four-box structure gives less confident students and language learners a clear scaffold to contribute to.
- **It produces a reusable artifact.** The finished square becomes a glossary card the class can revisit.
## Who should use the Frayer model?
Teachers use it to introduce or consolidate key vocabulary, and it is a staple of literacy and English-language-learner instruction. Beyond the classroom, trainers and teams use the same four-box structure to nail down the meaning of an important term (a piece of jargon, a metric, or a domain concept) so that everyone shares one definition.
## Frayer model example
Here is a completed Frayer model for the term **democracy**:
- **Definition**: a system of government in which power is held by the people, usually through elected representatives.
- **Characteristics**: free and fair elections; rule of law; protection of individual rights; peaceful transfer of power.
- **Examples**: a national general election; a local council chosen by residents; a referendum on a public question.
- **Non-examples**: an absolute monarchy; a one-party dictatorship; a decision imposed without any vote.
The non-examples do the heavy lifting: contrasting democracy with dictatorship makes the defining features (elections, rights, rule of law) unmistakable.
## How to run a Frayer model in GroupMap
The Frayer model is usually a solo worksheet, but it is far richer when a group builds it together: everyone's examples and non-examples pool into one shared, well-rounded definition. In GroupMap the ready-made template is called **Learn a New Term**, and it gives you the four Frayer quadrants around a central word.
1. **Set the term** as the objective so the whole group analyzes the same word.
2. **Brainstorm all four quadrants**: people add definitions, characteristics, examples and non-examples at the same time.
3. **Group and refine**: cluster similar contributions and agree the wording for each square.
4. **Share the result**: publish the finished Frayer model as a study card or glossary entry.
## Limitations of the Frayer model
- It is designed for a *single* term at a time, so it is not the tool for mapping how many ideas relate; use a [group mind map](/templates/group-mind-mapping/) for that.
- The four fixed quadrants suit concrete, well-bounded concepts better than fuzzy or highly abstract ones.
- Some variants swap in different labels (e.g. "essential vs non-essential characteristics"); pick the four headings that fit your subject.
### Related templates
- [Pros and cons list](/templates/pros-and-cons-list/): a two-column organizer for weighing a choice.
- [Group mind mapping](/templates/group-mind-mapping/): open, radial brainstorming around a topic.
- [KWL chart](/templates/kwl-chart/): capture what a group knows, wants to know, and has learned.
- [KWHLAQ chart](/templates/kwhlaq/): an extended inquiry organizer for deeper questioning.
### References
- Frayer, D., Frederick, W. C., & Klausmeier, H. J. (1969). *A Schema for Testing the Level of Concept Mastery.* University of Wisconsin.
- [The Frayer Model](https://www.adlit.org/in-the-classroom/strategies/frayer-model), AdLit strategy guide.
## Build a shared understanding with GroupMap
A Frayer model built alone is one student's understanding of a word; a Frayer model built together is the whole group's. GroupMap lets everyone add to the four quadrants at once, cluster and agree the wording live, and walk away with a single shared definition: a glossary card that is instantly ready to reuse in the next lesson or onboarding session.
---
# Fun and Easy Retrospective Alternatives
URL: https://www.groupmap.com/templates/fun-and-easy-retrospective-alternatives/
## Why run fun agile retrospective?
Running fun agile retrospectives can help inject fresh perspectives into your meetings. They can also help address bad habits or antipatterns.
Fun agile retrospectives still support your team’s continuous improvement journey as they come together to connect, reflect and improve. They continue to deliver the benefits of traditional retrospectives such as –
- Giving your team the space to safely engage in healthy dissent and shape next steps.
- Empowering teams through collaboration to solve problems and own the process.
- Regularly identifying and addressing any problems before they escalate.
Fun agile retrospectives also –
- Tap into your team’s creative side.
- Help your team consider their sprint from a fresh perspective.
- Inject an element of fun in your retrospective meeting.
- Change the focus of the retrospective.
If you sense your team is not really engaging with their traditional retrospective or simply on ‘retro-autopilot’ then try one of these alternative agile retrospectives.
## Our fun and easy retrospectives
Our team has hand-picked our top four fun retrospectives to help your team reflect and improve.
- **Starfish retrospective**
An action and behavior-based retrospective that improves the way the team works.
- **Anchors and engines retrospective**
For addressing velocity and progress based on what is driving and slowing down the team.
- **Sailboat retrospective**
A goal-oriented retrospective that helps steer your team in the right direction
- **Hot air balloon retrospective**
Take a higher-level view that also acknowledges the team.
### Tips for effective agile retrospective
- Create a regular cadence by locking in a recurring meeting time
- Make the retrospective template available before the meeting. This will give team members time to consider their responses and address recency bias.
- Allow anonymous input to promote honesty and foster psychologically safety.
- Rotate the meeting facilitator amongst the team.
- Use technology to involve critical people in different locations, and easily capture input and actions.
- Minimize Groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Communicate outcomes to team members, and follow up on actions.
### What is a starfish retrospective?
The starfish retrospective was designed by Patrick Kua. It offers a different lens through which a group may review their work. It helps them to think about the varying degrees of the value of their actions and efforts.
In other words, unlike more traditional retrospectives, the starfish retrospective goes beyond creating a list of what happened or didn’t happen. It invites a group to think about and assess the practices that generated value. In doing so, the group can decide which should receive more energy and which should receive less. This then informs the group’s next steps.
Given that the focus of the starfish retrospective is on ‘current practice’, it’s best run after a number of retrospectives have occurred. This gives the group a greater timeframe of activity for them to consider. The starfish retrospective focuses on five areas:
- What should we start doing?
- What should we stop doing?
- What should we keep doing?
- What should we do more of?
- What should we do less of?
### Why do a starfish retrospective?
Using a starfish retrospective helps a group refine their actions for future sprints. With it, they can examine the ‘how’ and the ‘what’ they do. This could include how they work within the organization and the way they work together as a team.
With this in mind, GroupMap’s starfish retrospective does more than support your team’s review of their last sprint. It helps you reinforce healthy workplace habits by empowering your team to pursue their own continuous improvement.
### Starfish retrospective template
### What is anchors and engines retrospective?
The anchors and engines agile retrospective is the perfect tool to use when you want to review the velocity of a project. It aims to identify the things that are impacting your team’s productivity.
The anchors and engines retrospective is intentionally simple. The team can share what is slowing them down (anchors) and speeding them up (engines). This could include difficulties with sticking to the critical path, meeting agreed outputs, or delivering goals. GroupMap’s anchors and engines retrospective focuses on two areas:
- Anchors
- Engines
### Why do an anchors and engines retrospective?
Using an anchors and engines agile retrospective helps teams shape the next steps with the end goal in full view. It is a great tool for teams who might be in the middle of the project and finding that their progress has not been what they would like it to be or where people have experienced frustrations. The anchors and engines retrospective allows you to identify barriers so they can be addressed.
### Anchors and engines retrospective template
### What is a hot air balloon retrospective?
The hot air balloon retrospective is a simple, creative take on traditional retrospectives. Like the [agile](/templates/agile-retrospective/) and [4Ls](/templates/4ls-retrospective/) retrospectives, the hot air balloon retrospective supports the continuous improvement of a product or program.
A hot air balloon is used as a metaphor to help identify specific elements of a team’s most recent work, sprint or iteration. Additionally, it recognizes and acknowledges the effort of team members. GroupMap’s hot air balloon retrospective focuses on three areas:
### Why do a hot air balloon retrospective?
Using a hot air balloon retrospective can change up your retrospective game. It helps you reinforce a positive working environment by inspiring your team to recognize the efforts of others and helps you understand what is lifting them up, and dragging them down. It helps to improve the morale of the workplace and the team. By knowing this, your role as the Scrum Master can help remove the weights that are dragging or slowing them down and find ways to lift them up. Examples of things that are keeping us down could be some unnecessary bureaucracy, waiting on approval that may have slipped through the cracks or lack of automated testing. Examples of what is making us fly could be great tooling, process quality or efficient decision making processes.
- What is making us fly?
- What is keeping us down?
- Hugs and kudos
### Hot air balloon retrospective template
### What is a sailboat retrospective?
The sailboat retrospective is a great way to reflect on the goals of a sprint while keeping risks in mind. The retrospective uses a sailboat as a metaphor and is a great way of addressing issues relating to a specific goal.
The sailboat retrospective focuses on three areas:
- Wind
- Anchors
- Rocks
The neat thing about this format is that it can be used both as a retrospective or futurespective mindset.
In a retrospective format, the team thinks about their goal for the current sprint. They share things that slowed them down (anchors), sped them up (wind), and hazards or issues along the way (rocks). This gives them a shared experience that helps them tackle the next sprint with more confidence.
In a futurespective format, the goal of the next sprint is shared. Then the team brainstorms the potential anchors, wind and rocks that might come up. They can then create actions associated with this.
### Why do a sailboat retrospective?
A sailboat retrospective is a useful futurespective exercise. It is a simple technique that could be used by agile teams of all levels of experience. It helps teams shape next steps that leverage drivers (wind), reduce hindrances (anchors), and navigate around risks (rocks).
Using the sailboat metaphor helps the team tap into their creative side. It encourages them to view their context differently. In doing so, they are encouraged to come up with different solutions to address any challenges.
A team can use the sailboat retrospective to capture the broad range of factors affecting their success. Together, they can clearly define the next steps they agree to follow to reach their goal as quickly as possible.
Like our other retrospectives, it supports forward planning while learning from the past. Importantly, the sailboat retrospective helps you to identify risks so they can be avoided or addressed.
### Sailboat retrospective template
## Who should use a fun retrospective?
Agile software development teams were the first to use retrospectives. However, with agile practices now used across a number of industries, the fun agile retrospectives can be applied to almost any undertaking.
Our fun agile retrospectives are broadly used brainstorming tools. They could be used to support a team’s regular review of –
- a project
- a process
- a program
that they wish to improve.
As such, fun agile retrospectives could be used by:
- Scrum Masters
- Iteration Managers
- Innovation Officers
- Team Leaders
- Program Coordinators
Anyone overseeing a team who is looking to support their continuous improvement would benefit from their use.
## How to run a fun agile retrospective
To make your retrospective fun, introduce the change of the format with energy and a reason as to why you are using an alternative agile retrospective format. Introducing a theme, adding some background music or images or other novelty can certainly add a new dimension and energy to the meeting.
Because it might be a change from the standard agile retrospective, it would be worth a quick explanation of the angle of the retrospective and the new format.
In the case of remote and distributed teams, it can be difficult to get everyone together in the same room at the same time. Delivering the retrospective online is the ideal way of engaging all team members. Screen sharing software, video conferencing, and online collaboration tools such as GroupMap allow facilitators to deliver inclusive retrospectives.
### Related templates
- [Agile retrospective](/templates/agile-retrospective/)
- [DAKI](/templates/daki-retrospective/)
- [4Ls retrospective](/templates/4ls-retrospective/)
- [Start stop continue retrospective](/templates/start-stop-continue-retrospective/)
- [ESVP](/templates/the-esvp-agile-retrospective-check-in/)
- [Celebration Grid](/templates/celebration-grid/)
- [Lean Coffee](/templates/lean-coffee/)
### References
- [Agile Alliance](https://www.agilealliance.org/)
- [Scrum Alliance](https://www.scrumalliance.org/)
- [Harvard Business Review – Embracing Agile](https://hbr.org/2016/05/embracing-agile)
- [Using Agile Retrospective Boards to Run Online Meetings with your Team](/blog/using-agile-retrospective-boards-to-run-online-meetings-with-your-team/)
- [Keeping Groupthink Out and Teamwork In](/blog/keeping-groupthink-out-and-teamwork-in/)
- [5 Great Ground Rules for Effective Meeting](/blog/5-great-ground-rules-for-effective-meetings/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Gap Analysis
URL: https://www.groupmap.com/templates/gap-analysis/
## What is a gap analysis?
A gap analysis is a structured method for comparing your **current state** with your **desired future state** to identify the gap between them and the actions needed to close it. In short: where are we now, where do we want to be, and how do we get there?
It is one of the most versatile tools in planning, used for performance, skills, process, market and compliance questions alike. The power of a gap analysis is that it makes the distance between ambition and reality explicit and measurable, so a team can turn a vague goal into a concrete, prioritized plan.
**Key takeaways**
- A gap analysis compares current state vs future state to reveal the gap and how to close it.
- Core steps: define the target, assess the current state, identify the gap, find root causes, plan actions.
- It comes in many forms: performance, skills, market, process and compliance gap analysis.
- Its value is turning a goal into specific, owned actions, not just naming the shortfall.
- It works best collaboratively, so the current state is assessed honestly from every angle.
## The gap analysis process
A gap analysis follows a simple, repeatable sequence:
| Step | Question it answers |
|---|---|
| **1. Define the future state** | Where do we want to be? What does success look like, ideally measurably? |
| **2. Assess the current state** | Where are we now, honestly and with evidence? |
| **3. Identify the gap** | What is the difference between the two, and how big is it? |
| **4. Analyze root causes** | Why does the gap exist? What is holding us back? |
| **5. Plan actions** | What specific, owned steps will close the gap, and by when? |
Quantifying the gap wherever possible (a percentage, a number, a date) turns an abstract goal into something a team can actually manage and track.
## Why use a gap analysis?
- It makes the distance between goals and reality explicit, so it can be acted on.
- It forces an honest assessment of the current state, not an optimistic one.
- Analyzing root causes prevents treating symptoms instead of the real problem.
- It produces a concrete, prioritized action plan with owners, not just a diagnosis.
## Who should use a gap analysis?
Gap analysis is used across almost every function: leadership setting strategy, HR assessing skills, operations improving processes, product teams finding unmet market needs, and compliance teams measuring against standards. It fits anywhere there is a target to reach and a need to plan the route, from an annual strategic plan to a single team's improvement goal.
## Gap analysis example
A customer-support team wants to improve service quality:
- **Future state**: resolve 90% of tickets within 24 hours, with a customer-satisfaction score of 4.5/5.
- **Current state**: 62% of tickets resolved within 24 hours, satisfaction at 3.8/5.
- **The gap**: a 28-point resolution-speed gap and a 0.7-point satisfaction gap.
- **Root causes**: no triage process, thin coverage at peak hours, and agents lacking product-depth training.
- **Actions**: introduce ticket triage, adjust shift coverage to peaks, and run a product-training program, each with an owner and a review date.
The exercise converts a general wish ("better support") into measurable targets and a specific plan to reach them.
## How to run a gap analysis in GroupMap
Assessing the current state honestly needs input from the people doing the work, so a gap analysis is far stronger run as a group.
{/* IMAGE-TODO [device]: The gap analysis template shown in GroupMap on a laptop, tablet and phone, with current-state and future-state columns and action cards bridging the identified gaps. */}
1. **Set the objective.** Define the future/target state and the area under review.
2. **Describe the current state.** Everyone contributes an honest, evidence-based picture of where things stand.
3. **Identify the gaps.** Compare current and future state and, where possible, quantify each gap.
4. **Group and find causes.** Cluster the gaps into themes and dig into the root cause of each.
5. **Propose actions.** Everyone adds the moves that would close each gap, one action per card.
6. **Vote and review.** Vote on the actions you most support, check every priority gap has an owner and a next step, then distribute the plan and track progress.
## Limitations of a gap analysis
- It is only as reliable as the honesty of the current-state assessment. Optimism undermines it.
- A vague or unmeasurable future state produces a vague gap and a weak plan.
- It is a snapshot; targets and conditions move, so it needs periodic review.
- Without root-cause analysis it risks planning actions that treat symptoms, not causes.
### Related templates
- [Strategy frameworks](/strategy-frameworks/)
- [SWOT analysis](/templates/swot-analysis/)
- [Situational analysis](/templates/situational-analysis/)
- [SOAR analysis](/templates/soar-analysis/)
- [Stakeholder analysis](/templates/stakeholder-analysis/)
### References
- [Wikipedia: Gap analysis](https://en.wikipedia.org/wiki/Gap_analysis)
## Close the gap together with GroupMap
A gap analysis depends on an honest, shared view of where you really are, and GroupMap makes that possible. Everyone can describe the current state, name gaps and propose actions at once, while private input keeps the assessment candid and free of groupthink. Live grouping and voting turn scattered observations into agreed priorities, and customizable workflows keep the session moving from diagnosis to an owned, trackable plan for closing the gap.
---
# GE-McKinsey Matrix
URL: https://www.groupmap.com/templates/ge-mckinsey-matrix/
## What is the GE-McKinsey matrix?
The GE-McKinsey matrix is a strategic portfolio tool that plots a company's business units on a **3×3 nine-box grid**, with **industry attractiveness** on one axis and **competitive strength** on the other, to decide where to invest, where to hold, and where to harvest or divest. It is often called the nine-box matrix or the GE matrix.
Developed by McKinsey & Company for General Electric in the early 1970s, it was created as a more sophisticated alternative to the [BCG matrix](/templates/bcg-matrix/). Instead of two simple metrics, each axis is a weighted score of several underlying factors, so a business unit's position reflects a fuller picture of the market it competes in and its ability to win there.
**Key takeaways**
- The GE-McKinsey matrix is a 3×3 grid: industry attractiveness × competitive strength.
- Both axes are weighted, multi-factor scores, not single metrics like the BCG matrix.
- Nine cells resolve into three strategies: invest/grow, selectivity, harvest/divest.
- It gives a richer read than BCG but needs more data and judgment to build.
- It works best as a group exercise so factor weights and scores are agreed, not imposed.
## The nine boxes explained
The two axes each run low, medium and high, creating nine cells. Position determines the broad strategy:
| | Low competitive strength | Medium competitive strength | High competitive strength |
|---|---|---|---|
| **High industry attractiveness** | Selectivity: build selectively | Invest: grow | Invest: grow (protect leader) |
| **Medium industry attractiveness** | Harvest: limited expansion | Selectivity: manage for earnings | Invest: build selectively |
| **Low industry attractiveness** | Harvest / divest | Harvest: manage for earnings | Selectivity: protect and refocus |
- **Green cells (invest / grow)**: attractive markets where you are strong. Prioritize funding, grow share and defend the position.
- **Yellow cells (selectivity)**: a mixed picture. Invest selectively in the units that can win, and manage the rest for earnings.
- **Red cells (harvest / divest)**: weak position in an unattractive market. Minimize investment, harvest cash, or exit.
## How to score the two axes
Each axis is a weighted composite, not a single number. A typical approach:
- **Industry attractiveness**: market size, growth rate, profit margins, competitive intensity, regulatory or macro trends. Weight each factor by importance, score every unit's market, and sum to a weighted total.
- **Competitive strength**: relative market share, brand equity, cost position, product quality, distribution reach, technical capability. Weight, score and total the same way.
Doing this openly with a group is what makes the tool reliable. When people agree the factors and weights up front, the resulting positions carry far more credibility than one analyst's spreadsheet.
## Why use the GE-McKinsey matrix?
- It gives a more nuanced portfolio view than a two-metric model, capturing several drivers per axis.
- It links directly to resource-allocation decisions, telling you where the next dollar of investment should go.
- The weighting step forces an explicit conversation about what "attractive" and "strong" actually mean for your business.
- It visualizes the whole portfolio on one page, making trade-offs between units easy to see.
## Who should use the GE-McKinsey matrix?
The nine-box is aimed at corporate strategists, executives and portfolio managers in multi-business or multi-product organizations. It is most valuable when capital is scarce and leadership must choose which units to back and which to wind down. Single-product companies will get more from a [SWOT analysis](/templates/swot-analysis/) or a competitive [perceptual map](/templates/perceptual-map/).
## GE-McKinsey matrix example
Consider a consumer-goods company reviewing three divisions:
- **Premium skincare**: a large, fast-growing, high-margin market (high attractiveness) where the company holds a strong brand and leading share (high strength). It lands in a green cell: **invest and grow**.
- **Household cleaning**: a mature, steady-growth, price-competitive market (medium attractiveness) where the company is a mid-tier player (medium strength). It lands on the diagonal: **selectivity, manage for earnings**.
- **Legacy paper products**: a declining market (low attractiveness) where the company is a weak, sub-scale competitor (low strength). It lands in a red cell: **harvest or divest**.
The value is the resulting decision: fund skincare aggressively, run cleaning for cash, and plan an exit from paper. That is a clear, shared allocation rather than spreading investment evenly.
## How to run a GE-McKinsey analysis in GroupMap
The nine-box works best when the whole leadership team agrees the factors, weights and scores together rather than reviewing one person's finished grid.
{/* IMAGE-TODO [device]: The GE-McKinsey matrix template shown in GroupMap on a laptop, tablet and phone, with business-unit bubbles positioned across the nine-box grid. */}
1. **Set the scope.** List the business units, products or markets you are assessing.
2. **Agree the factors and weights.** As a group, decide what drives industry attractiveness and competitive strength, and how much each factor counts.
3. **Brainstorm and score.** Add each unit, then rate it against every factor to build weighted axis totals.
4. **Position on the grid.** Place each unit in its cell, sizing bubbles by revenue if that helps.
5. **Discuss and align.** Debate any placements the group disagrees on until you reach a shared view.
6. **Agree actions and share.** Turn each invest / hold / harvest call into an action plan and distribute it.
## Limitations of the GE-McKinsey matrix
- The factor weighting and scoring are subjective, so different groups can produce different placements.
- It analyzes units in isolation and ignores synergies, shared capabilities or cannibalization between them.
- It is data-hungry and slower to build than a simple 2×2, which can be overkill for a small portfolio.
- Like all snapshots, it dates quickly. Attractiveness and strength shift, so revisit it periodically.
### Related templates
- [Strategy frameworks](/strategy-frameworks/)
- [BCG matrix](/templates/bcg-matrix/)
- [Ansoff matrix](/templates/ansoff-matrix/)
- [SWOT analysis](/templates/swot-analysis/)
- [Perceptual map](/templates/perceptual-map/)
### References
- [Enduring ideas: The GE-McKinsey nine-box matrix (McKinsey & Company)](https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-ge-and-mckinsey-nine-box-matrix)
- [GE-McKinsey matrix (Toolshero)](https://www.toolshero.com/strategy/ge-mckinsey-matrix/)
## Make the nine-box a shared decision with GroupMap
The GE-McKinsey matrix is only as good as the conversation behind its scores, and GroupMap is built for that conversation. Everyone can propose factors, weight them and position units at once, private input reduces groupthink, and the live grid shows instantly where the leadership team agrees and where it does not. Customizable templates and workflows keep the discussion anchored to the allocation decision, so you leave with an agreed portfolio strategy rather than one executive's view.
---
# Group Mind Mapping
URL: https://www.groupmap.com/templates/group-mind-mapping/
## What is Group Mind Mapping?
Group mind mapping is a simple but powerful technique for generating an organized, visual representation of related ideas and information among a group of people. The process of developing a group mind map stimulates both creative and analytical thinking and is a proven and effective tool for collaborative brainstorming.
[Create a Group Mind Map in GroupMap](https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/7c008c9a-f68f-48a3-9e08-e3b015c1c8dd/&cc=www-template)
## Why use Group Mind Mapping?
The strength of group mind mapping lies in its simplicity. The technique is easy to learn and doesn’t require any specialized skills, knowledge, or equipment to facilitate in a group setting. Developing a mind map:
- Is a good way to warm up a group, get people thinking, and engage them in the topic at hand
- Is a fast and efficient way for teams to generate and capture ideas
- Encourages spontaneity and creativity while maintaining a structure for the generated ideas
- Improves problem-solving and encourages bigger-picture thinking
- Helps to break down large concepts and projects into more manageable parts
- Provides an overview of the subject but can also capture a large amount of detail as layers develop
- Highlights connections between different lines of thought
**Online collaboration tools** like GroupMap allow you to find the best ideas with dot votes, likes, dislikes or ratings, and quickly see visually weighted results to highlight where sentiment lies.
- Automatically combine individual mind maps into an overall group mind map for review, comment, voting, and ranking
- Find the best ideas with dot votes, likes, dislikes or ratings
- Chat with other participants
- Get real-time reporting
- See how people contributed to the session
[Learn more about GroupMap](/features/)
## Who should use Group Mind Mapping?
Group mind mapping is extremely versatile and can be applied in all industries, organizations, departments, and projects. Use mind maps to:
- Explore new ideas
- Plan business strategies
- Solve problems, weigh alternatives, and make decisions
- Break down concepts, ideas, plans, and projects into manageable activities
- Develop agendas for meetings
- Record notes, and organize information from group sessions
## Group Mind Mapping example
## How to develop a Group Mind Map
For group mind mapping to be successful, everyone should feel comfortable to let their ideas flow freely. For new teams, contentious topics, or groups with a distinct hierarchy, you may need to assign some degree of anonymity when capturing the ideas for this to happen. That can be difficult with traditional brainstorming tools such as whiteboards, sticky notes, and poster paper. However online collaboration tools like GroupMap makes this easy.
The time to run a group mind mapping exercise will vary depending on the complexity of the subject and the amount of detail required. Warm up activities may take just 5 minutes, whereas strategy development, problem-solving, or project planning could take an hour or more to include prioritization steps and the development of an action plan.
There are several ways to brainstorm the ideas that form the mind map. Individuals can create their own maps, and then you can amalgamate the ideas as a whole, or you can add the ideas as a group. Developing separate maps frees the participants from group think and edit wars, but it does take a more effort to collate unless you’re using a collaborative mind mapping software like GroupMap which does this automatically.
Group mind mapping starts with a blank page. You then identify the main topic for the session and add it to the center of whatever mind mapping tool you’ve chosen. Ideas that stem from this central hub branch out in a tree like structure.
Invite participants into the map by invite code or email on their laptop, PC, Mac or tablet.
Participants add ideas they associate with that topic as branches radiating from the central hub. Each idea should be expressed as a single word or short phrase, just long enough to capture the idea.
Repeat the process for each of those secondary ideas to create sub branches.
Create as many levels as you want to get a comprehensive overview of the topic. Add visual prompts by pinning pictures and using color to link similar themes. If you’re using an online collaboration tool like GroupMap, you can add files and links to support the idea where appropriate.
Once all the ideas are gathered and combined, the group can review and rank them according to their significance.
[Create a Group Mind Map in GroupMap](https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/7c008c9a-f68f-48a3-9e08-e3b015c1c8dd/&cc=www-template)
### References
- Buzan, Tony. 2018. “Mind Map Mastery: The Complete Guide to Learning and Using the Most Powerful Thinking Tool in the Universe.” Watkins Media Limited.
- [TonyBuzan Inventor Mind Mapping](https://tonybuzan.com/#:~:text=Tony%20Buzan%20%7C%20Inventor%20of%20Mind%20Mapping)
[](https://www.teamretro.com/?cc=gmwp)
[Check out TeamRetro, our solution for distributed agile retrospectives](https://www.teamretro.com/?cc=gmwp)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Hackathon Canvas
URL: https://www.groupmap.com/templates/hackathon-canvas/
## What is a Hackathon Canvas?
A Hackathon Canvas is a visual and strategic planning tool designed to help organize a successful hackathon event.
Hackathons are a popular way for people to network, learn new skills, and collaborate on innovative projects. They have been used to create new products, solve real-world problems, and even launch new companies.
They require careful planning to ensure that the event runs smoothly and achieves its goals.
## Why use a Hackathon Canvas?
A Hackathon Canvas can help take the effort out of organizing a hackathon by helping to –
- Break down complex problems into smaller, more manageable ones.
- Provide a visual representation of the key components.
- Provide a common language that can be used by all stakeholders.
- Define the goals and objectives of the hackathon and ensure that everyone is working towards a common goal.
- Identify the resources required to run the hackathon.
## Who needs a Hackathon Canvas?
- Hackathon Event organizers
- Innovation Managers
- Start Up Consultants
- Accelerators and Incubators
- Internal think tanks
- Judges, Sponsors and Mentors
### Tips for effective hackathon planning
- Start by defining the goals of the hackathon.
- Engage a diverse group to help plan the hackathon. This will offer a range of skills and perspectives.
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Provide adequate time in the session to discuss and clarify ideas.
- Ensure all actions are assigned to someone with an agreed deadline.
- Communicate outcomes to stakeholders and regularly update progress on actions.
## How to use a Hackathon Canvas
Ensure all stakeholders involved in the planning process have access to the Canvas. Using an online collaborative tool such as GroupMap allows those stakeholders to engage both in person and remotely. It can also allow for the group to share their input either synchronously or asynchronously depending on their availability.
It is best to start by defining the Hackathon Goals then moving to the section the group agrees to be the next most important.
Once all ideas are captured, actions can be defined that shape the agreed steps to the delivery of the hackathon itself.
With your completed Hackathon Canvas, you can now use it as a communication tool. Use it to collect and get feedback to improve your event. Capture comments and make improvements to help make your event a success.
### Related templates
- [Business Model Canvas](/templates/business-model-canvas/)
- [Lean Canvas](/templates/lean-canvas/)
- [Value Proposition Canvas](/templates/value-proposition/)
### References
- [Hackathon Guide](https://hackathon.guide/)
- [Here’s What Makes for a Successful Hackathon](https://www.pcma.org/heres-what-makes-for-a-successful-hackathon/)
- [GroupMap Hackathon Case Study](/case-studies/case-study-hackathon-brainstorming-and-team-judging/)
- [Judging student start-ups with GroupMap](/case-studies/judging-software-used-to-find-the-best-student-start-ups/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# How Now Wow Matrix
URL: https://www.groupmap.com/templates/how-now-wow-matrix/
## What is a How Now Wow Matrix?
A How Now Wow matrix is an idea selection tool, made popular by Gamestorming. It helps groups to brainstorm, plan ideas, and organize their thoughts collaboratively. The matrix categorizes ideas based on their originality and the ease of implementation.
- **How** – represents ideas that are innovative, but difficult to implement so they are *not yet* feasible, but might be worth considering as future goals.
- **Now** – represents unoriginal ideas which are familiar, easy to implement, and proven to work well.
- **Wow** – represents new ideas that are easy to implement and executable ideas that can be actualized. Aim to form as many ideas in this category as you can.
## Why use a How Now Wow Matrix?
The How Now Wow matrix is straightforward and easy to use for uncovering the best ideas and when to implement them. The technique encourages the team to let their thoughts flow, and the group dynamic builds on that creativity to encourage groundbreaking innovation.
## Who can use a How Now Wow Matrix?
Any organization or team wanting to stimulate new ideas can use this versatile tool. You can use it to solve problems, develop new services and products, or improve the way things are done.
### Tips for effective How Now Wow Matrix
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Creating the right mind set at the beginning with a creative ice-breaker can help to engage minds.
- Encourage "wild" and "crazy" ideas. Remind them this is a brainstorming exercise for divergent and creative solutions. That can come later.
- Have people brainstorm and add in the blank space first before then categorizing and re-allocating across the Matrix as needed.
## How Now Wow template
The dimensions used for a How Now Wow matrix template are:
- **Originality** – The horizontal axis rates ideas as *normal* or *innovative*
- **Ease of Implementation** – The vertical axis rates ideas as *easy* or *difficult* to implement.
### (Blank)
This part of the template stays empty as no organization has much use for unoriginal ideas that are challenging to achieve.
However, you can use this space to park ideas that after consideration you feel are impossible to implement. It serves as a record they were considered.
### Now
Low risk and highly acceptable ideas. They are sometimes referred to as low-hanging fruit.
Action: Implement to fill gaps in existing organizational processes for incremental benefits.
### How?
These are breakthrough ideas that are impossible to implement within current organizational constraints – eg. budget, skill level, technology.
Action: Explore possibilities, but place them on hold until implementation is more feasible.
### Wow
Innovative breakthrough ideas that can be implemented relatively easily. They have enormous potential for big benefits.
Action: Develop a plan to implement these ideas.
## How to create a How Now Wow Matrix
The time to run a How Now Wow session depends on the size of the group, and the objectives of the meeting. However, there is no reason why you can’t brainstorm and prioritize activities, in under 40 minutes.
**Tip** The How Wow Now framework works best in a group where people feel able to express their opinions freely, and creativity is a result of the group dynamic. Usually, each step would be done as a single group or several smaller groups using a whiteboard, post it notes, or an online collaboration tool such as GroupMap. However, if you want to avoid groupthink or peer pressure, you can brainstorm ideas individually in the first instance and then combine them to get the complete picture.
### Related templates
- [Effort Impact analysis](/templates/impact-effort-matrix/)
- [Group Mind Mapping](/templates/group-mind-mapping/)
### References
- [The Center for Development of Creative Thinking (COCD) – How Now Wow](https://cocd.org/cocdbox-modellen-technieken/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Icebreakers and warm-ups
URL: https://www.groupmap.com/templates/icebreakers/
{/* SEO notes, verified 2026-08-15 (DataForSEO, US).
This page ranks #14 (abs. 16) for "icebreaker templates" (70/mo, −43% YoY) and that
is its ONLY ranked US keyword, so it is thin but real authority in a register we own.
The term was absent from the old ("Team Icebreakers & Warm-Up Activities"),
which is the cheapest fix available: seoTitle now leads with "Icebreaker Templates"
while keeping "Warm-Up Activities" so the existing match is not thrown away.
"Team" was also the wrong altitude for this site (voice-groupmap-website: the reader
is the facilitator, not a standing team).
The SERP above us is product template libraries (Mentimeter #1, Figma #2, Miro #3,
Conceptboard #4, Mural #5, Lucid #6), which is the shelf GroupMap belongs on, so
depth and a clear "which one do I run" answer are what close the gap, not more words.
Everything that was ranking is kept; this pass ADDS routing, facilitation guidance
and FAQs, and hands the large-group query to /templates/icebreakers-for-large-groups/
rather than competing with it (TRC-52 same-term title discipline). */}
## Why use an icebreaker?
Icebreakers are a great tool for launching collaborative sessions. They open the channels of communication, and help put people at ease by giving everyone a chance to contribute.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates&cc=www-template">Start a fun icebreaker in GroupMap</Button>
The value of icebreakers doesn’t stop there. They help set the tone for a session. They let the facilitator model collaborative behavior. They can also establish common ground between participants which helps foster spaces in which people are happy to share.
A good icebreaker should be so simple that people can respond almost instantly. They aim to get a response rather than a right answer. Icebreakers should be inclusive. They should apply to everyone in the group so they all get the chance to contribute positively.
Everything that’s said during an icebreaker can help build a connection. That’s why asking people to explain their input is giving them a chance to connect. The best thing about these new connections is that they start a conversational momentum that carries over into the session itself.
In short, icebreakers help focus and engage a group to ensure they get the most out of their collaborative session.
## Choose an icebreaker for your session
The activity matters less than the fit. Three things decide which icebreaker belongs at the top of your agenda:
| If the room is… | Run something that… | Start with |
|---|---|---|
| Meeting for the first time | Needs no shared history to answer | Photo Wall or Where in the World |
| A group that already works together | Surfaces how people arrived today | Mood Wall or a one-word check-in |
| About to do something contentious | Agrees how you will work before you start | House Rules |
| Larger than about 30 people | Lets everyone answer at once, not in turn | [Icebreakers for large groups](/templates/icebreakers-for-large-groups/) |
| Remote or hybrid | Makes contributions visible on a shared board | Where in the World or Photo Wall |
Two rules of thumb behind the table. **Pitch the disclosure to the room.** A prompt that a standing team enjoys can feel intrusive to a group of strangers, and the safe direction is always to ask less. And **watch the headcount**: any icebreaker that takes turns costs about 30 seconds per person, so the same activity that charms a room of 12 quietly consumes half an hour in a room of 60.
## Our icebreaker templates to help build connections
Our team has hand-picked our top four fun icebreaker activities and designed templates to deliver them online.
- House Rules
Create a safe conversational space where a set of agreed rules can be agreed upon.
- Photo Wall
A colorful, creative collage that lets participants share a friendly fact or two about themselves by way of some conversation starter questions.
- Two Truths and One Lie
A fun and creative way to have participants interact with each other while discovering a fact each is happy to share.
- Where in the World?
A way for people to share a bit of where they are located or where they are from and perhaps to learn something about the area.
You can find these templates in our library of meeting templates and maps. And if you would rather pick a ready-made game than run a template, there are now [icebreaker games built into GroupMap meetings](/blog/icebreaker-games-for-meetings/) — add one as a step and the group plays together before the main work.
### Tips for running effective icebreakers
- **Answer it yourself first.** Going first sets both the length and the level of disclosure. A short, slightly ordinary answer from the facilitator gives everyone else permission to be brief.
- **Show an example response** before you open the board. Most hesitation is people wondering how much is expected, not whether they want to take part.
- **Say how long it will take, and hold to it.** Participants tolerate a warm-up they were told would last five minutes far better than an open-ended one.
- **Check access before you need it.** In a remote or hybrid session, put the join link or code on screen ahead of the break so the activity does not start with a minute of silence that reads as reluctance.
- **Have a transparent order for speaking** if you are going round: the attendance list, or letting the last speaker choose the next. An arbitrary order feels like being picked on.
- **Turn on anonymity when the prompt touches how people feel** about the session ahead, particularly in a group with mixed seniority. Names build warmth; anonymity buys honesty.
- **Reference what was shared later in the session.** This is the single thing that separates a warm-up from filler: quote one line back during the main work and the room learns the exercise counted.
- **Thank people for contributing** rather than judging responses. There are no wrong answers in an icebreaker, and reacting to some answers more warmly than others teaches the room to guess what you want.
### House Rules icebreaker
#### What is the House Rules icebreaker?
The House Rules icebreaker is a group activity that translates each participant’s expectations into a set of rules the group agrees to follow. The rules apply specifically to that group in order for them to engage with the task at hand.
Each set of rules will differ from group to group. This is because they will reflect the expectations and preferences of the ‘House’, that is, the individuals that contributed to them.
The House Rules icebreaker doesn’t require participants to share personal details. Instead, it uses the commonality of group membership to springboard into discussion. This makes it an ideal icebreaker for more formal environments, or for groups that are wary of more creative warm-ups.
#### Why do a House Rules icebreaker?
The House Rules icebreaker offers two valuable outcomes from one simple activity. As well as the benefits of an icebreaker, this exercise creates a set of guidelines for the group to follow throughout the session that will follow.
The rules make clear what is expected of each participant as well as what they can expect of others. The collaborative process used to shape the rules means participants have a sense of ownership of the guidelines they are following. This increases the likelihood of the rules being followed.
Such rules are a useful reference point for a facilitator. As well as gaining insight into how the group wishes to work, the rules give the facilitator permission to politely enforce them. For example, if the rules include timeboxing conversations, the facilitator may bring discussions to a close once the time limit is reached. Such an action isn’t a reflection of a topic or an individual; it’s just a result of the agreed rules, and it’s therefore unlikely to cause offense.
#### House Rules icebreaker template
### Photo Wall icebreaker
#### What is the Photo Wall icebreaker?
The Photo Wall icebreaker is a group activity that has participants build a simple collage that is used as a common talking point for the group. Every member of the group is invited to share a friendly fact about themselves by way of a photograph they are happy to share. The result is an inviting and colorful poster everyone in the group can explore.
The Photo Wall offers a facilitator a great deal of flexibility. It can include a single or multiple sections depending on the size of the group. Of course, the prompts themselves can be altered to reflect the interests of the group, and the activity at hand.
#### Why do a Photo Wall icebreaker?
People are more likely to be engaged by a photo than words on a page. They naturally spark curiosity, which is the perfect mindset for a collaborative session. Participants can use their own photos or any photo they can find on the internet. This means they can determine how much of themselves they share. This is great news for a facilitator looking to support a sense of safety in the shared space. The use of photos comes with an added bonus. People don’t need to worry about bad writing or spelling mistakes.
Another great thing about the Photo Wall icebreaker is its broad application. The customization of the prompts means an almost limitless variety can be created ranging from the topical to the timeless. They can also be used by groups of any size.
#### Photo Wall icebreaker template
### Two Truths and One Lie icebreaker
#### What is the Two Truths and One Lie icebreaker?
The Two Truths and One Lie icebreaker is based on an old-fashioned [parlor game](https://en.wikipedia.org/wiki/Parlour_game#:~:text=A%20parlour%20or%20parlor%20game,States%20during%20the%20Victorian%20era.). People share two facts about themselves (truths) and one thing that’s completely made up (lie). Once everyone has added their input to the template, group members are invited to guess which statement is a lie.
Two Truths and One Lie allows participants to share to a level they feel comfortable. It also gives them a chance to draw upon their creative side.
As well as giving participants a chance to get to know each other, the Two Truths and One Lie icebreaker helps a facilitator get to know the personality types that make up the group. More outgoing personalities are likely to offer their opinions on what is true and what is a lie, while quieter participants will need to be invited to do so. The more creative personalities may offer quite unusual ‘facts’ while more conservative participants will offer simpler input.
#### How to run a Two Truths and One Lie icebreaker?
First, ask everyone who is present to add their names to the board.
Then each person clicks on their name in GroupMap and enters three statements. One of them being a lie.
Then the facilitator can lead everyone through one person’s name at a time and have people comment as to which one they think is a lie and why.
When time is up, the person then reveals to everyone which one the lie was.
### Where in the World icebreaker
#### What is the Where in the World icebreaker?
The Where in the World icebreaker is a group activity where participants align themselves to a location. For remote groups, that location can be the country from which they are working. For co-located groups, that location can be the place they were born. For existing groups, that location can be the country they hope to visit one day.
Each group member is invited to place a photo of themselves at the location of their choosing. If time permits, other details can be added and worked into the introduction.
#### Why do a Where in the World icebreaker?
The Where in the World icebreaker is highly inclusive, after all we all exist somewhere in the world. It is a great way of starting to celebrate diversity and explore what people have in common.
For remote groups, the Where in the World icebreaker can help humanize the virtual collaborative space. This is important as it tends to encourage greater empathy amongst group members.
#### Where in the World icebreaker template
## Who should use an icebreaker?
Anyone who wishes to get more out of their collaborative, meeting, workshop or lesson. This could be because there is a new group of people, or there is a new person to the team. It can also be used to encourage at least everyone saying something at a meeting and to help overcome any initial fears.
Icebreakers are a proven way of supporting engagement and focus. As such they should be used by:
- Facilitators
- Trainers
- Teachers
- Coaches
- Workshop practitioners
In short, anyone overseeing group interaction who is looking to support that group’s effectiveness would benefit from their use.
## How to run an icebreaker
An icebreaker helps to set the scene for the session that follows, so it’s important for a facilitator to begin as they wish to go on.
When it comes to online sessions, there are a variety of tools to help. Screen sharing software, video conferencing and online collaboration tools such as GroupMap allow facilitators to deliver inclusive icebreakers.
GroupMap’s icebreaker templates are deliberately simple in design. This is because most of the time spent during the icebreaker should be spent talking and getting to know each other. Unlike a simple poll, where people get lost in a stack of numbers, these icebreaker questions are non-threatening and let each person share freely without fear. There are no wrong answers.
An online icebreaker also doubles as a dry run of the tool itself: by the time the warm-up ends, everyone has joined, added a card and seen their contribution appear, so the first working session does not stall on someone who cannot get in.
### Related templates
- [Icebreakers for large groups](/templates/icebreakers-for-large-groups/): what changes once the room is too big to go around, and five activities that scale.
- [Mood Wall](/templates/mood-wall-ice-breaker/): a one-glance read on the state of the room before you start.
- [The ESVP](/templates/the-esvp-agile-retrospective-check-in/): find out who arrived as an explorer, shopper, vacationer or prisoner.
- [Meeting agenda template](/templates/meeting-agenda-template/): plan the session the warm-up is opening.
- [Lean Coffee](/templates/lean-coffee/): let the group set the agenda it actually wants to discuss.
### References
- [Icebreakers Are Terrible. They Also, Unfortunately, Work Really Well.](https://www.thecut.com/2016/09/back-to-school-icebreakers-are-awkward-but-they-work.html)
- [The Effect of an Icebreaker on Collaborative Performance Across a Video Link.](https://books.google.com.au/books?hl=en&lr=&id=4ITxDwAAQBAJ&oi=fnd&pg=PA293&dq=the+psychology+of+icebreakers&ots=ZiG6p1rp_w&sig=mziSScGDw1Qu-AWEP7BWktNtN8A#v=onepage&q=the%20psychology%20of%20icebreakers&f=false)
- [What makes the best icebreakers for teams?](https://www.teamretro.com/blog/best-icebreakers-for-starting-conversations-with-online-teams-2021/)
- [Icebreaker questions & games](https://www.teamretro.com/icebreakers/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Icebreakers for large groups
URL: https://www.groupmap.com/templates/icebreakers-for-large-groups/
{/* SEO notes, verified 2026-08-15 (DataForSEO + Ahrefs, US).
Head term "icebreakers for large groups" (clusters with "large group icebreakers",
"icebreaker activities for large groups"): 1,900/mo Google Ads cluster, KD 1–3,
CPC $1.18, main intent COMMERCIAL. Ahrefs exact-match is far lower, 240/mo in
Aug 2026, so treat the low hundreds as the honest floor and 1,900 as the ceiling.
The cluster is DECAYING: −46% YoY and −19% QoQ on the Ads series (Aug 2025 3,600 →
Jun 2026 1,300); Ahrefs shows 506/mo in Aug 2023 against 240/mo now. This page is a
cheap claim on a shrinking pond, not a growth bet, so size expectations accordingly.
Why we still build it: the live SERP is a FACILITATOR SERP, which is exactly this
site's register: playmeo #1, SessionLab #2 (breadcrumb "Facilitation"),
Trainers Warehouse #5, Fliplet Events, Livestorm. Neither www.teamretro.com nor
games.teamretro.com appears anywhere in the top 20, so there is no cannibalization.
REGISTER BOUNDARY (TRC-24 / TRC-52): this page owns the PLANNING and facilitation
term: designing and running the activity. games.teamretro.com owns the PLAY term
("play a large-group game right now"). Keep the title and body on planning language;
do not aim this page at "play"/"online"/"virtual game" modifiers.
Supporting terms deliberately covered in-body, not split into their own pages:
workshop icebreakers (90/mo), training icebreakers (140/mo), icebreakers for
conferences (50/mo), energizers for meetings (50/mo), all under 150/mo and all
down 36–56% YoY, so they earn sections here rather than thin siblings.
"facilitation techniques" (210/mo, KD 5, CPC $8.43) is the phase-2 page, not this one. */}
## What makes a large group different
Most icebreakers were designed for a room you can go around. Once the room is bigger than that, the activity itself is rarely the problem. The **turn-taking** is. A thirty-second answer from every participant is a pleasant five minutes at ten people, fifteen minutes at thirty, and most of an hour at a hundred.
That is the whole design constraint. An icebreaker scales when contributions happen **in parallel** rather than in sequence, and when the output is something the room can read at a glance instead of something the room has to sit through. The [icebreaker games built into GroupMap meetings](/blog/icebreaker-games-for-meetings/) respect the same constraint: the library filters by group size, so you can pick one that fits your headcount.
**Key takeaways**
- The break point is not a headcount, it is the moment a **go-round costs more than the warm-up is worth**, usually around 25–30 people.
- Activities scale when participants **answer simultaneously**; they break when answers are serialized.
- Past roughly 100 people, a second constraint arrives: the room can no longer **read** a board full of raw contributions, so you have to group and vote before you show it.
- Large rooms are usually rooms of **strangers**, so pitch the prompt lower than you would for a standing team.
- Always **read something back**. An icebreaker nobody refers to again teaches participants that the warm-up was filler.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates&cc=www-template">Open an icebreaker board in GroupMap</Button>
## Choose by group size
| Room size | What breaks first | What to run | What to watch |
|---|---|---|---|
| 20–40 | The go-round starts eating the agenda | One simultaneous activity on a shared board | Silence while people find the link |
| 40–100 | Nobody can read a wall of raw answers | Simultaneous input, then group and vote before showing | Reading out too many cards |
| 100–300+ | The room stops behaving as one group | One board per table or breakout, consolidated at the end | Tables drifting onto different questions |
The bands matter more than the exact numbers. What you are really choosing between is **one conversation, one board with a filter on it, or many small conversations that report back**.
## Five icebreakers that scale
### 1. Where in the world
Every participant drops a card onto a map: where they are joining from, where they grew up, or the place they would rather be. It is the most reliable large-group opener there is, because the output is a picture rather than a list, and a picture of 200 pins reads better than a picture of 20.
**Why it scales:** the board is more interesting the fuller it gets. **Watch for:** a room where everyone is from one city, so swap the prompt to somewhere they have traveled.
### 2. A one-word mood check-in
Ask for a single word on how people arrived: the state they are in, not the state they would like to project. With a big room the aggregate is the point. You can see at a glance whether you have walked into a tired audience or a restless one, and adjust the first session accordingly.
**Why it scales:** one word per person means the wall stays readable into the hundreds. **Watch for:** asking for a sentence. At 150 people, a sentence is a wall of text.
Run it with the [Mood Wall template](/templates/mood-wall-ice-breaker/), which gives participants a set of moods to place themselves against rather than a blank box.
### 3. This or that, run as a vote
Rapid binary choices: early bird or night owl, spreadsheet or whiteboard, the tea-or-coffee family of questions. In a small room this is a show of hands. In a large room, run it as a vote so the split is a number on the screen rather than a guess from the stage.
**Why it scales:** voting is the one activity that genuinely gets *better* with headcount, because the percentages stabilize. **Watch for:** questions with an obvious "correct" answer, which produce a 97% split and nothing to talk about.
### 4. A question wall
Invite the room to post the questions they arrived with, then dot vote to find the handful everyone wants answered. This doubles as an icebreaker and as your agenda check. You learn what the room actually came for before you have spent an hour on the wrong thing.
**Why it scales:** the voting step does the filtering that a facilitator cannot do live at 200 people. **Watch for:** running it without anonymity in a group that includes people's managers.
### 5. Table intros that report back
For a room laid out in tables or split into breakouts, give each table its own board and the same prompt, and ask every table to send one line back to the whole room. Twenty tables produce twenty lines, which is a plenary you can actually run.
**Why it scales:** it converts one impossible conversation into many easy ones. **Watch for:** tables answering different questions. Write the prompt as the objective on every board so it cannot drift.
One that does *not* scale cleanly: a **photo wall** past about fifty people. It is a lovely activity, but 200 images is a scroll rather than a wall. If you want it in a big room, section it: one prompt per table, or one per department.
## Two truths about big rooms
**They are usually rooms of strangers.** A large group is rarely a standing team. Conference audiences, training cohorts, all-hands and public consultations are made of people with different employers, seniority and stakes. Prompts that assume shared history ("your proudest moment on this project") land badly. Prompts that need nothing but a person ("a place you have been") work everywhere.
**Anonymity changes what you get.** In a small group, names build connection. In a large group with mixed seniority, names suppress. If the icebreaker is going anywhere near how people actually feel about the day ahead, turn anonymity on and accept that you are trading warmth for honesty.
## How to run a large-group icebreaker in GroupMap
A whiteboard at the front of a big room captures whoever is loudest and closest. In GroupMap every participant contributes from their own device at the same time, so the activity costs the same few minutes whatever the headcount.
1. **Set the prompt as the objective**, so every participant, and every table host, reads the same question.
2. **Share the link, code, or QR code.** Participants join with no account and no install, which is what keeps the start of a big session from stalling.
3. **Everyone answers at once.** With individual brainstorming mode, participants add their own answer before seeing the group's, so the first confident response does not set the pattern for the room.
4. **Group the answers** into themes, so a board of hundreds of cards becomes something readable from the back row.
5. **Dot vote**, and read back the top few rather than trying to give every contribution airtime.
6. **Carry one line forward** into the first working session, so the room sees that the warm-up counted.
For a session laid out in tables or breakouts, create one map per table in a workspace, then consolidate them into a single view for the read-back. Invite co-facilitators if the room is big enough that one person cannot watch every board.
{/* IMAGE-TODO [device]: A large-group icebreaker board shown in GroupMap on a laptop, tablet and phone, with dozens of participant cards clustered into themes and the top themes dot-voted. */}
## What to watch for
- **The activity is not the risk, the read-back is.** Most large-group icebreakers fail at the end, not the start. The board fills up and then nothing is ever said about it.
- **Silence at the join step reads as a failed activity** even when it is just a slow link. Put the join code on the screen before the break, not after it.
- **Do not run an icebreaker that needs a microphone** in a room bigger than about forty. Passing a mic *is* a go-round, whatever you call the activity.
- **Bigger is not deeper.** A large group can produce a lot of contributions quickly, but it will not produce disclosure. Save the reflective activities for the breakouts.
### Related templates
- [Icebreakers and warm-ups](/templates/icebreakers/): the four core icebreaker templates and how to run them.
- [Mood Wall](/templates/mood-wall-ice-breaker/): a one-glance read on the state of the room, which is the check-in that scales best.
- [The ESVP](/templates/the-esvp-agile-retrospective-check-in/): find out who in the room is an explorer, shopper, vacationer or prisoner before you start.
- [Meeting agenda template](/templates/meeting-agenda-template/): plan the session the warm-up is opening.
- [Group mind mapping](/templates/group-mind-mapping/): where a big room goes next once it is warmed up.
### References
- [Icebreakers are terrible. They also, unfortunately, work really well.](https://www.thecut.com/2016/09/back-to-school-icebreakers-are-awkward-but-they-work.html): on why the awkwardness is not a reason to skip them.
- [The effect of an icebreaker on collaborative performance across a video link](https://books.google.com.au/books?hl=en&lr=&id=4ITxDwAAQBAJ&oi=fnd&pg=PA293&dq=the+psychology+of+icebreakers): measured effect on groups working remotely.
## Open a big room without losing the first hour
The reason large-group icebreakers get cut is that they cost too much time for what they return. GroupMap changes the arithmetic: every participant contributes at once from their own device, the answers group and rank themselves through voting, and you read back a handful of themes instead of sitting through a hundred turns. The warm-up finishes in the few minutes you planned for it, and the room starts the real work already talking.
---
# Impact Effort Matrix
URL: https://www.groupmap.com/templates/impact-effort-matrix/
## What is an Impact Effort Matrix?
An impact effort matrix is a decision-making tool that assists people to manage their time more efficiently.
Each potential idea, strategy or project is assessed based on the level of effort required and the potential impact or benefits they will have.
This is also why it is commonly known as the action priority matrix. You may also see it called the impact vs effort matrix, the value vs effort matrix, or a 2×2 prioritization matrix. The method is the same.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/f70fc11a-2a95-4941-8371-66bc175e0d57/&cc=www-template">Create an Impact Effort matrix in GroupMap</Button>
The result is a visual representation of where best to assign time and resources. Activities fall into one of four categories:
- **Quick wins** – Give the best return based on the effort.
- **Major projects** – Provide long term returns but may be more complex to execute.
- **Fill ins** – Don’t require a lot of effort but neither do they offer many benefits.
- **Time wasters** – Time-consuming activities with low impact that should be avoided.
## Key takeaways
- **An impact effort matrix** (or action priority matrix) ranks ideas on a 2×2 grid by the *impact* they deliver against the *effort* they take.
- **The four quadrants** are quick wins, major projects, fill-ins, and time wasters.
- **Start with the quick wins**, plan the major projects, and avoid or defer the time wasters.
- **Run it live with your team** so everyone rates impact and effort independently. GroupMap combines the scores so no single voice dominates.
## Why use an Impact Effort Matrix?
An impact effort analysis:
- Rapidly identifies what activities you should focus on, along with the ones you should ignore.
- Helps optimize limited time and resources.
- Provides time to reflect on a range of strategies and find the most efficient path to achieve goals and reduce wasted time and effort.
- Helps get projects back on track, aligns team priorities, and identify the best solutions to a problem.
### Tips for facilitating Impact Effort Matrix
- Set the stage with the context and a problem statement that you want the group to focus on.
- Explain how the impact effort or action priority matrix works.
- Ask people to add all ideas, no matter how wild, small, seemingly insignificant or outrageous they may be in the first instance. The goal here is about getting a wide perspective and to have different ideas shared.
- Provide adequate time in the session to position and rate activities.
- When positioning individual ideas, this is done independently and free from bias. Where there are over laps, discuss further and see if people can reposition their ideas to a newly agreed position.
## Impact Effort Matrix template
The impact effort matrix template plots activities against two variables:
- **Level of Effort** (Horizontal Axis) – How much time, money, resources, and capacity will be needed to achieve the desired outcome.
- **Level of Impact** (Vertical Axis) – How much value or impact the outcomes will have on the business or project.
The result is a simple 2 x 2 matrix. Each activity is categorized into one of four quadrants, providing a visual representation of where to focus resources and effort, and where to avoid activities altogether.
| Quadrant | Impact | Effort | What to do |
| --- | --- | --- | --- |
| **Quick wins** | High | Low | Do these first; best return for the least effort |
| **Major projects** | High | High | Plan and resource carefully; worth it if executed well |
| **Fill-ins** | Low | Low | Do only when there is spare capacity |
| **Time wasters** | Low | High | Avoid, delegate, or defer |
### Quick wins
Activities that give the best return based on the effort. They are valuable and fundamental to your success.
Focus on actions in this quadrant and complete them before anything else.
### Major projects
Activities that provide long term returns but may be more complex to execute.
Be selective and only pursue them if they are likely to be worth the effort. Plan and execute efficiently.
### Fill ins
Unimportant activities including everyday tasks.
Don’t worry about these activities. Keep them on the back burner and complete them when there is excess capacity.
### Time wasters
These activities are time-consuming and require resources that are better spent on other things.
They are generally not worth completing so avoid, delegate, or defer them.
## Impact Effort Matrix example
Imagine a product team clearing a backlog of improvement ideas. After brainstorming, they rate each idea for impact and effort and plot it on the matrix:
- **Add a one-click export**: high impact, low effort. A *quick win*, so it ships first.
- **Rebuild the onboarding flow**: high impact, high effort. A *major project* that gets planned and resourced properly.
- **Tidy up the settings labels**: low impact, low effort. A *fill-in* for when there is spare capacity.
- **Migrate to a new charting library**: low impact, high effort. A *time waster* for now, so it is parked.
Plotting ideas this way makes the sequence obvious: start with the quick wins, plan the major projects, and stop pouring effort into low-value work. In GroupMap everyone rates independently first, so the result reflects the whole team rather than the loudest voice.
## How long to allow for an Impact Effort Matrix
The time required to construct an impact effort matrix depends on the organization, the size of the group, and the objectives of the session. In order to generate really creative ideas, it may be a good idea to have smaller teams, run quick pitching of ideas or run ice breakers to get ideas flowing.
## Who can use an Impact Effort Matrix?
An impact effort matrix is often applied by Lean Six Sigma projects to maximize team productivity. However, its simplicity and versatility make it useful for everything from daily to-do lists through to strategic action plans.
This activity is really useful for project managers, scrum masters and team leaders who are looking to prioritize their work to ensure they are working on the things that are the most valuable.
### Related templates
- [Urgent Important matrix](/templates/urgent-important-matrix/)
- [SWOT analysis](/templates/swot-analysis/)
- [SOAR analysis](/templates/soar-analysis/)
### References
- [Introducing the Eisenhower Matrix](https://www.eisenhower.me/eisenhower-matrix/)
- [Eisenhower’s Urgent/Important Principle](https://www.mindtools.com/al1e0k5/eisenhowers-urgentimportant-principle/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# KWHLAQ
URL: https://www.groupmap.com/templates/kwhlaq/
## What is a KWHLAQ chart?
A KWHLAQ chart is an extended version of the very popular KWL chart. Both are teaching tools that help to organize thoughts and ideas, before, during, and after a learning exercise. First, students identify what they know about a topic. Then, they think about what they want to research or learn. After the lesson, they then reflect on what they have learned.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/430020c6-1c5b-44b1-adfa-5682d2f93900/&cc=www-template">Create a KWHLAQ Chart in GroupMap</Button>
KWHLAQ asks the following questions:
- K – What students already *KNOW* about a topic?
- W – *WHAT* students want to learn or find out?
- H – *HOW* they will research or find the information they want to learn?
- L – What students have *LEARNED* about the topic after taking action?
- A – How will students *APPLY* the knowledge they’ve learned?
- Q – What *QUESTIONS* they still have or have thought of as a result of the learning exercise?
If the full six columns are more than a lesson needs, the [KWL chart](/templates/kwl-chart/) covers K, W and L on their own, and there is a [free printable KWL chart](/templates/kwl-chart/#free-printable-kwl-chart-pdf) in PDF if you want a paper handout for the class.
## Why do a KWHLAQ chart?
The KWHLAQ chart is a simple but effective instructional technique which puts the student at the center of inquiry-based learning. In addition to the benefits of the basic KWL Chart, the extended version:
- Provides teachers with valuable information as to what students already know about a given topic (diagnostic assessment).
- Builds collective learning by helping students to learn from each other (peer-to-peer learning).
- Enables teachers to create more enjoyable lesson plans that address the interests, questions, and needs of the students
- Creates interest and curiosity and encourages students to expand their ideas beyond the lesson or training provided in the classroom environment.
- Facilitates a more authentic experience by asking them how they will apply their knowledge.
## Who should use a KWHLAQ chart?
A KWHLAQ chart is useful for both group and independent learning and formative assessment. Teachers and trainers can use this technique to create customized, student-centric lesson plans while still linking to a curriculum or organizational learning goals. Independent researchers can use the model to organize their ideas and keep track of their progress.
Because the KWHLAQ methodology presents information as a sequence of scaffolded steps, it is especially useful for visual, young, and ESL learners.
## KWHLAQ chart template
### What I KNOW
Identify what the students already know.
Complete before planning and delivery of the lesson.
### What I WANT to know
Investigate what students want to know.
Reinforce that knowledge gaps are not a deficiency but an opportunity to grow. Complete before planning and delivery of the lesson.
### HOW will I find out
Assess strategies, resources, and tools available to help find the answers and create a plan.
Complete before research or delivery of the lesson.
### What I LEARNED
Information about what the students have learned.
Complete during and after delivery of the lesson.
### How I will APPLY this knowledge
Develop a list of how they can apply their new knowledge.
Complete after delivery of the lesson.
### QUESTIONS I still have
Identify questions that remain and new questions that arose as a result of the exercise.
Complete after delivery of the lesson.
### References
- Langwitches. 2015. “An Update to the Upgraded KWL for the 21st Century.” Blog.
- Barell, John F. *Why Are School Buses Always Yellow?: Teaching for Inquiry, K-8*. Corwin Press, 2016.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# KWL Chart
URL: https://www.groupmap.com/templates/kwl-chart/
## What is a KWL Chart?
A KWL chart is a teaching strategy that helps students organize their thoughts before, during, and after a learning exercise. First, students identify what they know about a topic. Then, they think about what they want to research or learn. After the lesson, they then reflect on what they have learned. A KWL chart is useful for both individuals and groups as formative assessment and for visible thinking strategies.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/95130501-dc2a-43e5-a5bb-58827d34e030/&cc=www-template">Create a KWL Chart in GroupMap</Button>
Teachers can use this technique to gather information for creating customized, student-specific lesson plans while still linking to a curriculum or organizational learning goals. The information is displayed visually enabling both students and teachers to keep track of progress.
The chart focuses on three areas:
- **K** – What students already *KNOW* about a topic?
- **W** – What students *WANT* to learn or find out?
- **L** – What students have *LEARNED* about the topic after taking action?
You can also extend the basic KWL chart to include additional items like asking what actions they can take with their new knowledge, what new questions have come up and what other reflections they may have. The [KWHLAQ chart](/templates/kwhlaq/) is a popular extension that does exactly this.
## Key takeaways
- **A KWL chart** is a three-column [graphic organizer](/graphic-organizers/) that tracks what students *Know*, *Want* to know, and have *Learned*.
- **Fill in K and W before the lesson**, then complete L afterwards and compare the W and L columns to see which questions still need answering.
- **It works for a whole class or team**, doubling as a diagnostic and formative assessment and a visible-thinking tool.
- **Extend it to a [KWHLAQ chart](/templates/kwhlaq/)** when you also want to capture *How* to research, how to *Apply* learning, and new *Questions*.
- **Work on paper or on screen**: download the [free printable KWL chart](#free-printable-kwl-chart-pdf) below, or run the same three columns live with your class.
## Free printable KWL chart (PDF)
If you would rather work on paper, download the blank chart and hand it out before the lesson. There are two versions, both free and with no sign-up:
- **Printable blank KWL chart.** Two pages: an open three-column chart, and the same chart with writing lines for younger students. Ready to photocopy for a class.
- **Editable KWL chart.** The same grid with form fields, so you can type into it before printing.
Both print on US Letter or A4.
<span class="page-header__actions">
<Button variant="primary" href="/documents/kwl-chart-printable.pdf" download>Download the printable (PDF)</Button>
<Button variant="secondary" href="/documents/kwl-chart-editable.pdf" download>Download the editable (PDF)</Button>
</span>
Print one per student for individual work, or put a copy on each table for small groups. Paper suits the K and W columns at the start of a lesson, though it does mean collecting the sheets back in to see what the class wrote. Running the same three columns online keeps every response in one place, and every participant contributes from their own device at once.
## 5 reasons to run the KWL chart online instead of printing it
Print the chart if paper suits the lesson. What changes when you run it online is not the chart itself but what you can do with it afterwards, and five things in particular are worth knowing before you reach for the photocopier.
1. **Save the paper and save the collating.** There is nothing to photocopy, hand out, or chase up at the end, and no pile of sheets to type up afterwards. When the lesson is done the finished chart [exports to PDF, CSV or Excel](/features/), so the class’s answers are already in a file you can mark, share, or attach to a report.
2. **See each student, not just the class.** As students type, their answers land on one board, and individual student reports show how each one took part. That is what turns the chart into a formative assessment you can act on: the reports show who is holding a misconception in the K column, whose question is worth teaching to, and who did not get anything down.
3. **The quiet students get their questions in too.** Set the brainstorm style to individual and students write into the K and W columns on their own, seeing only their own ideas first, so the loudest answer never sets the pattern for the room. When you open the results up, a student with the same question can add it too, so the W column arrives [ordered by how many students share each question](/lecture-tools/) and you can answer the most-asked one first. Choose [full, partial or no anonymity](/solutions/education-and-training/) to suit the class: on partial, students write without their classmates seeing who wrote what, while you still can.
4. **The chart is still there next term.** Every map is saved, so a KWL does not end up in the recycling on Friday afternoon. Duplicate it for your next class or your next topic, or import the earlier ideas into a new map so students read back what they wrote before the lesson and say whether they would still write it now. Paper rarely survives long enough for that, and a student’s own words are far harder to argue with than a summary.
5. **Students join in seconds, with no accounts to set up.** They open a link or code on whatever device is in the room: no download, no install, and nothing for you to set up for students who do not have accounts. It works across modern browsers and devices, so a trolley of borrowed Chromebooks and a few phones all reach the same chart, and you can sync every screen to the same step when you want the class looking at the same thing.
## Why do a KWL Chart?
The KWL Chart is a simple but effective teaching pedagogy which puts the student at the center of inquiry based learning. The chart:
- Provides teachers with valuable information as to what students already know about a given topic. (diagnostic assessment).
- Builds collective learning by helping students to learn from each other (peer to peer learning).
- Enables teachers to create more enjoyable lesson plans that address the interests, questions, and needs of the students
- Increases motivation and involvement by activating the students’ prior knowledge.
- Creates interest and curiosity and encourages students to expand their ideas beyond the lesson or training provided in the classroom environment.
- Presents an opportunity for students to consolidate their learning by reflecting on what they have learned and sharing this with others.
## KWL chart examples
Three worked examples, one each for science, history and reading. In every case the K and W columns are filled in before the lesson, and the L column afterwards.
### Science: the water cycle
| Know | Want to know | Learned |
| --- | --- | --- |
| Rain comes from clouds | Where does the water go after it rains? | Water evaporates, condenses into clouds, then falls as precipitation |
| Puddles dry up in the sun | Why does the sea not overflow? | The same water moves round a closed cycle, so the total does not change |
| Snow is frozen water | Does the water we drink get reused? | Groundwater and transpiration from plants both feed the cycle |
### History: the causes of a local strike
| Know | Want to know | Learned |
| --- | --- | --- |
| There was a strike at the mill in the 1890s | What were the workers asking for? | They wanted shorter hours, not higher pay |
| Some workers lost their jobs | Who decided how it ended? | An arbitrator appointed by the state settled it |
| The mill closed eventually | Did the strike cause the closure? | The closure came twenty years later, for unrelated reasons |
### Reading: before and after a novel
| Know | Want to know | Learned |
| --- | --- | --- |
| The story is set during a war | Who is telling the story, and why? | The narrator is unreliable, and that is the point |
| The main character is a child | Does she understand what is happening? | She reports more than she understands, which is how the reader learns |
| It is based on real events | Which parts really happened? | The setting is real, the family is invented |
In each case the Learned column answers some questions and leaves others open. Comparing the W and L columns at the end shows what still needs work, which is the most useful part of the exercise.
## KWL charts by age group
### Preschool and kindergarten
Keep it oral and pictorial. You write or draw in the columns while the class talks, and two or three entries per column is plenty. "Want to know" works better phrased as "I wonder", which is why some early-years classrooms use a Know, Wonder, Learned chart instead.
### Elementary
Learners can write their own entries by this stage, usually starting in pairs before sharing with the class. This is the age where the W column starts producing genuinely good questions, so leave time for it and resist tidying them up.
### Middle school and above
Use the chart to expose misconceptions rather than to warm up. Anything in the K column that turns out to be wrong is the most valuable thing on the page, so return to it explicitly at the end instead of quietly moving on. At this level, the KWHLAQ variation below usually earns its extra columns.
## KWL chart variations
| Variation | The columns | Best for |
| --- | --- | --- |
| **KWL** | Know, Want to know, Learned | The default. Any age, any subject. |
| **KWHL** | Know, Want to know, How I will find out, Learned | When you want learners to plan their research, not just receive it. |
| **KWHLAQ** | Know, Want to know, How, Learned, Apply, Questions I still have | Inquiry-based and flipped classrooms. See our [KWHLAQ template](/templates/kwhlaq/). |
| **KWLQ** | Know, Want to know, Learned, Questions remaining | A lighter way to keep the inquiry open at the end. |
| **KLEWS** | Know, Learning, Evidence, Wonderings, Scientific principles | Science, where a claim needs evidence behind it. |
| **TWLH** | Think, Want to know, Learned, How we know | Shifts the first column from "know" to "think", which lowers the stakes on being wrong. |
| **Know, Wonder, Learned** | Know, Wonder, Learned | Early years, where "wonder" is easier to answer than "want to know". |
If the K column keeps producing confident wrong answers, move to TWLH. If learners can never say how they know something, move to KLEWS. Print extra sheets with the additional columns, or add the columns in GroupMap.
## KWL Chart template
The KWL chart template is three columns, one for each stage of the lesson:
| Column | What goes here | When |
| --- | --- | --- |
| **K: what I Know** | Prior knowledge the student already has about the topic | Before the lesson |
| **W: what I Want to know** | Questions and things the student wants to find out | Before the lesson |
| **L: what I Learned** | New knowledge captured after the lesson, answering the W column | After the lesson |
You can take this layout two ways: the [free printable KWL chart](/documents/kwl-chart-printable.pdf) for a paper handout, or the online template below to fill in the same columns with the whole class at once.
### What I KNOW
Information about what the students already know.
Complete before planning and delivery of the lesson.
### What I WANT to know
Information about what the students want to know.
Complete before planning and delivery of the lesson.
### What I LEARNED
Information about what the students learned.
Complete after the lesson.
## Who should use a KWL chart?
This technique adds structure to the learning process. A KWL chart is useful for teachers, trainers, students, and researchers who:
- Are about to start a new topic
- Looking to implement student centered teaching strategies
- Need evidence of diagnostic and formative assessments
- Want to reduce paperwork
- Introduce ICT into their curriculum in a meaningful way
### Related templates
- [KWHLAQ Chart](/templates/kwhlaq/): the extended KWL for inquiry-based and flipped classrooms
- [Group Mind Mapping](/templates/group-mind-mapping/): brainstorm and connect ideas visually
- [SMART Goals](/templates/smart-goals-template-guide-examples/): turn learning intentions into clear goals
- [What, So What, Now What](/templates/what-so-what-what-now/): structured reflection after an activity
### References
- Ogle, Donna. 1986. “KWL: A Teaching Model that Develops Active Reading of Expository Text.” *The Reading Teacher*. 39, 6: 564- 570.
- [KWL table](https://en.wikipedia.org/wiki/KWL_table): overview of the know, want to know, learned structure and its classroom use.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Lean Canvas
URL: https://www.groupmap.com/templates/lean-canvas/
## What is a Lean Canvas?
The Lean Canvas is an entrepreneur-focused planning tool that identifies the key aspects of a business in a simple actionable 1-page business plan. The Lean Canvas was adapted from the Business Model Canvas by Ash Maurya and focuses on nine areas critical specific to the Lean Startup methodology.
The nine areas are *Problem*, *Solution*, *Key Metrics*, *Unique Value Proposition*, *Unfair Advantage*, *Customer Segments*, *Channels*, *Cost Structure*, and *Revenue Streams*.
Central to the Lean Canvas approach is the need to understand your customer’s problems as the first step before you can focus on the solutions to those problems and how to deliver them to the market.
The resulting chart represents how an organization creates and delivers value to its customers – or how it could do so in future.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/ea97201b-c91e-4f9a-9a02-3a42cbbd7371/&cc=www-template">Create a Lean Canvas template</Button>
## What is a Lean Canvas used for?
Use a Lean Canvas is to evaluate the potential of an idea before allocating time, effort, and resources into development. A one-page Lean Canvas is much faster and easier to create than a multi page business plan. It’s brevity, and simple format is readily understood by stakeholders and investors and easy to update in response to changes in business conditions. Use it to:
- Develop an overview of the critical aspects that drive a business
- Streamline planning
- Facilitate conversations about an organization’s strategy
- Create an understanding of the plan across the entire organization
- Help employees collaborate better through a shared understanding of how the business operates and it’s environment.
- Underpin strategy execution, resource prioritization, and effective action plans.
## The benefits of the Lean Canvas model
The model is equally effective for both small and large businesses and is particularly useful for startups and entrepreneurs, and new products or services within an existing business.
As the organization or product develops, the Lean Canvas can evolve into a [Business Model Canvas](/templates/business-model-canvas/).
### Tips for creating your Lean Canvas
- If your customers have multiple pain points you can list them all but then narrow these down to the top real pain points through user tests, interviews or questionnaires.
- Explore alternatives and competitors who are in your space to see how they address aspects of your Lean Model Canvas.
- Brainstorming generic value propositions or unfair advantages is dangerous. Ask yourself what makes you really stand out. A brand perceptual map can help answer this question.
- There are hundreds of metrics to choose from so start with those that are relevant to the stage of your business and can be economically measured. Churn rates might not be as valuable as acquisition rates when you first launch your start up.
- The Lean Canvas needs to change and evolve as you learn more. Adding a second stage, or duplicating a new version lets you see how things have changed over time.
- Don't get stuck - it's important to let old assumptions die and replace them with new ones.
- Ask and be prepare for feedback. Having a lean canvas model is a great tool for mentors and advisors to review and provide insight or ask questions.
## The Lean Canvas template
### Problem
It is vital to define and understand the problem you are trying to solve before applying effort and resources into the development of a product or idea.
Questions to ask:
- What are the top problems our potential customers face?
- What are the existing alternatives that solve those problems (competitors)?
### Solution
Solutions provide answers to the identified problem.
Questions to ask:
- How do we, or can we solve the problem.
- What is the Minimum Viable Product (MVP) that will address the problems?
### Key metrics
Key Metrics measure how well you are progressing towards your goals. It is crucial that you identify the right metrics.
Questions to ask:
- What is the single most important measure that drives what we do?
- How will we know we are succeeding?
### Unique value proposition
Your Unique Value Proposition (UVP) reflects how your solution solves the customer’s problems.
Questions to ask:
- What is unique about what we provide?
- Why would a customer choose our solution over other alternatives?
### Unfair advantage
An unfair advantage is your competitive advantage and barrier to entry.
Questions to ask:
- What do we do or have that deters copy cats and competitors and which can’t be bought?
### Channels
Channels are the way in which you reach your individual customer segments.
Questions to ask:
- How do/should we, sell, deliver, and maintain our products and services.
- Which channels work best for each of our customer segments?
- Which channels are the most cost effective?
### Customer segments
Customer segments are groups of people you create value for by solving their problems.
Questions to ask:
- Who are our most important current and potential customers?
- What do they need or want?
- How do they think and feel?
- What do they do?
### Cost structure
Cost structure identifies expenses which are essential for your business model to work.
Questions to ask:
- What are the primary cost drivers for our business and how do they relate to revenue and delivery of our Unique Value Proposition?
- Are costs fixed or variable?
- How will costs scale as we grow?
### Revenue streams
Revenue streams are the ways in which your business earns money.
Questions to ask:
- What products and services are customers willing to pay for?
- How do they prefer to pay?
- How much does each revenue stream contribute to the overall total?
## Lean Canvas vs Business Model Canvas
Like the Business Model Canvas, a Lean Canvas template has nine building blocks that combine to build a holistic overview of an organization’s strategy. Unique Value Proposition, Customer Channels, Customer Segments, Cost Structure, and Revenue Streams are common to both.
However, Ash Maurya made the model more entrepreneur-focused by replacing four of the nine elements
Key Partners → Problem
Key Activities → Solution
Key Resources → Key Metrics
Customer Relationships → Unfair advantage
These changes target newer business ideas, start-ups, internal company skunk work projects and spin-offs. It means that it accounts for greater uncertainty and allows the attention to be focussed on more empathetic as well as innovative solutions through identifying key problem areas for customers.
## How to create a Lean Canvas
When developing your Lean Canvas, it’s critical to define and articulate your customer segments and their problems accurately first. After that, the rest of the canvas flows – Solutions, Unique Value Proposition, Unfair Advantage, Channels, Costs, Revenue, and Key Metrics.
It’s unlikely you will create a final plan in one session. Your canvas will develop as you test your assumptions against the realities of your market.
A key step is to “test” the feasibility of the idea. You can rate each aspect of the canvas to determine which parts represent the greatest risk and need more validation. This helps to focus the conversation, energy, and effort of the team onto aspects that are most impactful. With GroupMap, you can rate ideas to allow you to discover which risk areas need to be addressed and plan action items.
### Related templates
- [Business Model Canvas](/templates/business-model-canvas/)
- [Value Proposition Canvas](/templates/value-proposition/)
- [Hackathon Canvas](/templates/hackathon-canvas/)
### References
- [Wikipedia](https://en.wikipedia.org/wiki/Lean_startup#Lean_Canvas)
- Ash Maurya
- [Example Templates](https://railsware.com/blog/5-lean-canvas-examples/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Lean Coffee
URL: https://www.groupmap.com/templates/lean-coffee/
## What is Lean Coffee?
The Lean Coffee is a meeting where the participants build the agenda in real time by proposing topics for discussion.
Each item is discussed in priority order for a fixed time before deciding if more time is needed, an action can be created or resolved.
This kanban style meeting approach allows the team to stay engaged throughout the whole meeting while keeping the conversation dynamic and flowing.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates&cc=www-template">Start a Lean Coffee in GroupMap</Button>
Lean Coffee has basic columns:
- **To Discuss**: What topics should we discuss?
- **In Progress**: The current topic being discussed.
- **Discussed**: These topics have been discussed.
## Why do a Lean Coffee?
Some of the reasons for running a lean coffee in GroupMap are:
- It offers structured discussions with flexibility for participant-driven topics.
- You can choose the level of anonymity depending on how comfortable the team feels.
- You can easily facilitate discussions one at a time with an in-built timer.
- People can comment on each idea in real time to further encourage engagement and discussion.
- It helps foster team work, collaboration and communication as well as a problem solving mindset.
Lean Coffee formats are a great way to help teams reflect, prioritize challenges, and celebrate successes. The outcomes are a shared understanding of what’s next, clear action items, and a stronger sense of ownership across the team.
### Tips for an effective Lean Coffee
- Make your Lean Coffee anonymous to encourage ideas from the quieter or introverted members.
- Avoid deep dives. Set a 3 to 5 minute limit for the first pass for each topic. Call for a hands up if more time is needed.
- Lean Coffee is agenda-less by design, so encourage both technical and interpersonal issues.
- If there are too many topics for the limited time, use dot voting to prioritize the discussion.
- If a topic can’t be resolved, or an action created, tag or color code it as a Parked item for future discussion to allow the meeting to flow.
## Who should use a Lean Coffee template?
A Lean Coffee retrospective is perfect for teams that value structured yet flexible discussions. It’s especially useful for teams looking to explore a wide range of ideas or tackle pressing challenges in an open, democratic environment.
Teams that thrive on collaboration and prefer discussions over rigid processes will benefit most from a Lean Coffee template.
For cross-functional groups, agile teams, or any setting where diverse perspectives need to be heard, the Lean Coffee lets everyone contribute to ensure their voices are heard and issues that are on their mind can be raised.
## How to run a Lean Coffee retrospective
There is very little preparation needed to run a Lean Coffee. That’s part of the charm. Simply choose the Lean Coffee template in GroupMap to get started.
### Related templates
- [Corrective Action Plan](/templates/corrective-action-plan/)
- [Icebreakers and Warm-ups](/templates/icebreakers/)
- [Meeting Agenda Template](/templates/meeting-agenda-template/)
- [What, So What, Now What?](/templates/what-so-what-what-now/)
### References
- [Agile Coffee](https://agilecoffee.com/leancoffee/)
- [The Structured, Agenda-Less Meeting Format](https://www.bobstanke.com/blog/lean-coffee-overview)
- [How to run remote Lean Coffee retrospective](https://www.flowtopic.com/guides/lean-coffee-retrospective/)
- [Lean Coffee Facilitator’s Guide](https://leanenterprise.org.uk/wp-content/uploads/2019/08/Lean-Coffee-Facilitators-Guide-190816.pdf)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Meeting Agenda Template
URL: https://www.groupmap.com/templates/meeting-agenda-template/
## What is a Meeting Agenda Template?
A meeting agenda template is a tool designed to make building an agenda easy. It does this by helping to gather all the elements needed to plan and deliver an effective meeting.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/f3a90deb-666b-4d07-baeb-a84c8b2bfa8f/&cc=www-template">Start a meeting agenda template in GroupMap</Button>
A meeting agenda template offers a customizable framework that can be shared by everyone who is involved in the meeting. This helps to set a collaborative tone even before the meeting begins.
Because everyone can see and contribute to the template, stakeholders have shared ownership of the meeting process. This increases buy-in, which contributes to meeting effectiveness.
GroupMap’s meeting agenda template includes nine elements to get you started:
| Element | What it holds | Mark it and time |
| --- | --- | --- |
| Meeting details | When and where the meeting is, and how long it runs. | Set-up (2 min) |
| Meeting materials | Equipment, anchor documents and pre-reading that has to be in the room before you start. | Set-up (before the meeting) |
| Attendance | Who is participating and the role they hold: chair or facilitator, scribe, timekeeper, members, guests and observers. | Set-up (2 min) |
| Apologies | People invited who cannot attend, recorded so the minutes are complete. | For noting (1 min) |
| Previous business | Outstanding actions, unresolved matters and talking points deferred from the last meeting. | For discussion (10 min) |
| Reports | Regularly submitted information: financials, team and project updates, committee minutes, commissioned assessments. | For noting, or for approval where a report has to be accepted (15 min) |
| New business | Matters raised for this meeting: initiatives, new projects and proposals, policy or procedure changes. | For discussion or for decision (20 min) |
| Actions | Tasks created and allocated in the meeting, the steps behind them, and the decisions to be communicated. | For noting (8 min) |
| Parked items | Low-priority points, matters contingent on something else, and items out of scope today but worth keeping. | For noting (2 min) |
The times are one worked split of a 60-minute meeting, not a rule. The three set-up rows carry no marking because the room is not being asked to do anything with them. What matters is that every other item carries a time and a marking before anyone walks in, so participants know how long they have and what is being asked of them.
## Who should use a Meeting Agenda Template?
Anyone responsible for a meeting can use a meeting agenda template. The sections stay the same whether you are running a 30-minute check-in or a 90-minute board meeting; only the items under them change, which is what makes one template worth reusing.
As such, the template could be used by:
- Meeting Facilitators
- Executive Officers
- Company Secretaries
- Team Leads and Managers
It is a great tool to reduce the time burden of meetings while improving participation rates and record-keeping accuracy.
## Tips for effective meeting agendas
- Map out and circulate a meeting timeframe that includes the preparation of the agenda and all associated deadlines
- Allocate times for each section of the agenda
- Align each section of the agenda with the action it needs. Make clear whether an item is:
- for noting
- for discussion
- for approval
- for a decision
- Regularly review and update your agenda to make sure it delivers value to your meetings.
## Why use Meeting Agenda Template?
A meeting agenda template makes organizing a meeting faster and easier, without sacrificing attention to detail.
While the importance of an agenda is well-known, it’s often given a low priority. Its preparation can be overshadowed by more urgent matters. It can be allocated to a person who has the time rather than the expertise to deliver an agenda. It can be pulled together ‘on the fly’ and so can lack clarity of process.
A meeting agenda template overcomes all of these obstacles as well as delivers other benefits by –
- Presenting an easy-to-follow structure to which everyone can contribute.
- Delivering a transparent meeting planning process.
- Sharing the agenda building process, thereby reducing the time any one person needs to allocate to its delivery.
- Leveraging the expertise of the whole group in support of the planning process.
- Including documents as attachments, so they are easy to distribute to the group and document control is effortlessly supported.
The meeting agenda template reduces the time required to document the meeting itself. This is because key information and discussion points have already been recorded.
You can also use it to:
- Set clear, organization-wide, meeting standards that deliver consistency between meetings and across teams
- Capture key documents for good governance
- Track outputs and decision points
- Make it easier to rotate the meeting facilitator role
- Provide an opportunity for all meeting participants to contribute and feel heard
- Deliver all meetings types including online, hybrid, and asynchronous
- Build a psychologically safe meeting space
## Meeting agenda examples
Here are three agendas in the shape this template produces: an item, who leads it, how long it gets, and what the room is being asked to do with it. Copy the closest one and change the items.
### Weekly team meeting agenda (30 minutes)
A standing team meeting is usually 20 minutes of reporting and 10 minutes of the thing that actually needed the meeting. Cap the reporting so the blockers get real time.
| Time | Agenda item | Led by | For |
| --- | --- | --- | --- |
| 3 min | Attendance, apologies, and any change to the agenda | Chair | Noting |
| 5 min | Actions from last week: done, not done, and why | Chair | Noting |
| 8 min | Progress against this week’s priorities, one minute each | Each workstream lead | Discussion |
| 9 min | Blockers: what is stuck, and what we change | Chair | Decision |
| 5 min | New actions, and anything parked until next week | Chair | Noting |
### Board meeting agenda (90 minutes)
A board agenda doubles as a governance record, so every item needs its marking set in advance and the minutes have to match. This is the version that stretches the elements furthest: everything except meeting details and meeting materials, which live in the header and the pre-reading pack rather than on the running order.
| Time | Agenda item | Led by | For |
| --- | --- | --- | --- |
| 5 min | Welcome, attendance and apologies | Chair | Noting |
| 5 min | Declarations of interest | Chair | Noting |
| 5 min | Minutes of the previous meeting | Chair | Approval |
| 10 min | Previous business: matters arising and outstanding actions | Chair | Discussion |
| 15 min | Finance report and year-to-date position | Treasurer | Approval |
| 15 min | Chief executive’s report | CEO | Noting |
| 20 min | New business: the one substantive item for this meeting | Item sponsor | Decision |
| 10 min | Risk register review | Company Secretary | Discussion |
| 5 min | Actions, parked items, and date of the next meeting | Company Secretary | Noting |
### Project kickoff agenda (60 minutes)
A kickoff has to produce agreements, not enthusiasm. Two of these items are working sessions rather than presentations, so give participants a way to contribute at the same time instead of going around the room.
| Time | Agenda item | Led by | For |
| --- | --- | --- | --- |
| 5 min | Why this project exists and what success looks like | Project lead | Noting |
| 10 min | Scope: what is in, and what is explicitly out | Project lead | Discussion |
| 10 min | Risks and unknowns, added independently before anyone sees the room’s ideas | Everyone | Discussion |
| 10 min | Vote on the risks that need a plan now | Facilitator | Decision |
| 10 min | Roles, decision rights, and how we will work week to week | Sponsor | Decision |
| 10 min | Milestones and the first two weeks | Sponsor | Approval |
| 5 min | Actions and parked items | Scribe | Noting |
Whichever one you start from, keep the last row. A meeting that ends without allocated actions and a parked list hands the same discussion back to the next meeting.
## How to create a meeting agenda template
When it comes to remote and distributed meeting participants, this online template is a real game-changer. It means everyone can be actively involved in the planning process and so completely up to speed when the meeting itself starts.
Of course, with the template populated, moving to the next step of delivering the meeting online can be done seamlessly.
Screen sharing software, video conferencing, and online collaboration tools allow facilitators to deliver inclusive meetings. GroupMap’s meeting agenda template has been designed with this in mind. It can be used with any group type (co-located, hybrid or remote). So it’s a cost-effective way of removing geographical barriers to participation.
The time it takes to complete a meeting agenda template depends on the nature of the meeting and the detail required. Sharing the template with plenty of lead time will allow contributors to work it in with their own schedules. This will help deliver a better quality outcome.
## How to use a meeting agenda template
Using the template is a loop rather than a document: build the agenda before the meeting, run the meeting from it, capture what was decided in the same place, and roll what is unfinished into the next agenda.
1. Set the sections and the times. Open the template, keep the elements this meeting needs, and delete the ones it does not. Put a time and a marking against every item. That marking is the single biggest change you can make to how a meeting runs, because it tells participants what is expected of them before they arrive.
2. Invite participants to fill it in. Share the link, code, or QR code and participants join with no account. Anyone can add items to the right section, and pre-reading goes on the item it belongs to as a file, image or link, so nobody is searching an email thread mid-meeting.
3. Run the meeting from the board. Work down the agenda in order and use the step instructions and timers to hold each item to its allocation. For items where you want everyone’s view rather than the first view, have participants add their thoughts independently before the discussion opens, then vote or rank to find where the room actually stands.
4. Close every item with an action or a park. Add action items directly to the point they came from, so the decision and the follow-up stay attached. Anything you cannot finish goes to parked items rather than into the overrun.
5. Export the record and reuse the agenda. Export the completed board to PDF, CSV or Excel and it doubles as the minutes: the discussion, the decisions and the actions are already written down. Next meeting opens with previous business populated instead of blank.
Done this way, the agenda stops being a document one person writes the night before and becomes the record of the meeting itself. If you need the case for spending this effort at all, the argument is set out in [why meeting agendas are important](/blog/why-meeting-agendas-are-important/).
### Related templates
- [Icebreakers](/templates/icebreakers/)
- [The ESVP](/templates/the-esvp-agile-retrospective-check-in/)
- [Lean Coffee](/templates/lean-coffee/)
- [Mood Wall ice breaker](/templates/mood-wall-ice-breaker/)
### References
- [How to Design an Agenda for an Effective Meeting](https://hbr.org/2015/03/how-to-design-an-agenda-for-an-effective-meeting)
- [How to conduct successful meetings](https://sixth.ucsd.edu/_files/_home/student-life/conducting-successful-meetings.pdf)
- [Meeting procedures](https://www.commerce.wa.gov.au/books/inc-guide-incorporated-associations-western-australia/meeting-procedures)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Mood Wall Ice Breaker
URL: https://www.groupmap.com/templates/mood-wall-ice-breaker/
## What is a Mood Wall?
A Mood Wall is a simple tool that allows people to share their current emotional state or mood by placing their name on a board that displays a range of emoticons.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/f7a19051-0114-4d12-a1aa-3736a223d61d/&cc=www-template">Start a Mood Wall in GroupMap</Button>
This is a powerful way to build empathy and get a sense of the energy and mindset of the people in the room.
Using a Mood Wall requires minimal setup. You can choose a range of emotions and simply have people add their names on the Wall. You can go the extra step by having them comment on why they feel that way.
A Mood Wall can be a fun icebreaker that sets the tone for a collaborative and empathy-focused meeting.
## Why use a Mood Wall?
Besides being a really simple way of getting everyone to check in and be present for the meeting, a Mood Wall can:
- Encourage self reflection. Having people check in on their own feelings helps them become aware of their own emotional state as they start the meeting.
- Encourages communication. People can share a single feeling and reason for their choice; this helps to break down barriers.
- Builds empathy and understanding. By being aware of how the team is feeling, this can help people work better together.
## When should I use a Mood Wall?
A Mood Wall can be used by meeting or workshop facilitators. It can also be used by teachers and lecturers. They are useful for:
- Company meetings to encourage openness and collaboration.
- Market research sessions for people to add their reactions.
- Counseling or design thinking sessions to practice empathy.
- Team building events to kick off a big workshop.
### Tips for your Mood Wall Ice Breaker
- Set expectations and boundaries. Explain the Mood Wall and ask for people to be genuine.
- Create a safe and supportive environment. Be explicit that all feelings are valid and that it is important to honor all of them.
- Give people time to think and consider. You might even want to try a short guided meditation.
- Encourage active listening. Have people demonstrate empathy and reflect on what is being said.
- Reflect on the activity. After the discussion, ask people to share their thoughts about how they might impact your meeting or workshop.
## How to run a Mood Wall
Draw, print or write different emoticons on a large whiteboard or wall and hand out sticky notes to each person who can then add their names to the wall. Then invite each person to add their name to the emoticon that best reflects how they feel.
Alternatively, you can use an online brainstorming tool like GroupMap for both real-time and remote sessions. It can also be set up so that people add their names independently and are therefore not influenced by other people’s responses. You can then reveal the results in total to the whole group. This will reduce bias and anchoring.
### Related templates
- [ESVP](/templates/the-esvp-agile-retrospective-check-in/)
- [Team Canvas](/templates/team-canvas/)
- [Icebreakers and Warm-ups](/templates/icebreakers/)
### References
- [Emotional Dynamics and Strategizing Processes: A Study of Strategic Conversations in Top Team Meetings.](https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-6486.2012.01087.x)
- [Media, Mood, and Meetings: Related to Project Success?](https://dl.acm.org/doi/abs/10.1145/2771440)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Perceptual Map
URL: https://www.groupmap.com/templates/perceptual-map/
## What is a Perceptual Map?
A perceptual map is a visual representation of the perceptions of customers or potential customers about specific attributes of an organization, brand, product, service, or idea.
This diagrammatic technique (perceptual mapping) asks participants to place products relative to one another along 2 or more axis.
The resulting map shows how consumers see the strengths of competing products in a particular market.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/d481a9ad-5ea7-4b76-bd26-275ee3afab4b/&cc=www-template">Create a Perceptual Map in GroupMap</Button>
Perceptual maps are also referred to as *position maps* and *market maps*. Examples include:
- Quality *vs* Price
- Functionality *vs* Price
- Healthiness *vs* Tastiness
- Price *vs* Performance
- Price *vs* Safety & Reliability
### Tips to facilitate Perceptual Map
- A good way to help show the relative positions is to use a central brand as the mid point of the axis.
- Individual positioning of each idea allows you to see where there might be differences in perceived opinions.
- This is a great activity to be used by both potential or current customers so that you are capturing their perspectives of your brand.
- You can add additional action items if you want to "find your place" in the market and to talk about strategies that might be used to help change the shifts in perception.
## Why create a Perceptual Map?
Understanding what your customers think about you and your competitors is crucial to your success. A perceptual map helps organizations to:
- Understand the thoughts and behaviors of consumers.
- Gain insight into their competition.
- Track market trends.
- Identify gaps in the market.
Use it for:
- Environmental scanning prior to planning.
- Developing marketing, branding, and positioning strategies.
- Informing product and service development initiatives.
- Tracking the performance of new products.
- Identifying the extent of damage to products on the decline.
- Regular reviews to determine market changes and new trends.
## Who should you use Perceptual Maps?
Perceptual maps are useful for any organization that wants to identify gaps in the market, monitor their own products, or look for potential partners or takeover/merger targets.
## Perceptual Map template
The most common format for a perceptual map template is a two-dimensional chart where the horizontal and vertical axes represent different attributes that you rate on a scale e.g., *Low* to *High*. The map is straightforward and simple to construct and interpret.
Examples of attributes used on a perceptual map template include: price, quality, performance, packaging, size, features, safety and reliability.
## How to create a Perceptual Map
Assemble a group of consumers or across a range of relevant demographics. The quality of the outcomes is dependent on the insight of the participants, and a diverse group helps to gain a better insight into the market.
Gathering a large group in one location can be expensive and difficult to coordinate. Using an online collaborative tool such as Groupmap enables facilitators to engage consumers in different places at different times and effortlessly combine the results to get an overview.
The time required to complete the map will vary on the size of the group, and the focus of the session. However, there is no reason why the map can’t be completed in less than 20 minutes. Development of a comprehensive plan in response to the map will require further effort.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# PEST Analysis
URL: https://www.groupmap.com/templates/pest-analysis/
## What is PEST Analysis?
A PEST analysis is a strategic business tool used by organizations to discover, evaluate, organize, and track macro-economic factors which can impact on their business now and in the future.
The framework examines opportunities and threats due to Political, Economic, Social, and Technological forces. Outputs from the analysis inform strategic planning processes and contribute to market research.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/30b327bd-aef3-4e5b-b251-44b2888c5926/&cc=www-template">Start a PEST analysis in GroupMap</Button>
The output from a PEST analysis is useful for informing other business management processes such as [SWOT analysis](/templates/swot-analysis/), [SOAR analysis](/templates/soar-analysis/), [risk analysis](/templates/risk-assessment/), or a [Business Model Canvas](/templates/business-model-canvas/).
There are many variations of this framework, which look at different external factors, depending on which industry or market the organization operates in. Examples include [PESTLE](/templates/pestle-analysis/), STEEPLE, STEER, and STEEP.
## Why do a PEST Analysis?
- Helps to evaluate how your strategy fits into the broader environment and encourages strategic thinking
- Provides an overview of all the crucial external influences on the organization
- Supports more decisive and knowledgeable decision making
- Assists planning, marketing, organizational change initiatives, business and product development, project management, and research papers
## Who should use a PEST Analysis?
A PEST analysis is useful for any organization that needs to gauge current and future markets. Predominantly, this is conducted by senior management, C-levels for strategic planning purposes. External agencies, bodies, stakeholders and decision makers who may have perspectives as well as consultants and partners can also offer valuable insights into the PEST analysis.
The significance of each area in PEST Analysis will vary for different industry sectors. For example, there is likely to be a different emphasis on the technology element for IT organizations compared with those involved in health, tourism, mining, defense, and banking.
### Facilitation tips in conducting a PEST Analysis
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Do not just list the factors you already know or have heard of. Check each one against reliable information, then rate its impact on your organization.
- Rating the impact of each factor lets you identify the most important issues.
- For complex organizations and where they are servicing multiple locations, there may need to be a PEST analysis for each environment.
- Use quantitative data where possible to focus on the crux of the issue.
- Provide adequate time in the session to rank and prioritize ideas.
- You can also have people vote or color code factors that are temporary, long term or should be monitored over time.
- Try to keep factors relatively high level and avoid getting bogged down in analysis paralysis.
## PEST Analysis template
### Political
Political or politically motivated factors that could impact the organization.
Examples include:
- Government policy and political stability or instability
- Tax policy, foreign trade policy and trade restrictions
- Labor, environmental, copyright and consumer protection laws, and competition regulation
- Bureaucracy and corruption
- Funding grants and initiatives
Questions to ask:
- What government policies or political groups could be beneficial or detrimental to our success?
- Is the political environment stable or likely to change?
### Social
Social attitudes, behaviors, and trends that impact on your organization and target market.
Examples include:
- Attitudes and shared beliefs about health, work, leisure, money and customer service
- Views on imports, religion, cultural taboos and the environment
- Population growth and demographics
- Family size and structure, immigration and emigration
- Lifestyle trends
Questions to ask:
- How do our customers’ beliefs and values influence their buying habits?
- How do cultural trends and human behavior play a role in our business?
### Economic
Overall economic forces that could impact on your success.
Examples include:
- Economic trends, growth rates and industry growth
- Inflation, interest rates and international exchange rates
- Taxation and monetary policy
- Labor costs and raw material costs
- Consumer disposable income and unemployment rates
- Availability of credit, international trade and seasonal factors
Questions to ask:
- What economic factors will affect us moving forward?
- How does the performance of the economy affect us at the moment?
- How are our pricing, revenues, and costs impacted by each economic factor?
### Technological
Technology that can affect the way you make, distribute, and market your products and services.
Examples include:
- Technology and communications infrastructure
- Consumer access to technology
- Emerging technologies and automation
- Research, innovation and technology incentives
- Legislation on technology and intellectual property
- Competitors’ technology and development
Questions to ask:
- What technological advancements and innovations are available on the horizon?
- How will this technology impact on our operations?
## How to do a PEST Analysis
Analyze and consider both the current status of factors in the PEST template and how potential changes might affect the organization in the future.
**Tip** To get the most from the PEST technique, gather input from the participants with different perspectives. When you’re working with a large or distributed team, getting everyone together at the same time can be difficult, inconvenient, and costly. Using different technologies like video conferencing, online forms, and collaborative brainstorming software such as GroupMap can help overcome these challenges.
### Related templates
- [PESTLE analysis](/templates/pestle-analysis/)
- [SWOT analysis](/templates/swot-analysis/)
- [SOAR analysis](/templates/soar-analysis/)
- [Risk assessment](/templates/risk-assessment/)
- [Business Model Canvas](/templates/business-model-canvas/)
### References
- Aguilar, Francis. 1967. “Scanning the Business Environment.” *New York: The Macmillan Company*, p239.
- [*Chartered Management Institute – Carrying out a PEST Analysis Checklist*](https://www.managers.org.uk/wp-content/uploads/2020/03/Carrying-out-a-PEST-analysis.pdf)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# PESTLE Analysis
URL: https://www.groupmap.com/templates/pestle-analysis/
## What is PESTLE Analysis?
A PESTLE analysis extends the PEST model used for environmental scanning. It covers Political, Economic, Social, Technological, Legal and Environmental factors that could have a direct or long-lasting impact on the organization.
It is used as part of strategic planning or risk management. It gives the group a shared picture of what is happening around the organization and what the plan needs to allow for.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/6982990b-2dd7-419e-8106-d73791d9f9aa/&cc=www-template">Start a PESTLE analysis in GroupMap</Button>
The output from a PESTLE analysis is often used as an input for other business management tools such as [SWOT analysis](/templates/swot-analysis/), [SOAR analysis](/templates/soar-analysis/), [risk assessment](/templates/risk-assessment/), or a [Business Model Canvas](/templates/business-model-canvas/).
There are many variations of this framework, which examine different combinations of external factors, specific to particular industries. Examples include: PEST, STEEPLE, STEER and STEEP.
## Key takeaways
- **A PESTLE analysis** scans six external factors (Political, Economic, Social, Technological, Legal, and Environmental) that could affect an organization.
- **It extends the older [PEST analysis](/templates/pest-analysis/)** by adding Legal and Environmental factors.
- **Rate each factor for impact** to see which forces to plan around first.
- **Its output feeds** a [SWOT analysis](/templates/swot-analysis/), [risk assessment](/templates/risk-assessment/), or [Business Model Canvas](/templates/business-model-canvas/). See the sample PESTLE analysis below.
## Why do a PESTLE Analysis?
A PESTLE analysis helps a team to understand the organization’s market and business position better, plan strategically, and conduct market research in new and existing markets. The framework:
- Encourages strategic thinking and helps you evaluate how your strategy fits into the broader environment
- Provides an overview of the crucial external influences on the organization
- Allows leaders to make more decisive and knowledgeable decisions
## PESTLE template
The PESTLE template has one area for each of the six external factors:
| Factor | What it covers | Example |
| --- | --- | --- |
| **Political** | Government policy, stability, trade, and tax rules | Import tariffs, employment regulation |
| **Economic** | Growth, inflation, interest, and exchange rates | Rising interest rates squeeze spending |
| **Social** | Attitudes, demographics, and lifestyle trends | Demand for ethical, sustainable products |
| **Technological** | Innovation, automation, and emerging tech | Mobile ordering and loyalty apps |
| **Legal** | Laws and regulatory requirements | Data-protection and labeling rules |
| **Environmental** | Climate, sustainability, and natural resources | Packaging-waste and emissions targets |
### Political
Political or politically motivated factors that could affect the business.
Examples include:
- Government policy and political stability or instability
- Tax policy, foreign trade policy and trade restrictions
- Labor, environmental, copyright and consumer protection laws, and competition regulation
- Bureaucracy and corruption
- Funding grants and initiatives
Questions to ask:
- What government policies or political groups could be beneficial or detrimental to our success?
- Is the political environment stable or likely to change?
### Economic
Overall economic forces that could affect what you’re trying to do.
Examples include:
- Economic trends, growth rates and industry growth
- Inflation, interest rates and international exchange rates
- Taxation and monetary policy
- Labor costs and raw material costs
- Consumer disposable income and unemployment rates
- Availability of credit, international trade and seasonal factors
Questions to ask:
- What economic factors will impact on us moving forward?
- Does the current economic performance affect us?
- How does each economic factor impact our pricing, revenues, and costs?
### Social
Social aspects, attitudes, and trends that influence your business and target market.
Examples include:
- Attitudes and shared beliefs about health, work, leisure, money and customer service
- Views on imports, religion, cultural taboos and the environment
- Population growth and demographics
- Family size and structure, immigration and emigration
- Lifestyle trends
Questions to ask:
- How do our consumers’ values and beliefs affect their buying habits?
- How does human behavior or cultural trends play a role in our business?
### Technological
Technology that can affect the way you make, distribute, and communicate your products and services.
Examples include:
- Technology and communications infrastructure
- Consumer access to technology
- Emerging technologies and automation
- Research, innovation and technology incentives
- Legislation on technology and intellectual property
- Competitors’ technology and development
Questions to ask:
- What innovations and technological advancements are available or on the horizon?
- How might they affect our operations?
### Legal
Current and future legal and regulatory requirements impacting on the business.
Examples include:
- Laws on consumer protection, labor, and health and safety
- Antitrust, intellectual property and data protection law
- Tax and anti-discrimination law
- International and domestic trade regulations and restrictions
- Advertising standards, product labeling and safety standards
Questions to ask:
- What regulations and laws apply to our business?
- Do they help or hinder our business?
- Do we understand the laws across all our markets?
### Environmental
Environmental forces affecting the geographical location of your business and your customers, the surrounding environment, and the natural resources your organization uses.
Examples include:
- Weather and climate change
- Your carbon footprint
- Environmental regulations, pollution laws and targets
- Recycling and waste management policies
- Endangered species and support for renewable energy
Questions to ask:
- How does our physical environment affect us and vice versa?
- What are the effects of climate, weather or geographical location?
- Are we prepared for future environmental targets?
## PESTLE analysis example
Here is a short sample PESTLE analysis for a coffee-shop chain planning to expand into a new country:
- **Political** – Import tariffs on coffee beans and local employment regulations affect cost and hiring.
- **Economic** – A weaker local currency and rising interest rates squeeze consumer spending on discretionary treats.
- **Social** – Growing demand for ethically sourced coffee and plant-based milk options.
- **Technological** – Mobile ordering and loyalty apps are now expected by customers.
- **Legal** – Food-safety standards, labeling laws, and data-protection rules for the loyalty app.
- **Environmental** – Pressure to cut single-use cups and meet packaging-waste targets.
Rating each factor for impact shows where to focus. Here, the social shift to sustainability and the technological expectation of mobile ordering stand out as the biggest factors to act on first.
## How to do a PESTLE Analysis
While you can analyze the factors in the PESTLE template against the current status, you should also consider how potential changes might impact on your future.
Different industries may place more significance on one or more of the areas. For example, there is likely to be a very different emphasis for businesses involved in tourism, compared with those in the health, information technology, mining, banking, and defense industries.
The framework is most useful when you get input from participants with a range of different perspectives. Getting everyone together at the same time may be difficult in large or geographically dispersed teams. Video conferencing, online documents, and collaborative brainstorming tools such as GroupMap can solve many of these difficulties.
## Who is involved in a PESTLE Analysis?
A PESTLE analysis is useful in all industries at the strategic, departmental, and project level to assess current and future markets. Use it as a key input for planning, marketing, organizational change, business and product development, project management, and research reports.
PESTLE analyses are usually part of the organization’s strategic planning process and help set its future direction. The invite list often includes senior managers, C-level executives, other leaders, major stakeholders, partners and consultants, and sometimes major clients.
### Tips for facilitating an effective PESTLE Analysis
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Do not just list the factors you already know or have heard of. Check each one against reliable information, then rate its impact on your organization.
- Rating the impact of each factor lets you identify the most important issues.
- For complex organizations and where they are servicing multiple locations, there may need to be a PESTLE analysis for each environment.
- Use quantitative data where possible to focus on the crux of the issue.
- Provide adequate time in the session to rank and prioritize ideas.
- You can also have people vote or color code factors that are temporary, long term or should be monitored over time.
- Try to keep factors relatively high level and avoid getting bogged down in analysis paralysis.
### Related templates
- [PEST analysis](/templates/pest-analysis/)
- [SWOT analysis](/templates/swot-analysis/)
- [SOAR analysis](/templates/soar-analysis/)
- [Risk assessment](/templates/risk-assessment/)
- [Business Model Canvas](/templates/business-model-canvas/)
### References
- Aguilar, Francis. 1967. “Scanning the Business Environment.” *New York: The Macmillan Company. p239.
*
- [*Chartered Management Institute – Carrying out a PEST Analysis Checklist*](https://www.managers.org.uk/wp-content/uploads/2020/03/Carrying-out-a-PEST-analysis.pdf)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Plus Delta Retrospective
URL: https://www.groupmap.com/templates/plus-delta-retrospective/
## What is a Plus Delta Retrospective?
The Plus Delta retrospective is a simple way to collect feedback from team members to support the continuous improvement of a certain process, activity, project, or event.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/061aded1-9c7a-484d-9433-ba3aafe4193e/&cc=www-template">Start a Plus Delta retrospective in GroupMap</Button>
It gives team members a chance to express what they thought of the last sprint in very simple terms. This easy retrospective helps them focus on the positives, so the team can gain a sense of accomplishment, build confidence, learn from the things that went well, and change what didn’t.
## Why run one?
The Plus Delta template helps to:
- Assess the effectiveness of a new process or system
- Evaluate the results of a project
- Review the performance of a team
- Highlight areas of success
- Increase self-awareness
- Encourage feedback
- Foster teamwork
- Build trust
- Identify and prioritize action items
## Who should use the Plus Delta Retrospective?
The Plus Delta retrospective is a great tool to use with a newly formed agile team. It is a template that could be used by Scrum Masters and their agile software development teams.
It could also be used by any group looking to reflect on a process or project and improve.
### Tips for an effective Plus Delta Retrospective
- Create a safe and respectful environment where team members feel comfortable sharing their thoughts and ideas.
- Stick to the Plus Delta template and keep the conversation focused on the specific project, event, or team performance that you are reviewing.
- Encourage quiet team members to speak up, and avoid letting any one person dominate the conversation.
- Set specific goals and objectives for the session and communicate them clearly to the team.
- Once the retrospective is over, make sure to follow up on the action items that were identified.
## How to run a Plus Delta Retrospective
The Plus Delta retrospective can help create a culture of continuous improvement within a team.
For teams that are working remotely or are located in different geographical locations, using an online collaborative tool like GroupMap can be an effective way to facilitate the process. It can create a shared space where team members can collaborate and contribute their ideas.
Start by sharing the Plus Delta template with the team members. Allow all team members to brainstorm ideas. They can contribute in real time or synchronously.
Once all team members have added their ideas to the Plus and Delta board, facilitate a discussion where the team can group the topics, discuss the items that have been added and identify areas for improvement. Prioritize the items in the delta column, and assign actions to team members to address them.
Use GroupMap to track progress, assign responsibilities, and set deadlines. Follow-up with team members to ensure that actions are being completed, and review progress in future meetings to assess the effectiveness of the changes made.
### Related templates
- [The ESVP Agile Retrospective Check In](/templates/the-esvp-agile-retrospective-check-in/)
- [Fun Agile Retrospectives](/templates/fun-and-easy-retrospective-alternatives/)
- [DAKI Retrospective](/templates/daki-retrospective/)
- [Lean Coffee](/templates/lean-coffee/)
### References
- [Agile Retrospectives: Making Good Teams Great](https://books.google.com.ph/books?hl=en&lr=&id=zA5QDwAAQBAJ&oi=fnd&pg=PT8&dq=what+is+a+plus+delta+retrospective&ots=wvT4Z-upq-&sig=vWkZ3nqJ82SuiXy_D-mbWvLrp9M&redir_esc=y#v=onepage&q&f=false)
- [Preparation and Facilitation of Retrospective Meeting in Scrum process](https://pdfs.semanticscholar.org/b8b3/ba84971a09537500535f5aa7146874881ba9.pdf)
- [Are Your Online Agile Retrospectives Psychologically Safe? the Usage of Online Tools](https://link.springer.com/chapter/10.1007/978-3-031-08169-9_3)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# PMI (Plus, Minus, Interesting)
URL: https://www.groupmap.com/templates/pmi-plus-minus-interesting/
## What is Plus, Minus, Interesting (PMI)?
A critical thinking and brainstorming tool, PMI was developed by Dr. Edward de Bono. It fosters discussion of an idea from multiple points of view, specifying what is positive (plus), negative (minus) and what might be neither but is worth considering (interesting). It can be used for a retrospective exercise or a futurespective one depending on the context of the topic.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/504804e3-1e32-4791-95ca-48a629f8cfc1/&cc=www-template">Start a PMI Map in GroupMap</Button>
As one of the simplest templates to use, the goal is simply to provide everyone the opportunity to express their views from different perspectives. The PMI Template essentially lists headers of Plus, Minus and Interesting and allows participants to add ideas in, either one column at a time, or across the whole template depending on the style of your conversations. By using the template and having people brainstorm individually, there is less groupthink and bias and anchoring of ideas or opinions.
## Who should use the PMI framework?
- Agile or scrum teams
- Change managers
- Workshop facilitators
- Policy and change makers
- Teams having to evaluate a decision or outcome
- Project teams, including remote teams
- Education settings and lesson plans
### Related templates
- [Six Thinking Styles](/templates/six-thinking-styles/)
- [Plus Delta retrospective](/templates/plus-delta-retrospective/)
- [Start Stop Continue](/templates/start-stop-continue-retrospective/)
- [Agile retrospective](/templates/agile-retrospective/)
- [4L’s retrospective](/templates/4ls-retrospective/)
### Examples of PMI statements
- What are the positive things about this sprint/policy/feature/issue?
- What are the negative (minus) things about this sprint/policy/feature/issue?
- What is interesting about this sprint/policy/feature/issue?
**References**
- [PMI-plus-minus-interesting-retrospective](https://www.lucidmeetings.com/glossary/plus-minus-interesting-pmi)
- [De Bono’s Thinking Lessons](https://www.debono.com/de-bono-thinking-lessons-1/1.-PMI-lesson-plan)
- [Plus-Minus-Interesting strategy](https://www.wettropics.gov.au/rainforest_explorer/Resources/Documents/4to7/TeachingStrategies/PMIStrategy.pdf)
## Why should I run a PMI retrospective?
The simple goal of Dr De Bono was to overcome some of the narrow views that can be shared when a person expresses their opinion. By considering the plus, minus and interesting aspects of the same decision, it opens up each person’s thinking and encourages creativity. In scrum or agile retrospectives, the PMI is a very useful tool for getting groups who are stuck to list down different perspectives and to then consider the whole picture.
## How to use the PMI template to run better meetings
GroupMap runs PMI as a group exercise rather than a free-for-all on a whiteboard. Everyone fills in the plus, minus and interesting columns independently first, so the cautious view and the enthusiastic one both reach the map before anyone reacts to either. The room then rates the points worth discussing, and the conversation starts from the whole picture instead of from whoever spoke first. It is worth watching what the minus column does to an idea that looked obvious going in, because that is usually where the session earns its time.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Pros and Cons List
URL: https://www.groupmap.com/templates/pros-and-cons-list/
## What is a Pros and Cons List?
A pros and cons list is a quick and easy decision-making tool. Pros are arguments FOR taking a particular path. Cons are arguments AGAINST. Once you develop a list detailing both sides of the argument you can make more sensible, informed decisions. To make the technique more objective, especially for complex decisions, you can rate each argument against one or more factors to create a weighted list.
It is the lightest of the common [decision-making frameworks](/decision-making-frameworks/). Step up to a decision matrix when the choice involves several options and competing criteria.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/685892ae-0b6f-4ec5-94e1-5f0dd3034cd2/&cc=www-template">Create a Pros and Cons List in GroupMap</Button>
## Why use a Pros and Cons List?
Creating a pros and cons list is a simple and effective way to reduce uncertainty when there is more than one viable way to proceed. By listing the advantages (benefits) and disadvantages of each choice, the decision-making process becomes less subjective or influenced by emotions and personal biases. Weighting each argument against relevant criteria provides further evidence to support a particular choice.
In a group scenario, the process makes everyone aware of the potential consequences of a course of action, helps opposing sides recognize and consider the opinions of others, and can provide a new perspective. The process can also highlight knowledge gaps where further research is required. When all the facts are laid out, the group can move forward more confidently.
### Related templates
- [Impact Effort matrix](/templates/impact-effort-matrix/)
- [Urgent Important matrix](/templates/urgent-important-matrix/)
- [Plus, Minus, Interesting](/templates/pmi-plus-minus-interesting/)
### Tips for facilitating an effective Pros and Cons List
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize Groupthink by brainstorming ideas individually then combining issues to get the overall picture.
## Who should use a Pros and Cons List?
Because of its simplicity, a pros and cons list is suitable for any situation where there are two or more options available, and there is a need to understand the implications of each. The decision might be as simple as whether to do something or not, or it might be a choice between different pathways. The technique is every bit as applicable at the strategic level as it is at the personal level.
## Pros and Cons List template
### Pros
Positive aspects and outcomes of a decision or course of action.
Questions to ask:
- What are the benefits, reasons, and wins for taking the action?
- What positive outcomes do we expect?
- How will this contribute to our success?
### Cons
Negative aspects and outcomes of a decision or course of action.
Questions to ask:
- What are the costs, reasons, and risks associated with this action?
- What negative outcomes and challenges do we expect?
- How would this impede or impact on our success?
## How to create a Pros and Cons List
A pros and cons list is one of the simplest decision-making tools. As such, it requires no specialized equipment or skills to create. For more strategic and complex decision-making it is useful to gather ideas from a representative group of stakeholders with a range of perspectives on the subject. Populating a pros and cons list template offers a way to structure people’s contributions.
When comparing two or more decisions, complete a pros and cons template for each option and compare the outcomes. Most pros and cons list meetings will take less than 30 minutes.
**Tip** If team members are distributed across different locations, it may be challenging and inconvenient to get everyone involved at the same time. To meet this challenge use video conferencing, web-based applications such as Google Docs, and specialized online collaboration tools such as GroupMap rather than traditional brainstorming tools such as whiteboards, post it notes, and poster paper.
Explain the decision under consideration to the group and clarify any instructions for the session.
Brainstorm pros (for) and cons (against). You can brainstorm as one large group or break out into smaller groups (or individuals) and then combine the ideas to reflect the whole team’s opinions. Order the list to show which idea in each column the participants think is the most important.
Tip
If you use a collaborative brainstorming tool like [GroupMap](/), it will automatically combine the input from smaller groups or individuals. You can also choose the level of anonymity of the ideas which helps participants to speak freely
Combine all of the pros and cons into the template, then combine similar items and remove any duplicates. Discuss each pro and con as a group and capture questions and comments from participants.
Agree a weighting criteria for rating each pro and con. You might even want to use more than one criteria if the decision is complex. For example, you could use the of impact each has on the decision on a simple low to high or get further granularity by using a numeric scale. Alternatively, you could have a financial, HR, and Customer satisfaction measure for each.
The result is a weighted list of pros and cons that you can compare. Discuss the outcome and make the decision. If the pros outweigh the cons, then you should take that option. If the cons outweigh the pros, then you should reconsider. When comparing two pathways, choose the one with the most advantages and least disadvantages.
If you have a number of options, compare the completed pros and cons lists for each.
If the logical decision, based on the pros and cons list, makes the group uncomfortable or there is a lot of disagreement, go back and check your weightings and check if there are factors that have been missed.
Tip
[GroupMap](/) automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# RAID Analysis
URL: https://www.groupmap.com/templates/raid-analysis/
## What is a RAID Analysis?
RAID analysis is a project planning technique for identifying key project Risks (R), Assumptions (A), Issues (I), and Dependencies (D). Project teams should complete an initial analysis at the beginning of the project and then monitor the issues via a [RAID Log](/templates/raid-log/).
Each item can be rated based on its impact on the speed, profitability or outcomes of the project, allowing you to focus on what is most important.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/7a894146-cf36-4213-a426-c003a331f2ce/&cc=www-template">Start a RAID Analysis in GroupMap</Button>
RAID analysis focuses on four key areas:
- **Risks** – events that can have an adverse impact if they occur.
- **Assumptions** – things you assume are in place which contribute to the success of the project.
- **Issues** – current matters that need to be considered and addressed by the group.
- **Dependencies** – other projects or triggers that your project depends on, or are a beneficiary of your project outcomes.
## Why do a RAID Analysis?
A RAID analysis is a best practice for effective project management and is one of the easiest and most practical tools you can apply. Use it to:
- Perform a broad environmental scan during the initial planning phase
- Inform regular reviews and keep the project organized and on track
- Involve the whole team in identifying critical issues that may affect the project
- Collate all the relevant matters affecting the project in one place
- Proactively assess changing project conditions
- Focus project efforts and resources
- Assure stakeholders that the project is under control
- Engage with management when you need their input or support
## Who can use RAID Analysis?
RAID analysis is usually associated with project teams, especially in the IT industry. However, the technique is quite simple and versatile, and therefore useful for:
- Core teams or large project teams that are complex and involve multiple stakeholders
- Managers exploring current project **portfolios** to identify common RAID areas that can be addressed at a holistic level
- Business process specialists who are looking to manage risk and improve sustainability
- Consultant and facilitators looking to provide deep dives into projects or for strategic planning
### Related templates
- [SWOT analysis](/templates/swot-analysis/)
- [SOAR analysis](/templates/soar-analysis/)
- [Business Model Canvas](/templates/business-model-canvas/)
- [Risk assessment](/templates/risk-assessment/)
### Tips for facilitating an effective RAID Analysis
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize Groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Ensure that people understand the difference between what is a risk, assumption, issue and dependency.
- Where relevant, you can substitute Action for Assumptions and Decisions for dependency to fit the nature of your project.
- Use the Ratings feature to assess the level of impact each item can have on your project. This will focus the teams energy and attention.
- Communicate outcomes to stakeholders and regularly update progress on actions.
## RAID Analysis template
A RAID analysis template lets you continuously record project risks, assumptions, issues and dependencies over a period of time in an organized way. The team can easily refer to it in project audits and update meetings. This helps keep the conversations flowing.
A RAID analysis template is structured as a 2 x 2 matrix, resulting in four quadrants highlighting Risks, Assumptions, Issues, and Dependencies.
### Risks
Risks are events that will adversely affect the project if they eventuate. Evaluate their importance based on the likelihood they’ll occur, along with the impact on the project if they do.
**Ask**: What events might occur that will have a negative impact?
**Actions**: Implement risk mitigation strategies based on the criticality of each risk.
See also: [Risk Assessment](/templates/risk-assessment/)
### Issues
Issues are events that have an adverse impact on the project. They are risks that have eventuated, and you must manage ASAP to keep the project on track.
**Ask**: What must we deal with to make the project run to plan?
**Actions**: Contain or remove the issue.
### Assumptions
Assumptions are aspects of the project that you assume will be in place to help the project run but can’t be guaranteed. If they are proved wrong, there will be an impact on the project.
**Ask**: What exists, or do we presume to be true, that will help our project to succeed?
**Actions**: Reassess assumptions at regular intervals to ensure they are still valid.
### Dependencies
Dependencies are activities which need to start or be completed so the project can progress and succeed. Dependencies may rely on internal or external events, suppliers, or partners.
**Ask**: Who or what are we dependent on and who depends on us?
**Actions**: Monitor and manage dependencies.
## How to run a RAID Analysis session
Ensure the group participating in the RAID analysis represents all aspects of the project. Take advantage of new tools and technology to include critical members located off site. Online brainstorming and collaboration tools like GroupMap are perfect for bringing together dispersed teams and ensuring you capture everyone’s ideas.
The time to run a RAID analysis will vary depending on each project. However, there’s no reason why you can’t identify and prioritize issues and develop an initial action plan in 45 minutes.
Define the scope of the RAID Analysis and clarify the objectives of the session. Present any data and information that will help give context. Examples might include:
- Project scope or briefing
- Relevant issues identified from a Business Impact Assessment, [Business Model Canvas](/templates/business-model-canvas/), or [SWOT Analysis](/templates/swot-analysis/).
- Data from the organization’s quality management and other information systems
- [Retrospectives](/templates/agile-retrospective/) and lessons learned from previous projects
- Relevant rules and regulations
Participants brainstorm ideas on risks, assumptions, issues, and dependencies that can have an impact on the project.
Brainstorming can be done collaboratively, in small groups, or all together. Gather ideas using poster paper, a whiteboard, sticky notes, or with collaboration software such as GroupMap. The process is less resource intensive if you use an online tool, especially for large groups or if participants are in different locations.
Capture as many ideas as you can in the initial phase to provide as comprehensive an overview as possible.
Use ratings to assess and display the level of impact each item could have on the success of the project. Each person can rate each impact individually and independently so that there is no bias. These dimensions can be Very Low to Very High or you can provide a numeric rating (0-10) for example.
The ratings are automatically aggregated to show the results. These are the average of all the ratings, as well as the general spread of responses across the scale.
Having a single view that shows all the ratings allows you to prioritize or identify the priority areas. You can use the sort function in GroupMap to easily show the most rated issue at the top for example.
Because ratings are done independently, this helps to remove bias and to provide a more thorough view.
Identify steps to manage each of the priorities.
- Prevent, reduce, control, or insure against *risks*
- Monitor and verify *assumptions*
- Deal with *issues*
- Monitor and manage *dependencies*
Where appropriate, you can assign responsibilities and timeframes for completion for each.
Compile a report on the results of the RAID analysis process. The report should contain the priority items, planned actions, those responsible, and timeframes for implementation.
Regularly review and update the document.
- If *risks* eventuate, close them out as risks and move them over to the *issues* quadrant.
- Close out or delete *issues* once they’ve been dealt with.
- Reassess *assumptions* and *dependencies* and move them to the *risk* or *issues* quadrants if the situation changes or they become a problem.
Feed the information into other relevant project documentation and use it as a reference and working document throughout the life of the project.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# RAID Log template
URL: https://www.groupmap.com/templates/raid-log/
## What is a RAID Log?
A RAID log is a project planning tool for identifying key (R)Risks, (A)Assumptions, (I) Issues, and (D)Dependencies. Based on what is identified, the impact is assessed and appropriate strategies are put in place. This ensures that everyone stays aligned and the project is not negatively impacted.
This is created at the start of a project and continues to be referred to throughout the life cycle of the project to ensure everyone continues to be aware of what is important.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/7a894146-cf36-4213-a426-c003a331f2ce/&cc=www-template">Start a RAID Log in GroupMap</Button>
A RAID log template lets you continuously record project risks, assumptions, issues and dependencies over a period of time in an organized way. The team can easily refer to it in project audits and update meetings. This helps keep the conversations flowing.
The RAID log focuses on four key areas:
- **Risks** – events that can have an adverse impact if they occur. They may not have happened yet, but would result in a negative consequence.
- **Assumptions** – things you assume are in place which contribute to the success of the project. These can be both from a positive or negative point of view.
- **Issues** – current matters that need to be considered and addressed by the group. These are risks that have already occurred and need to be addressed.
- **Dependencies** – other projects or triggers that your project depends on, or are a beneficiary of your project outcomes.
### The actions and decisions variant
Not every project reads RAID the same way. The common alternative keeps the R for risks and the I for issues, but uses A for actions, the tasks the team has agreed in order to deal with what has been logged, and D for decisions, the choices made along the way with the reasoning behind them. Delivery leads who already track assumptions and dependencies in a plan often prefer this reading, because the log then doubles as the record of what was agreed and who is doing it.
Both versions are in everyday use, and neither is more correct than the other. Settle on one before the first session, write the four words at the top of the log, and keep them consistent so nobody has to work out whether an item is an assumption or an action.
## Who can use a RAID Log?
Project teams, especially those in the engineering, construction and IT industries, routinely use a RAID log. However, because of its simplicity, the methodology is relevant to:
- All industries
- Existing and new businesses
- All levels of an organization
- Business processes
## Why maintain a RAID Log?
A RAID log is a practical tool for managing projects. Use it:
- During the initial planning phase to perform a broad environmental scan.
- To consolidate information to assist regular reviews that keep the project on track.
- As a way of involving the whole team to identify critical issues that have an impact on the project.
- To assess changed project conditions.
- As a way to optimize effort and use of resources.
- To show stakeholders that the project is under control.
- As evidence for input or support from management.
## RAID Log template
A RAID log template is an organized and effective way to ensure that your project team is given the opportunity to share and capture risks, assumptions, issues and dependencies that may impact your project. By having an easy way to capture, assess and take action each one reduces the overall risk in your project, and ensures there is alignment of understanding in the team.
A RAID log template is organized as a 2 x 2 matrix, resulting in four quadrants; one each for Risks, Assumptions, Issues, and Dependencies. Each area is addressed by either mitigating, monitoring, validating, or removing it from the project.
### Risks
Risks are things that will have an adverse impact on the project if they eventuate. Their significance is calculated from the likelihood they’ll occur, along with the impact on the project if they do.
**Ask**: What events might occur that will have an adverse impact?
**Actions**: Implement risk mitigation strategies based on the significance of each risk.
See also: [Risk Assessment](/templates/risk-assessment/)
### Issues
Issues are risks that have already occurred and have impacted on the project. You must get them under control immediately to keep the project on track.
**Ask**: What events do we need to address to ensure the project runs to plan?
**Actions**: Contain or remove the issue.
### Assumptions
Assumptions are things that you assume will happen to assist the project, but aren’t guaranteed. If the assumptions are incorrect, there will be a consequence for the project.
**Ask**: What presumptions have we made about things that will make our project successful?
**Actions**: Regularly reassess assumptions to test if they’re still valid.
### Dependencies
Dependencies may relate to other projects, partners, or suppliers. They are things that must start or finish so your project can progress. They might also be others that rely on your project as an input.
**Ask**: Who or what do we depend on and who depends on us?
**Actions**: Monitor and manage dependencies.
## RAID log columns
Once items leave the quadrants and go into the log, the log works as a table with one row per item. These are the columns most projects use. Add or drop columns to suit the work, but keep an owner and a status against every row, or the log quietly turns into a list nobody acts on.
| Column | What it is for |
| --- | --- |
| ID | A short reference such as R1, A2 or I3, so an item can be named in a meeting without reading out the whole description. |
| Category | Whether the item is a risk, an assumption, an issue or a dependency. |
| Description | One plain sentence: what the item is, and why it matters to this project. |
| Impact and probability | How hard it would hit the project, and how likely it is. Rate both, or rate impact alone if you want to keep the log light. |
| Owner | The one person accountable for acting on the item and reporting back. Shared ownership means no ownership. |
| Status | Where the item stands today: open, in progress, monitoring, validating, mitigating, or closed. |
| Due date | When the next action or review is expected. This is the column that makes the log a working document rather than an archive. |
Some teams add a date raised, so they can see how long an item has been sitting, and a mitigation column that records the agreed response next to the item itself.
In GroupMap, the rows come out of the session itself. Export the results to PDF, CSV or Excel and they populate or refresh the log you keep between meetings.
## RAID log example
Here is what a RAID log looks like part-way through a project. The project is a website replatform for a mid-sized retailer, with cutover set for the first week of October.
| ID | Category | Description | Impact | Owner | Status | Due |
| --- | --- | --- | --- | --- | --- | --- |
| I1 | Issue | Staging does not match production, so test results are not trustworthy | High | Platform engineer | In progress | Aug 29 |
| D1 | Dependency | New payment provider API keys must be issued before the checkout build starts | High | Delivery lead | Open | Sep 5 |
| R1 | Risk | Legacy product data may not map cleanly onto the new catalog schema | High | Data lead | Open | Sep 12 |
| A1 | Assumption | The content team will have the priority pages rewritten before the content freeze | Low | Content manager | Validating | Sep 19 |
| R2 | Risk | Search rankings drop if the redirect map is incomplete at cutover | High | SEO lead | Mitigating | Sep 26 |
| D2 | Dependency | The campaign launch depends on the new site being live | Low | Marketing lead | Monitoring | Nov 2 |
Read down the impact column and the shape of the project is obvious: the staging environment, the payment keys, the schema mapping and the redirects are where the attention goes, and A1 is the one item somebody has to go and confirm rather than manage.
Two of these rows show the log doing its real work. R2 is a risk, so it is being mitigated before it lands. I1 was a risk once as well. It has eventuated, so it moved to the issues list and picked up the nearest due date on the log. That movement between categories is the point of keeping the log current rather than writing it once at kickoff.
## RAID log vs risk register
A risk register tracks risks only. A RAID log tracks four kinds of item, risks, assumptions, issues and dependencies, in one place.
The difference is scope, not rigor. A risk register usually sits inside a formal governance process: every risk gets a likelihood, an impact, a mitigation, an owner and a review date, and the register is reported upward. A RAID log is the project team’s working record. It holds risks too, but it also holds the things you are quietly relying on, the problems already in front of you, and the other teams whose timing you cannot control.
Plenty of projects run both, and that is a reasonable answer rather than a compromise. The register satisfies governance; the log is what the team actually looks at in the weekly review. If you keep only one, keep the RAID log, because an assumption nobody checked and a dependency nobody chased will sink a project just as fast as an unmanaged risk.
If you want risks rated before they land in the log, run a [Risk Assessment](/templates/risk-assessment/) with the group first. The risks that come out of the top of that matrix are the ones worth a row.
## How to use the RAID Log template
At the start of your project, create a new template and share the purpose and how it is to be used with the team. Explain that one of the goals is that it can be used as a parking lot for those risks, assumptions, issues and dependencies that come up so that meetings do not become stuck.
Items can be captured under each heading as conversations progressed, although it is possible just to use it as a stand alone activity to brainstorm ideas generally on what could have a positive or negative influence on your project.
Items on your RAID log can then be rated to assess its impact on your project.
**High Impact** – Will have a significant negative impact on the speed, profitability or outcomes of your project.
**Low Impact** – Will have a low negative impact on the speed, profitability or outcomes of your project.
Invite representatives from all areas of the project to help complete the RAID Log. Using online technology allows you to involve remote teams. Collaborative brainstorming tools such as GroupMap enable facilitators to bring together distributed teams and ensure everyone’s ideas and ratings are captured. Not only will it capture ideas in real time, but it will also show you the average and spread of the rating results so that you can use it to facilitate conversations when there is a difference in views.
Clarify the objectives of the session and define the scope of the RAID Log. Provide context for participants by presenting relevant data and information. Examples might include:
- The project scope or briefing document.
- Stakeholder expectations or key deliveries.
- Relevant outcomes from a Business Impact Assessment, [Business Model Canvas](/templates/business-model-canvas/), or [SWOT Analysis](/templates/swot-analysis/).
- Quality control data.
- Retrospectives from previous projects.
- Relevant rules and legislation.
As discussions progress, participants capture risks, assumptions, issues, and dependencies that will influence the project.
This is generally done collaboratively so that everyone can see the ideas in real time throughout the life of the project. You can capture additional descriptions and comments so that you can get a complete picture.
You can continue to capture items throughout the life cycle of the project. GroupMap lets you continue to add to your RAID Log Template so that it stays current and fresh.
Each item can then be assessed to understand the level of impact it can have on the project.
**Low impact** – minimal negative impact on the speed, profitability or outcomes of your project.
**High impact** – significant negative impact on the speed, profitability or outcomes of your project.
This has the effect of focusing your team’s actions and energy on the items that are the most important.
Identify actions to manage the priorities, then assign responsibilities and milestones.
- Prevent, reduce, control, or insure against *risks*
- Verify and monitor *assumptions*
- Control or eliminate *issues*
- Monitor and manage *dependencies*
Generate a report on the outcomes from the RAID logging session. Include the priorities, actions, responsible persons and deadlines for completion.
Regularly review and update the document.
- Close out *risks* and move them to the *issues* list if they eventuate.
- Close out *issues* once they’ve been dealt with.
- As the project conditions change, reassess *assumptions* and *dependencies* and assign them as *risks* or *issues* if appropriate.
Align and integrate your RAID log with other project documentation.
GroupMap automatically generates visually appealing reports in several formats for distribution, saving time and effort after the workshop.
## Tips for effective RAID Log
- Create and introduce the RAID log to the team and explain it's purpose in terms of being a parking lot for items that might come up during the project meetings.
- Allow everyone to be able to add and comment on items in the RAID log so that all aspects can be captured and different perspectives are shared.
- Ensure that people understand the difference between what is a risk, assumption, issue and dependency.
- The RAID analysis can be conducted as an ongoing activity, or a standalone activity.
- Use the Ratings feature to assess the level of impact each item can have on your project. This will focus the teams energy and attention.
- Communicate outcomes to stakeholders and regularly update progress on actions.
### Related templates
- [SWOT Analysis](/templates/swot-analysis/)
- [SOAR Analysis](/templates/soar-analysis/)
- [Business Model Canvas](/templates/business-model-canvas/)
- [Risk Assessment](/templates/risk-assessment/)
- [RAID analysis](/templates/raid-analysis/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Risk Assessment
URL: https://www.groupmap.com/templates/risk-assessment/
## What is Risk Assessment?
A risk assessment is a systematic evaluation of potential risks for an activity, project, or business. Risks are identified and prioritized for action based on the probability of them occurring (likelihood) and the seriousness of the outcome if they do (impact). Risk assessment activities are sometimes referred to as risk analysis or risk mapping.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/c14311e9-e506-4020-a3be-4adb387c1b7d/&cc=www-template">Start a Risk Assessment in GroupMap</Button>
A risk assessment can be quantitative or qualitative. For quantitative analysis, explicit values are assigned to the probability of a risk occurring, and impact is often measured in financial terms. Qualitative risk assessments do not use numbers, and their main aim is to identify those risks that are perceived to pose the most danger.
## Key takeaways
- **Risk mapping** plots each risk on a matrix by how *likely* it is to occur and how big its *impact* would be.
- **The four quadrants** (critical, difficult, routine, and minor risks) show at a glance where to spend limited time and budget.
- **Prioritize the critical and difficult risks first**; monitor the minor ones and control routine ones through everyday procedures.
- **Run it as a group** so the ratings reflect shared expertise rather than one person's view. GroupMap averages everyone's positions automatically.
## Why do a Risk Assessment?
Risks assessments provide an opportunity to identify and understand hazards, vulnerabilities, and threats that could impact negatively on the business. Using this information, an organization can then prioritize expenditure and effort on risk mitigation and control strategies. Risk assessments are an opportunity for your whole team to participate in identifying key risks and obtain a mutual understanding of critical issues that might impact on your success.
### Related templates
- [SWOT analysis](/templates/swot-analysis/)
- [PESTLE analysis](/templates/pestle-analysis/)
- [RAID log](/templates/raid-log/)
- [PEST analysis](/templates/pest-analysis/)
- [Stakeholder mapping](/templates/stakeholder-analysis/)
### Tips for facilitating an effective Risk Assessment
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Use technology to involve critical people in different locations rather than miss their contribution.
- Be specific rather than broad when defining stakeholders.
- Provide adequate time in the session to position and rate activities.
- Communicate outcomes and regularly update throughout the project.
## The Risk Assessment template
A qualitative risk assessment template (aka risk map) provides a visual representation of risks. The relative likelihood of a risk occurring appears on the X axis, while the Y-axis reflects the relative impact the risk would have if it eventuates.
| Quadrant | Likelihood | Impact | What to do |
| --- | --- | --- | --- |
| **Critical risks** | High | High | Give the most urgent attention; prevent as a priority |
| **Difficult risks** | Low | High | Hardest to control; use insurance, redundancy, or off-site backups |
| **Routine risks** | High | Low | Handle through everyday controls and procedures |
| **Minor risks** | Low | Low | Monitor only; not a priority for finite resources |
### Difficult risks
These risks are unlikely to occur but would have a large impact if they did.
### Critical risks
These risks have a medium to high likelihood of occurring, and would have a severe impact if they do.
### Minor risks
These risks are unlikely to occur and would have minimal consequences if they did. With finite resources, these risks are not a priority.
### Routine risks
These risk may occur frequently but have a low impact.
## Risk assessment example
Imagine a small software company running a risk assessment before a product launch. The team brainstorms risks, then rates each one for likelihood and impact and plots it on the risk map:
- **A critical supplier goes out of business**: low likelihood, high impact. A *difficult risk*, so the team lines up a backup supplier.
- **A data breach exposes customer records**: medium likelihood, high impact. A *critical risk* that gets top priority, with a security review and monitoring.
- **Minor UI bugs reach release**: high likelihood, low impact. A *routine risk*, handled through the normal QA process.
- **A niche integration is deprecated**: low likelihood, low impact. A *minor risk* that is noted and monitored, but not acted on now.
Mapping the risks this way makes it obvious where to spend limited time and budget: on the critical and difficult risks rather than on every risk equally. Your own ratings come from the group discussion.
Risks that need managing beyond the session go into a [RAID log](/templates/raid-log/), alongside the project's assumptions, issues and dependencies.
## How to run a Risk Assessment activity
The best process for evaluating risks to an organization will vary depending on the type of industry and the rules and regulations it is subject to. Organizations involved in high-risk industries (nuclear, aviation, medical, engineering) may have dedicated risk managers and departments whose sole role is to assess and plan controls for risks. For many businesses, however, a risk assessment can be carried out by a group of people with expert knowledge in the product, services, or process under assessment.
Give context and define the scope of the risk assessment. The goals of a risk assessment will depend on the industry, organization, and business processes under examination. Participants in the session should have expert knowledge of the area under examination or be provided with enough information to allow them to contribute effectively.
Present any data and information that will help give context for the session. Examples of information might include:
- Results from a business impact assessment, Business Model Canvas, SWOT analysis, PESTLE analysis
- Data from the organization’s quality management and other information systems
- Industry trends and news
- Relevant rules and regulations
Define whether the session is addressing strategic, project, process, systems, product or service risks. By making the scope of the meeting clear, participants can focus their efforts, eg:
- Organizational risks over the next five years
- Risks associated with the development of a new product or service.
- Health & Safety risks for employees involved in a particular manufacturing process.
- Risks to confidential data and information systems.
It is also useful to define criteria for Likelihood and Impact axis in the matrix. Depending on the scope of the session, these definitions are likely to be quite different from one risk analysis to another.
For example:
- A high likelihood could mean the risk is almost certain to occur, medium – perhaps once every couple of years, and low is a once in a decade occurrence.
- A high impact might mean the business ceases to function for a period of time or there are multiple fatalities. A low impact could mean minor injuries and a delay in deliveries for a few days.
Participants brainstorm ideas on hazards, threats, and vulnerabilities that can have an adverse impact on the business. They then position those risks according to how likely they believe they will occur and how serious they believe the outcome would be.
Examples of risks:
- Environmental hazards
- Workplace Health & Safety Hazards
- Infrastructure Failure
- Financial Risks
- Information systems vulnerability
- HR Risks
Initial brainstorming can be done individually, in small groups, or as a whole. Gather ideas using a whiteboard, sticky notes, or on dedicated software such as GroupMap.
Using a specialized online tool makes the steps that follow much easier and more efficient, especially if the group is large or in different locations.
Once all the ideas are gathered, remove duplicates, combine similar risks and discard any that aren’t within scope.
Discuss each risk and obtain consensus on where the risk should be positioned on the risk map according to the likelihood it will occur and the impact it would have.
This step is when a tool like GroupMap comes into its own. Individuals or small groups can position each risk according to their insight, and the software automatically provides a group average.
The group votes on those risks they believe are the top priority and should be addressed first.
Each participant or small group has one or more votes to allocate across the risks. They may use one vote for each of their priorities or use multiple votes on something they believe is critical.
Identify a range of solutions to prevent, reduce, control, or insure against those risks which are seen as a priority and agree on the best choice using available resources.
Risk mitigation strategies should try to eliminate the risk entirely or reduced it to an acceptable level. The amount of resources allocated to each action should be in proportion to the expected results. There should be a balance between the cost of preventing the risk versus the cost of recovering should it eventuate.
- Difficult Risks (High Low/High Impact) are the most difficult to control. Possible solutions include insurance, inbuilt redundancy, or backup systems off-site.
- Critical Risks (High Likelihood/High Impact) require the most urgent attention. Management should give priority to preventing these.
- Minor Risks (Low Likelihood/Low Impact) should be monitored to ensure they don’t develop into more serious problems.
- Routine Risks (High Likelihood/Low Impact) can be addressed by implementing controls in routine procedures.
Assign responsibilities, resources, and timeframes for completion.
Compile a report on the results of the risk assessment process. The report should contain the identified risks, the planned actions, those responsible, and timeframes for implementation.
Use the report to:
- Communicate outcomes with participants and relevant stakeholders to encourage buy-in and ownership of risk management efforts.
- Monitor the status of risks, actions, and resource allocations on a regular basis as they are likely to change over time.
- Contribute to other business development processes, e.g. planning, product development, and budgeting.
GroupMap automatically generates visually appealing reports in several formats for distribution, saving time and effort after the workshop.
## Who should complete a Risk Assessment?
Because the technique is so simple and versatile, development of a Risk Map is useful for:
- All industries
- All levels of an organization
- All departments
- Existing or new businesses
- Projects
- Business processes
Use risk mapping:
- As part of regular organizational reviews
- To proactively assess changing business conditions
- To explore new initiatives
- To focus and redirect efforts and resources
- As part of emergency, crisis and business continuity planning
- As a broad environmental scan for initial planning
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Scrum Values in Action
URL: https://www.groupmap.com/templates/scrum-values-in-action/
## What is Scrum Values in Action?
Scrum Values in Action is a fun and easy icebreaker that can help your team get to know each other better and help them start to think about how the Scrum values apply to them.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/bb43b615-cd6c-4d82-8fcd-f3c1f046f578/&cc=www-template">Start a Scrum Values in Action</Button>
The five Scrum Values are essential for creating an effective and productive team. It will help them work together better to achieve their goals. The values are:
- Openness
- Commitment
- Courage
- Focus
- Respect
## Why use Scrum Values in Action?
Scrum Values in Action can help deliver all of the benefits of an icebreaker with a focus on Scrum. It encourages participation, helps to build relationships, and creates a positive atmosphere for the meeting. It can help to reduce any tension that may be in the room as well as increase engagement and energy levels.
This icebreaker is an excellent way of revisiting the Scrum Values and can act as a gentle reminder of the values themselves.
Importantly, discussing the Scrum Values is a helpful way to build a solid and cohesive team culture.
This helps a team stay focused on project goals and encourages continuous improvement.
## Who should use Scrum Values in Action?
Scrum Values in Action is a great tool to kick off an agile retrospective. They are useful for Scrum Masters and their agile software development teams.
It can also be used by any group looking to start a conversation around team culture and values.
### Tips for effective Scrum Values in Action
- Maintain a mood that's lighthearted and friendly.
- Give examples for each value to illustrate.
- If you are delivering a remote session, make sure everyone can access the collaboration tools.
- Give adequate time for people to respond.
- If no one is responding, use a transparent process to decide who goes next. e.g. alphabetical order, or order of people on screen.
- Positively reinforce responses. Thank people for contributing.
## How to run Scrum Values in Action
Start with a positive mindset. Welcome input and thank people for their response. Remind people that there are no wrong answers and that they should be able to share freely and without fear.
Explain what each of the values means. Then invite the group to think about behaviors that could reflect those values.
Using an online Icebreakers tool means that people can collaborate, see ideas in real-time, and can add comments.
Explain the reason for running the Scrum Values Icebreaker and explain each of the values.
Then, ask them to pick a value and think of actions or behaviors that they think best represent the value. This can be something that they have seen in the past, or would like to see in the future. E.g. Courage can be seen in being able to raise issues that could impact customer experience. Alternatively, you could ask them to think of behaviors that their team currently practice and to assign it to a value.
E.g. We tend to always start our meetings on time and ask that people are ready and prepared as a sign of respect.
Once participants have finished brainstorming, have them take turns to offer more detail.
Facilitators can go first to model the behavior they wish to see.
Use open ended prompts such as –
“Can you tell us more?”
“How did you come to be there/discover that?”
“What inspired this?”
“For those who don’t know, can you explain what that is?”
### Related templates
- [Icebreakers and Warm-ups](/templates/icebreakers/)
- [ESVP Check in](/templates/the-esvp-agile-retrospective-check-in/)
- [Agile Retrospective](/templates/agile-retrospective/)
### References
- [How to run an icebreaker](https://www.teamretro.com/how-to-run-an-icebreaker?cc=blogID7609)
- [Scrum.org](https://www.scrum.org/resources/what-is-scrum)
- [Scrum Alliance](https://www.scrum.org/resources/what-is-scrum)
- [TeamRetro Scrum Values Health Check](https://www.teamretro.com/health-checks/scrum-values-team-health-check)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Situational analysis (5Cs)
URL: https://www.groupmap.com/templates/situational-analysis/
## What is a situational analysis?
A situational analysis is a structured assessment of the internal and external factors shaping an organization, used to understand its current position before setting strategy. It answers the question *where are we now?* by drawing on frameworks such as the **5C analysis, SWOT and PEST** to build a complete picture of the business environment.
Rather than a single tool, a situational analysis is an approach: you deliberately scan the company, its customers, its competitors and the wider market so that goals and plans rest on evidence instead of assumptions. It is the diagnostic first step of almost every strategic or marketing planning cycle.
**Key takeaways**
- A situational analysis assesses internal and external factors to establish where you stand today.
- It typically combines frameworks (5C, SWOT and PEST/PESTLE) for full coverage.
- The 5Cs are Company, Customers, Competitors, Collaborators and Climate.
- Its purpose is diagnosis: surface opportunities, risks and gaps before you set strategy.
- It works best as a group exercise so the picture reflects many vantage points.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/73fadfd4-d2f6-47bd-97f1-8287d5a88d03/&cc=www-template">Run a situational analysis with your team in GroupMap</Button>
## The building blocks of a situational analysis
Most situational analyses combine a few complementary lenses:
| Lens | What it covers | Common framework |
|---|---|---|
| **Internal** | Resources, capabilities, performance, culture | SWOT (strengths, weaknesses), 5C (Company) |
| **Customer & market** | Needs, segments, size, growth, trends | 5C (Customers), market research |
| **Competition** | Rivals, positioning, share, substitutes | 5C (Competitors), [perceptual map](/templates/perceptual-map/) |
| **Partners** | Suppliers, channels, alliances | 5C (Collaborators) |
| **Macro-environment** | Political, economic, social, technological forces | [PEST / PESTLE](/templates/pest-analysis/) |
The **5C framework** (Company, Customers, Competitors, Collaborators, Climate) is the most common single checklist because it spans all of these in one pass.
## Why use a situational analysis?
- It replaces gut feel with a shared, evidence-based view of the current position.
- It surfaces opportunities and risks early, before goals and budgets are locked in.
- It reveals gaps between where the organization is and where it wants to be.
- It creates alignment: everyone starts strategy work from the same understanding of reality.
## Who should use a situational analysis?
Situational analysis is used by strategy teams, marketers, product managers and business owners at the planning stage. Marketing plans, business plans, market-entry decisions and annual strategy reviews all begin with one. It is equally useful for a startup validating its market and an established company reassessing after a disruption.
## Situational analysis example
A regional gym chain runs a 5C situational analysis before its annual plan:
- **Company**: strong local brand and loyal members, but aging equipment and a weak digital offering.
- **Customers**: growing demand for flexible, app-based and hybrid home/gym fitness among younger members.
- **Competitors**: budget chains expanding fast on price; boutique studios winning on experience.
- **Collaborators**: good relationships with local physios and corporate wellness programs to build on.
- **Climate**: rising health awareness (positive) but cost-of-living pressure squeezing discretionary spend (negative).
The implications write themselves: invest in a digital/app experience to meet customer trends and defend against boutiques, lean on corporate and physio partnerships for stable revenue, and protect value perception against budget rivals.
## How to run a situational analysis in GroupMap
A good situational analysis pulls knowledge from across the organization, so it is far richer when run as a group. The GroupMap template is the **5Cs situational analysis**: Company, Customers, Competitors, Collaborators and Climate.
{/* IMAGE-TODO [device]: The situational analysis template shown in GroupMap on a laptop, tablet and phone, with factors gathered under the 5C headings and clustered into themes. */}
1. **Set the objective.** State the decision or plan the analysis must inform so people gather relevant context.
2. **Choose your lenses.** Decide which frameworks to use (5C, SWOT, PEST) based on the question.
3. **Brainstorm factors.** Everyone adds internal and external factors under each heading.
4. **Group into themes.** Cluster related points so patterns and implications emerge.
5. **Draw implications.** Discuss what each theme means for strategy, and capture the key insights.
6. **Agree next steps and share.** Turn insights into owned actions with dates, then distribute the summary.
## Limitations of a situational analysis
- It can become a data-collection exercise that never converts into decisions, so always end on implications.
- It is a snapshot; the situation changes, so revisit it each planning cycle.
- Coverage depends on the frameworks chosen; a narrow set can miss important factors.
- Without diverse input it inherits the blind spots of whoever runs it, which is why group facilitation matters.
### Related templates
- [Strategy frameworks](/strategy-frameworks/)
- [3Cs framework](/templates/3cs-framework/)
- [SWOT analysis](/templates/swot-analysis/)
- [PEST analysis](/templates/pest-analysis/)
- [PESTLE analysis](/templates/pestle-analysis/)
- [TOWS matrix](/templates/tows-matrix/)
### References
- [Wikipedia: Situation analysis](https://en.wikipedia.org/wiki/Situation_analysis)
## Build a shared picture with GroupMap
A situational analysis is only as complete as the perspectives that feed it, and GroupMap brings them all onto one board. Sales, marketing, operations and leadership can add factors under every lens at once, cluster them into themes together, and reach a shared read on where the organization stands. Private brainstorming reduces groupthink and customizable workflows keep the session moving from raw factors to the insights that shape your strategy.
---
# Six Thinking Styles
URL: https://www.groupmap.com/templates/six-thinking-styles/
## What are Six Thinking Styles?
Six Thinking Styles is a structured brainstorming and decision-making approach designed to help teams explore a topic from multiple angles. It provides a practical framework for making discussions more balanced, focused, and effective by encouraging participants to deliberately consider different ways of thinking.
The idea of a whole group thinking in one direction at a time comes from the work of Dr Edward de Bono (see [where the six thinking styles come from](#where-the-six-thinking-styles-come-from)). The six styles on this page are GroupMap's own plain-language framework.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/17dfdd51-433f-4f04-b09b-595c9f2cc168/&cc=www-template">Start a Six Thinking Styles session</Button>
## Key takeaways
- **Six thinking styles** (Facts, Feelings, Risks, Benefits, Creativity, and Systems) has the whole group focus on one style at a time so a topic is explored from every angle.
- **Use it** to run more structured, inclusive meetings, evaluate decisions, and generate ideas without the loudest voice dominating.
- **Adapt it freely**: rename, add, or combine styles to fit your team and topic.
## How it works
The approach encourages participants to move beyond their habitual thinking patterns by deliberately adopting different ways that people think. By doing so, teams can explore a broader range of ideas, challenge assumptions, and develop more balanced insights.
An example of the benefit of using the Six Thinking Styles technique is to encourage different viewpoints to be shared, seen, and discussed as part of the decision-making process.
### Related templates
- [SWOT](/templates/swot-analysis/)
- [Pros and Cons](/templates/pros-and-cons-list/)
- [PESTLE Analysis](/templates/pestle-analysis/)
- [PEST Analysis](/templates/pest-analysis/)
### Tips for using Six Thinking Styles
- Encourage each person to contribute to each of the styles
- Avoid putting people into fixed categories, because everyone can use all styles
- Use styles flexibly throughout the discussion
- Combine styles where useful (e.g. Benefits + Risks to evaluate ideas)
Six thinking styles is excellent at eliciting different viewpoints, but you may wish to combine it with other techniques to help resolve conflicting ideas.
## The six different styles
- **Facts**
Focuses on analytical and objective thinking, with attention to evidence, data, feasibility, and known information.
- **Feelings**
Explores emotional responses, intuition, perceptions, and personal viewpoints.
- **Risks**
Examines concerns, limitations, and potential problems to identify what could go wrong.
- **Benefits**
Highlights strengths, opportunities, and positive outcomes to identify what could go right.
- **Creativity**
Encourages new ideas, fresh thinking, and alternative approaches.
- **Systems**
Provides a structured, big-picture perspective by focusing on coordination, process, and how ideas connect.
| Style | Focus |
| --- | --- |
| **Facts** | Data, evidence, and what we know |
| **Feelings** | Emotions, intuition, and gut reactions |
| **Risks** | Concerns and what could go wrong |
| **Benefits** | Value and what could go right |
| **Creativity** | New ideas and alternatives |
| **Systems** | Process, the big picture, and next steps |
One of the strengths of six thinking styles is its flexibility. While the default styles provide a helpful starting point, you can easily adapt them to suit your team, topic, or objective.
You can:
- Add new styles based on your specific context
- Rename styles to match your organization’s language
- Combine or simplify styles for faster discussions
- Tailor prompts to focus on the outcomes you need
This flexibility allows teams to explore problems from different angles in a way that is relevant and meaningful, rather than being constrained to a fixed structure.
## Use Six Thinking Styles for better meetings
Six Thinking Styles is a practical approach to decision-making that incorporates multiple points of view.
The method allows emotion, critical thinking, and creativity to be included alongside rational analysis, helping teams make more well-rounded decisions.
Decisions made using this approach can be more resilient and based on a holistic perspective, allowing you to identify risks and opportunities before committing to a decision.
## When should I use Six Thinking Styles?
Use this approach to help with:
- Running more structured and inclusive meetings
- Making better decisions by exploring multiple viewpoints
- Analyzing problems from factual, emotional, and creative angles
- Inspiring idea generation as an ice-breaker activity
- Encouraging collaboration during brainstorming and decision-making
## Six Thinking Styles template example
Imagine facilitating a meeting to introduce a new product or service:
### Facts
**“What are the facts that we know?”**
- Survey data indicates a 5% preference among a key segment
- Return rates have decreased significantly with new packaging
- New delivery routes are available
### Benefits
**“What are the potential upsides?”**
- Opportunity to diversify revenue streams
- Potential for stronger customer feedback
- Improved delivery performance
### Feelings
**“What are your gut reactions?”**
- Positive emotional response to the product design
- Curiosity about operational impact
- Interest in delivery improvements
### Creativity
**“What new ideas can we explore?”**
- Expand into additional product variations
- Develop new partnerships
- Bundle products for increased value
### Risks
**“What should we be cautious about?”**
- Demand uncertainty
- Cost implications of quality improvements
- Reliability of new delivery routes
### Systems
**“What processes are needed?”**
- Review operational impacts
- Assess workflow changes
- Evaluate technology implications
## Example sequence for problem solving
- **Facts**: understand the situation
- **Feelings**: gather reactions
- **Risks**: identify drawbacks
- **Benefits**: evaluate positives
- **Creativity**: generate solutions
- **Systems**: define next steps
## Where the six thinking styles come from
Having a whole group look at a topic in one way at a time, rather than everyone arguing from different angles at once, is an idea developed by Dr Edward de Bono. His best-known method for it is Six Thinking Hats®. GroupMap's six thinking styles are our own framework with our own labels. They are not the Six Thinking Hats method, and this page does not describe or teach that method. For the official method, visit [de Bono](https://www.debono.com/).
“Six Thinking Hats” is a registered trademark of Edward de Bono Ltd.
*The Six Thinking Hats® method is mentioned on this page only to credit where the idea came from. GroupMap is not affiliated with, endorsed by, or associated with Edward de Bono Ltd, and this template is not an official or licensed Six Thinking Hats product.*
## Other thinking styles and frameworks
There are many structured thinking approaches that help individuals and teams explore a problem from more than one angle. Two of them are worth knowing alongside the Six Thinking Styles, and both are set out below.
### The 5 Thinking Styles (Harrison & Bramson)
- **Synthesists:** Creative, question assumptions, comfortable with conflict, and enjoy shifting perspective.
- **Idealists:** Goal-oriented, holistic thinkers focused on future goals, quality, community good, and harmony.
- **Pragmatists:** Flexible, practical, focus on immediate results, short-term payoffs, and quick, resource-based problem-solving.
- **Analysts:** Detail-oriented, methodical, rational; seek the “one best way” via data gathering and logical evaluation.
- **Realists:** Facts-oriented, prioritize “what is,” focus on efficiency, direct problem-solving, and practical results; act as a stabilizing force.
### 7 Thinking Styles
- **Abstract thinking:** Connects ideas to the big picture using symbols/concepts, solving puzzles, understanding illusions, and finding hidden meanings.
- **Analytical thinking:** Uses a structured, logical, step-by-step approach for problem-solving and decision-making.
- **Concrete thinking:** Literal, straightforward thinking that relies on facts and concrete evidence, often struggling with creative solutions.
- **Convergent thinking:** Finds one solution using available information, useful when resources are limited or in emergencies.
- **Creative thinking:** Finds non-obvious, alternative solutions by thinking outside the box.
- **Critical thinking:** Carefully considers situations from all angles, weighing research, implications, and possible solutions before deciding.
- **Divergent thinking:** Generates every possible solution to a problem, often using mind mapping.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# SMART Goals Template
URL: https://www.groupmap.com/templates/smart-goals-template-guide-examples/
SMART goals turn a vague ambition into a clear, measurable commitment your whole team can rally behind. This template gives you the framework, worked examples, and a step-by-step way to write one — then run the whole exercise live with your team so the goal has real buy-in.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/89a991ec-203b-4150-af6b-6d71572983a1/&cc=www-template">Start a SMART Goals Template in GroupMap</Button>
## What are SMART Goals?
SMART is an acronym for the five criteria a good goal should meet:
- **Specific** — What exactly do you want to achieve, and who is involved?
- **Measurable**: How will you know it is done? What number or evidence proves progress?
- **Achievable**: Is it realistic with the time, skills and resources you have?
- **Relevant**: Does it matter to your team's wider goals right now?
- **Time-bound**: By when? What is the deadline or checkpoint?
The framework is credited to George Doran, who introduced it in his 1981 paper "There's a SMART way to write management's goals and objectives". His aim was to demystify goal setting and help people "write meaningful objectives". Decades later, SMART goals remain one of the most widely used ways to capture a shared vision and agree on what success looks like.
Use the SMART framework any time you want to set, review or refine your goals. If you are looking for a way to build a sense of shared purpose, defining goals together is a great place to start.
## Why use SMART Goals?
A SMART framework helps your team cut to the chase. It focuses effort on goals that are realistic, actionable and effective, and it captures those goals so they can be shared clearly with new team members and other stakeholders.
Running your goals through the SMART test confirms they are:
- **Worth delivering**: the objective is specific and relevant.
- **Trackable**: you have agreed on how you will measure change.
- **Correctly resourced**: the goal is achievable with what you have.
- **Properly timed**: a deadline keeps it moving.
A goal like "improve fitness" is too general. "Run 10 km in under an hour by 1 July" is far more meaningful and focused, because it passes every part of the SMART test.
## How to write a SMART goal step by step
The fastest way to learn the framework is to sharpen one real goal against each letter. Start with a plain objective, then rewrite it until it passes all five tests.
**Start with a rough objective:** "We want to improve our team's weekly meeting."
1. **Specific.** Say exactly what will change and who is involved: "Make our weekly team meeting shorter and more focused."
2. **Measurable.** Add a number or evidence: "Cut it from 60 to 30 minutes and end every session with a written action list."
3. **Achievable.** Check it is within your control: the team already owns the agenda, so this is realistic.
4. **Relevant.** Tie it to a bigger goal: shorter, sharper meetings give the team more time to deliver.
5. **Time-bound.** Add a deadline: "…within the next four weeks."
**Final SMART goal:** "Within four weeks, cut our weekly team meeting from 60 to 30 minutes and finish every session with a shared action list, so the team spends less time in meetings and more time delivering."
## SMART goal examples
The clearest way to understand SMART goals is to see a vague goal rewritten as a SMART one. Here are worked examples across common contexts.
**Business / customer:**
- *Vague:* Improve customer satisfaction.
- *SMART:* Increase our CSAT score from 82% to 90% by the end of Q3 by running a weekly support-ticket review and fixing the top three recurring issues.
**Project delivery:**
- *Vague:* Launch the new onboarding flow.
- *SMART:* Ship the redesigned onboarding flow to 100% of new users by 30 September, cutting first-week drop-off from 40% to 25%.
**Professional development:**
- *Vague:* Get better at presenting.
- *SMART:* Deliver one internal presentation each month this quarter and gather peer feedback after each, lifting my average rating from 3 to 4 out of 5.
**Personal / health:**
- *Vague:* Get fit.
- *SMART:* Run 10 km in under an hour by 1 July by following a 12-week plan with three runs a week.
Notice the pattern in every example: a measurable target, a clear action, and a deadline. That is the "format" a SMART goal follows: outcome + metric + timeframe.
## When should you set a SMART goal?
Almost any goal improves when viewed through a SMART lens. Common types include:
- **Increasing or reducing something**: Reduce the error rate on product X by 5% by the next financial year.
- **Making or creating something**: Build three working prototype variations by next quarter for a new wear-and-tear detection approach.
- **Refining or improving something**: Improve the yield rate by 0.5% by introducing new routines.
Defining a goal with clear parameters, resources, a timeframe and metrics brings greater clarity to a shared team vision. So whenever you shape a goal, make it a SMART one.
## Run SMART goal-setting live with your team
Reading about SMART goals is easy. The hard part is getting a whole team to agree on one. When people are in different places or working at different times, gathering everyone's input can be slow and costly. GroupMap lets you run the entire exercise in one live session: everyone contributes, the group votes, and you leave with a shared report.
Share the context for the goal. State the outcome you want to achieve in plain terms: what do you want to increase, reduce, make, refine or improve? A clear objective gives every participant the same starting point so they can focus their effort.
Tips:
- Break complex outcomes into smaller objectives so they stay realistic and deliverable.
- Make sure the inputs needed to deliver the outcome are within your team's control.
With the objective agreed, add ideas under each part of the SMART framework: Specific, Measurable, Achievable, Relevant and Time-bound. In GroupMap everyone contributes at once, which surfaces a wider range of input and prevents any single voice from dominating. Breakout groups can each take one element of the framework.
It helps to gather input from a range of stakeholders so your goal aligns with your organization's other priorities.
Vote to prioritize the strongest ideas, then compile the results into a report. Use it to confirm the goal with participants and stakeholders. The "achievable" and "relevant" checks confirm the goal is realistic and worthwhile, the "specific" and "measurable" parts guard against scope creep and track progress, and the "time-bound" element keeps it moving.
GroupMap automatically generates visually appealing reports and action plans in several formats, saving time and effort after the session.
## Facilitation tips for better SMART Goals
- Divide bigger goals into smaller steps so they stay realistic.
- Make sure each goal complements your company's goals, mission and vision.
- Consider how day-to-day work will be delivered alongside the goal.
- To get the most from the template, start with a quick brainstorm to capture every goal your team might pursue, then choose the one to expand into a SMART goal.
### Related templates
- [SWOT Analysis](/templates/swot-analysis/): map strengths and opportunities before you set goals.
- [SOAR Analysis](/templates/soar-analysis/): a strengths-based way to define aspirations and results.
- [Corrective Action Plan](/templates/corrective-action-plan/): turn a goal into assigned, trackable actions.
- [Urgent Important Matrix](/templates/urgent-important-matrix/): prioritize the work that moves your goals forward.
- [Group Mind Mapping](/templates/group-mind-mapping/): brainstorm candidate goals as a team.
### References
- [SMART goals: a how-to guide (UCOP)](https://www.ucop.edu/local-human-resources/_files/performance-appraisal/How+to+write+SMART+Goals+v2.pdf)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** It is designed to improve the quality of your team's decisions. With features that prevent bias and keep facilitation simple, GroupMap ensures no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and it scales from small teams to large groups, whether they are in the same room or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes every time.
---
# SOAR Analysis Template
URL: https://www.groupmap.com/templates/soar-analysis/
## What is SOAR analysis?
SOAR analysis is a strategic planning technique which helps organizations focus on their current strengths and opportunities, and create a vision of future aspirations and the result they will bring.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/68b8865e-12a6-49dc-b68b-d4b9e0514e59/&cc=www-template">Start a SOAR Analysis in GroupMap</Button>
In contrast to [SWOT analysis](/templates/swot-analysis/), the SOAR model uses appreciative inquiry to focus the business on what is known to work, rather than internal weaknesses or perceived threats that might not eventuate.
The output from a SOAR analysis is a set of actions that leverage strengths and opportunities to strive for shared aspirations with measurable results. It provides a basis for further in-depth analysis using other business tools.
## Key takeaways
- **The SOAR model** focuses an organization on its Strengths, Opportunities, Aspirations, and Results.
- **Unlike SWOT**, it uses appreciative inquiry to build on what already works rather than dwelling on weaknesses and threats.
- **Strengths and opportunities describe today**; aspirations set the future vision, and results define the measures that prove you got there.
- **Run it as a group** so the strategy has real buy-in. Many teams run a [SWOT analysis](/templates/swot-analysis/) first and feed the best strengths and opportunities into a SOAR.
## Why do a SOAR analysis?
SOAR analysis is a powerful tool to bring stakeholders together to recognize the potential of the organization and create a shared vision of the future.
Building on strengths requires less effort and resources than trying to correct weaknesses, as people find it more engaging and exciting to focus their attention on positives rather than negatives. It lends itself well to help individual team members develop their own development and career plans.
The technique is more action oriented than a [SWOT analysis](/templates/swot-analysis/) and is focussed on outcomes.
## SOAR analysis template & example questions
A SOAR analysis template is structured as a simple 2 x 2 matrix, resulting in four quadrants highlighting **S**trengths, **O**pportunities, **A**spirations, and **R**esults. This is a simple but effective strategic planning tool that identifies the strengths of your organization and how these can be leverage against existing opportunities. You can define the aspirations and what you want to see in the future and what results you want to measure. The template below provides examples of questions that can be asked as you move everyone through the process.
GroupMap’s SOAR analysis template lets people brainstorm independently or collaboratively, prioritize the most important aspects and provides you with a process from ideation to execution. This can be done face to face in the same room with everyone, on remote online meetings through to global events – [Example of SOAR Analysis (Global Conference)](/case-studies/groupmap-helps-isaca-a-global-it-summit-be-a-virtual-event/)
| Element | Focus | Key question |
| --- | --- | --- |
| **Strengths** | What the organization does well today | What do we do better than anyone else? |
| **Opportunities** | External circumstances to leverage | What trends and gaps align with our strengths? |
| **Aspirations** | The future the team wants to create | What do we want to become and achieve? |
| **Results** | Measurable outcomes that prove success | How will we know we have got there? |
### Strengths
What the organization does well, along with its key assets, resources, capabilities, and accomplishments.
Example questions:
- What do we excel at?
- What are our greatest accomplishments?
- What are we most proud of?
- What makes us unique?
- What do we provide that is world class?
- What strengths are most valuable in our marketplace?
- What do we do or have that’s better than anyone else?
### Aspirations
An expression of what you want to be and achieve in the future. A vision to build on current strengths, provide inspiration, and challenge the current situation.
Example questions:
- What do we want to achieve in the future?
- What should our future business look like?
- How can we make a difference?
- What are we passionate about?
- What strategies and actions support our perfect future self?
### Opportunities
Circumstances that your team could leverage for success, eg. to improve profitability, market share, or competitive edge.
Example questions:
- What partnerships would lead to greater success?
- What changes and trends in the market align with our strengths?
- What threats do we see that we could reframe as opportunities?
- What needs and wants are we currently not fulfilling for our internal and external stakeholders?
- Are there gaps in the market that we could fill?
### Results
Tangible outcomes and measures that demonstrate you’ve achieved your goals and aspirations.
Example questions:
- What measures will tell us we are on track to achieve success?
- How do we translate our vision of success into tangible outcomes?
- How do we know when we’ve achieved our goals?
### SOAR analysis example
Here is a worked SOAR example for a small software company planning its next three years:
- **Strengths**: a loyal customer base, a strong engineering culture, and a product customers rate highly for ease of use.
- **Opportunities**: growing demand for AI-assisted tools, an underserved mid-market segment, and potential integration partners.
- **Aspirations**: become the category leader for our niche and be the tool teams recommend to peers.
- **Results**: reach $5M ARR, lift net retention to 90%, and ship two flagship integrations within 18 months.
Notice how strengths and opportunities feed the aspirations, and the results turn that vision into numbers the team can track, which is the whole point of the SOAR model.
## How to complete a SOAR analysis effectively
To get the best possible outcomes from your SOAR analysis, choose participants with a broad range of perspectives. The group should consist of people from across different departments within your organization and could even include other stakeholders such as clients, suppliers, and partners.
If it’s difficult to get all participants in one place at the same time, screen sharing software and video conferencing allow facilitators to use traditional brainstorming tools like poster paper, whiteboards, and sticky notes. However, making sure everyone’s ideas are incorporated and transcribing, collating and prioritizing can be challenging. Online collaboration software such as GroupMap solves many of these problems and provides an efficient way to include, and consolidate all relevant information in real time.
You can also create separate SOAR Analysis for different smaller teams to allow them to create their own versions and perceptions to be shared with the larger group, then consolidate to get the whole group perspective.
Begin by stating the purpose of the SOAR exercise and ensure everyone is clear on the scope. Clarify:
- What level of the organization the process will focus on – strategic, tactical, project, product/service, or personal level) and
- Over what timeframe – i.e., the next month, year, or a multi-year period
Exploring the current vision of the organization, present any relevant data, and define the challenge for the session. The results from previous analysis and plans can be introduced at this point. For example, [PEST](/templates/pest-analysis/)/[PESTEL](/templates/pestle-analysis/), [Stakeholder analysis](/templates/stakeholder-analysis/), [Business Model Canvas](/templates/business-model-canvas/), [SWOT analysis](/templates/swot-analysis/), [BCG matrix](/templates/bcg-matrix/), Porter’s Five-Forces.
Example SOAR Objectives:
- Define strategic priorities for the next five years
- Create a product diversification roadmap for Europe over the next two years
- Create a professional development plan for the next 12 months
Ensure the group has a shared understanding of what the four quadrants mean and the questions that need answering.
Use break out groups to address each section of the SOAR Matrix. The size of the groups will depend on the objective of the session, whether everyone is in the same location, and their role or relationship with the organization. You might even choose to gather individual input. This step is an excellent opportunity to involve various stakeholders.
Don’t completely ignore threats and weaknesses even though they aren’t defined in the SOAR matrix. Instead, reframe them as a positive statement as a strength, opportunity, or aspiration.
Now you have all the ideas; it’s time to organize them. Cull any duplicates, merge similar themes, and discard any which aren’t within scope.
This step can be quite time-consuming, especially if the brainstorming step was done as individuals or in many smaller groups. An online collaboration tool like GroupMap, which automatically collates information and allows instant editing and reorganization of the information will significantly reduce the time required for this step and produce better outcomes.
Prioritize the information identified from the SOAR analysis by asking participants to vote on the most important issues for each quadrant. These are the factors you should address in your SOAR action plan.
Assign each person with one or more votes which they distribute across the issues they feel are most important. With multiple votes, they could use one per item or more than one if they feel something is critical.
The top 3-5 issues in each quadrant form the basis of the action plan. Ideally, strengths and opportunities will combine to achieve aspirations, and give results.
Decide on one or more actions for each priority. Assign responsibility to a group or individual and agree on time frames for completion.
Generate a report incorporating the findings of the SOAR analysis and action plan to distribute to relevant stakeholders. This report provides a means for monitoring progress and issuing regular updates. It’s important that those who gave up their time and effort to contribute to the analysis see tangible outcomes and improvement over time or they will be unwilling to participate in similar processes in the future.
The report also provides input for further analysis using other business tools and a starting point for future reviews.
## Who can use a SOAR analysis?
A SOAR analysis is a good option for new, less developed organizations. It works for everyone, no matter what position or level they hold and can include both employees and external stakeholders. It applies to:
- All industries
- All levels of an organization
- Existing and new businesses
- Companies striving for breakthroughs rather than gradual improvement
- Individuals as part of their development plans
Use the SOAR model to:
- To explore new initiatives
- To develop a strategic plan and during annual strategy reviews
- To focus and redirect efforts and resources
- As part of a leadership development program
- To plan an individual’s career or develop their performance plan
### Tips on using the SOAR analysis template
- If you have already previously created a SWOT, then you can import the top Strengths and opportunities into this template to give everyone a starting point, refining as needed.
- Review the strategic advantage of the strengths and validity of the opportunities. Iterate and refine these as needed to ensure it is not just Business as Usual in nature.
- In creating Aspirations, the goal is to create an overall vision, exploring objectives (not metrics). This is about defining what the organization may look and feel like, and what the definition of success is.
- Be specific rather than broad when defining ideas.
- Use quantitative data where possible to measure results, such as a Net Promoters Score, or % of spend.
- Celebrate and encourage all ideas and to recognize the contributors in the group who have participated.
- Use the completed SOAR analysis template to communicate, share and gain buy in with key stakeholders.
### Related templates
- [SWOT analysis](/templates/swot-analysis/)
- [Business Model Canvas](/templates/business-model-canvas/)
- [SMART goals](/templates/smart-goals-template-guide-examples/)
### References
- Stavros, Jacqueline & Cole, Matthew. (2013). *SOARing towards positive transformation and change*. Development Policy Review. 1. 10-34.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Stakeholder Mapping and Analysis
URL: https://www.groupmap.com/templates/stakeholder-analysis/
## What is stakeholder mapping?
Stakeholder mapping is the process of identifying everyone who can influence your project, or who has an interest in its outcome, and plotting them on a grid so you can decide how to engage each group. Most maps use two axes, influence and interest, which sorts people into four groups: manage closely, keep satisfied, keep informed, and monitor.
It is the practical half of stakeholder analysis. Analysis is the wider discipline of working out who matters and why. Mapping is the session where a group puts names on a grid and agrees what to do about each one.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/18c36bb4-a012-4ca9-9795-6239bd640996/&cc=www-template">Start a Stakeholder Analysis in GroupMap</Button>
## Key takeaways
- **Stakeholder mapping** identifies everyone who can influence, or has an interest in, a project, then plots them on a grid.
- **The power/interest grid**, also called the Mendelow matrix, sorts stakeholders into manage closely, keep satisfied, keep informed, and monitor.
- **Engage each quadrant differently**: involve the high-influence, high-interest players closely and simply monitor the rest.
- **Build the map as a cross-functional group** so no key stakeholder is missed. See the two worked examples below.
## Why do stakeholder mapping?
Understanding who your stakeholders are, and the impact they may have on your business or project, is crucial to success. Not engaging key players in the right way at an early stage can have bad results for a project. Building a stakeholder map:
- Creates a shared understanding of the key people who can affect your success.
- Provides a foundation for your communications and engagement strategy.
- Identifies potential risks from negative stakeholders, or those who feel they are not being heard.
- Prioritizes stakeholders so the right amount of resource goes to the right group, with the right engagement strategy.
## Five stakeholder mapping methods
The power/interest grid is the best known method, but it is not the only one. Choosing the right one depends on what you need to decide.
| Method | What it plots | Use it when |
| --- | --- | --- |
| **Power/interest grid** | Influence against interest | You need a fast, shared view of who to engage and how closely. This is the default, and the one this template builds. |
| **Salience model** | Power, legitimacy and urgency together | Several groups are competing for attention and you need to judge whose claim comes first. |
| **Knowledge-base chart** | What each stakeholder knows about the project | Your risk is misinformation or an information gap, rather than opposition. |
| **Power-predictability matrix** | Influence against how predictable their behavior is | The unknown is not whether someone can affect the project, but how they will react. |
| **Relationship mapping** | The connections between stakeholders | Influence travels through relationships, and you need to find who can reach whom. |
Most teams start with the power/interest grid and add a second method only when the first leaves a real question unanswered.
## The stakeholder mapping template
A stakeholder map gives a visual representation of the relative importance of your stakeholders. The two common axes are:
- **Level of interest.** How much a stakeholder cares about the outcome. Are they beneficiaries, or will there be negative effects?
- **Level of influence.** The degree to which a stakeholder can make or break the project, for example through funding, legislation or protest.
Other dimensions may suit some organizations better, such as level of investment, level of support from adversary to advocate, or need for outcomes.
Plotting influence against interest is also known as a power/interest grid or Mendelow matrix. The resulting stakeholder matrix indicates what kind of engagement each group needs.
| Quadrant | Influence | Interest | Engagement strategy |
| --- | --- | --- | --- |
| **Manage closely** | High | High | Key players. Involve in decisions and engage regularly. |
| **Keep satisfied** | High | Low | Keep on side. Getting them offside is a risk. |
| **Keep informed** | Low | High | Consult and keep informed to retain their support. |
| **Monitor** | Low | Low | Monitor periodically. Their relevance may change. |
### Keep satisfied: high influence, low interest
These stakeholders are highly influential but they do not have much interest, and they are not actively engaged in your project.
Consider their objectives and keep them satisfied so they remain advocates. Getting them offside is a risk.
Examples: regulators such as an environmental or food-safety agency, and administrators with discretion over budgets.
### Monitor: low influence, low interest
These stakeholders sit on the periphery. They are neither interested nor influential.
Monitor their activity from time to time. Their relevance may change. Keep them informed to encourage interest.
Examples: support and complementary services.
### Manage closely: high influence, high interest
These are your key stakeholders. They have a lot of influence and a strong interest in the outcome. Manage them well to build strong relationships and retain support. Involve them in decisions and engage regularly.
Examples: trade unions, politicians and senior officials, investors, senior management, project sponsors.
### Keep informed: low influence, high interest
These stakeholders care a great deal about your project but have little power to influence it.
Anticipate their needs and keep them informed to retain their support. Consult them on their area of interest and use their input to improve your chances of success.
Examples: end users of a program or product, community members, community action groups, media outlets.
## Stakeholder mapping examples
### Example one: rolling out a new HR system
A project team is replacing the HR system used by every employee. They brainstorm everyone affected, then place each group on the grid.
- **Manage closely:** the HR director, who owns the outcome, and the project sponsor, who controls the budget. Both sit in every key decision.
- **Keep satisfied:** the finance lead and the IT security lead. Neither wants to be involved week to week, but either can stop the rollout. Periodic sign-offs keep them on side.
- **Keep informed:** the employees and line managers who will use the system daily. They cannot change the decision, but adoption depends on them, so they are consulted and updated throughout.
- **Monitor:** the external payroll supplier, whose involvement is minor until go-live.
Rating each group from adversary to advocate then reveals who needs winning over before the rollout begins. Here it was the line managers, who had been through a failed system change before.
### Example two: a school consulting its community on a new timetable
A school is changing its daily timetable, which affects families, staff and local services.
- **Manage closely:** the school board and the principal, who approve the change, and the teachers’ representative, whose members work the hours.
- **Keep satisfied:** the education department, which sets the rules the timetable has to satisfy but takes no interest in the detail.
- **Keep informed:** parents and carers, who care intensely and will judge the outcome, but who do not make the decision. This is the largest group and the one most likely to be under-served.
- **Monitor:** the local bus operator and nearby after-school programs, whose schedules may need to shift later.
The map makes the risk obvious. The group with the most feeling has the least formal influence, so a consultation that only informs them is likely to produce a backlash.
## What are the four steps of stakeholder mapping?
1. Identify your stakeholders. Build a categorized list of everyone interested in, affected by, or influential over the work.
2. Position them on the map by influence and interest.
3. Rate their level of support, from adversary to advocate.
4. Agree the actions and communication for each group, with owners and timeframes.
## What is the best tool for stakeholder mapping?
Any tool that lets a group position stakeholders together and keeps a record of the reasoning. A whiteboard and sticky notes works for a group in one room. For a group that is spread out, or where you want to prevent one loud voice from anchoring every placement, an online tool lets people position stakeholders independently first and then shows the group average. That is how GroupMap runs it, and it removes the collation work between the session and the report.
## What are the 7 C’s of stakeholder management?
A commonly used checklist for keeping engagement honest: clarity about what you want, context about their situation, consistency in what you say, credibility so you are believed, commitment that outlasts the launch, communication that goes both ways, and collaboration where they can shape the outcome. It is a reminder that mapping is only the first step. What you do with the map is stakeholder management.
## Common mistakes in stakeholder mapping
- Defining stakeholders too broadly, so “the community” hides four groups with different interests.
- Mapping once and never revisiting. A stakeholder map is not static, and positions move as a project progresses.
- Relying on a single perspective. One person’s map reflects one person’s blind spots.
## How to run a stakeholder mapping session
Assemble a cross-functional group with a range of perspectives on the business, product, service or project. The quality of the outcome depends on the insight of the participants, and a diverse group helps to identify key stakeholders from across the whole organization.
There are six general steps for a stakeholder mapping workshop. The time required varies with the organization, the size of the group and the focus of the session, but there is no reason the map cannot be completed within an hour. A full communications plan in response to the map takes longer.
Give context and define the scope. Make sure everyone understands the purpose of the session and how the results will be used. Goals depend on the industry, the organization, the stage of the project, and your current engagement objectives. For example, will the session cover current stakeholders, or those potentially affected by a new initiative?
Present information that gives context for the map. That might include results from a business impact assessment, a [Business Model Canvas](/templates/business-model-canvas/), a [SWOT analysis](/templates/swot-analysis/) or a [PESTLE analysis](/templates/pestle-analysis/), industry trends and news, and the relevant rules and regulations.
Define the criteria for each axis. These definitions can differ a great deal from one analysis to another.
Then build a categorized list of the people or groups interested in or affected by your work, or who have power over what you do. Stakeholders usually fall into two categories: those who contribute to the initiative, and those affected by it. Some fit both.
Examples of stakeholder groups include owners and investors, direct and indirect customers, employees and beneficiaries, suppliers, competitors and industry associations, the community including residents and special interest groups, and government authorities and regulatory bodies.
Questions to consider:
- Will this stakeholder be affected by the project?
- Can they influence it?
- Do they control or influence any resource you need?
- Do they have skills or capabilities you need?
- At what stage does this stakeholder have the most impact?
Gather ideas on a whiteboard, sticky notes, poster paper, or in an online tool such as GroupMap. An online tool greatly reduces the time and effort of collating and organizing the information in the steps that follow.
Once you have a complete list, position each stakeholder on the map to show their relevance relative to one another. The matrix shows how critical each one is and where to focus your engagement effort.
This can be done individually, or in small groups then combined, or as a facilitated discussion. A tool like GroupMap saves considerable effort here, especially with the individual-first approach, because the software produces the group average automatically.
Rating each stakeholder on their level of support adds a third dimension. Advocates will help you succeed. Adversaries will make things difficult, and you will need to work to bring them on board and manage their objections.
Discuss and add comments against each stakeholder to inform later actions. It is neither practical nor necessary to communicate with every stakeholder at every stage. The more information you have, the easier it is to prioritize.
Once the group agrees it has identified the key stakeholders, decide the follow-up activities, along with the people, expertise and budget needed. You may need interviews or forums with key players to work out what motivates them, what information they want, and how they want to receive it, before you write your communications plan.
Finally, compile a report containing the stakeholder rankings, the planned actions, who owns them, and the timeframes. Use it to communicate outcomes and encourage buy-in, monitor the status of actions as they change, provide a foundation for future sessions, and feed other planning processes. GroupMap generates reports in several formats automatically, which saves the write-up after the workshop.
## Who uses stakeholder mapping?
Stakeholder management matters to every organization, program and project. Stakeholder mapping is useful across all industries, all levels of an organization and all departments, for existing and new businesses, and for projects and business processes.
Use it in regular organizational reviews, when assessing changing business conditions, when developing new initiatives, and as part of a broad environmental scan for early planning.
It matters most in the early stages, and for projects that affect the community, span multiple teams or organizations, cross cultural boundaries, or have external investors.
### Related templates
- [Business Model Canvas](/templates/business-model-canvas/)
- [PEST analysis](/templates/pest-analysis/)
- [PESTLE analysis](/templates/pestle-analysis/)
- [Risk assessment](/templates/risk-assessment/)
- [RAID log](/templates/raid-log/)
### Tips for effective stakeholder mapping
- Choose participants who bring expert knowledge, and some who bring a fresh perspective.
- Use technology to include critical people in other locations rather than lose their contribution.
- Be specific rather than broad when defining stakeholders.
- Allow enough time in the session to position and rate people properly.
- Communicate outcomes, and update the map as the project moves.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its platform is designed to improve the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap ensures no single voice dominates and keeps conversations productive and inclusive. The interface is easy for anyone to use, and it scales from small teams to large groups, whether they are in one room or spread around the world. Customizable templates and workflows keep discussions focused on objectives, so you get actionable outcomes every time.
---
# Start Stop Continue Retrospective
URL: https://www.groupmap.com/templates/start-stop-continue-retrospective/
## What is a Start Stop Continue Retrospective?
A start stop continue retrospective is a simple and effective way for teams to reflect on their recent experiences and decide on what things they should change as they move forward.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/d41e30bc-084b-4b4b-9d51-5125e39fe891/&cc=www-template">Create a Start Stop Continue Retrospective in GroupMap</Button>
- **Start** – activities are those things the team will begin doing in the next cycle.
- **Stop** – looks back at the previous cycle of the project to identify which things didn’t work and should cease.
- **Continue** – identifies things that worked in the previous cycle and need to be part of the team’s core activities.
## Why do a Start Stop Continue Retrospective?
The start stop continue retrospective is one of the simplest project review techniques and requires no special equipment or knowledge to complete.
This technique starts by identifying actions that team members think they should “do.” The method differs from [Agile](/templates/agile-retrospective/) and [4Ls Retrospectives](/templates/4ls-retrospective/) which develop ideas and issues requiring solutions first and THEN develop an action plan.
This retrospective technique:
- Gives teams an opportunity to review how they are going and identify improvements they can implement in the future.
- Makes it easier for teams to clarify issues, weight the impact of ideas, and reach a consensus based on shared priorities.
- Is very action orientated and provides momentum and energy for the team. Each item on the list results in behavioral change.
- Empowers teams to continuously improve the way they work.
### Related templates
- [4Ls Retrospective](/templates/4ls-retrospective/)
- [Agile Retrospective](/templates/agile-retrospective/)
- [DAKI Retrospective](/templates/daki-retrospective/)
### Tips for effective Start Stop Continue Retrospective
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize Groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Be specific rather than broad when defining actions.
- Provide adequate time in the session to discuss and vote on actions.
## Who should do a Start Stop Continue Retrospective?
Because of it’s simplicity this retrospective method is suitable for:
- All kinds of project teams including software development
- Program reviews
- Executive reviews
- Personal performance evaluations
## Start Stop Continue Retrospective template
### Start
Activities that may:
- improve processes
- reduce waste
- have a positive impact on the way the team operates
As with “stop” activities, consider both technical and behavioral aspects. If they work they can go onto the continue list in the next review.
### Stop
Activities that:
- are inefficient
- waste time or resources
- have a negative impact on the way people feel or the way things work
Activities on this list may be technical or behavioral things and should cease.
### Continue
Activities the team has tried and were successful but are not yet part of common practice.
Once the activities are part of the way things are done, add them to procedure manuals and checklists and remove from this list.
## How to run a Start Stop Continue Retrospective
A start stop continue retrospective is one of the simplest review tools. It require no specialized equipment or skills, other than the ability to facilitate group discussions.
If the review team is scattered over different locations, there are challenges ensuring everyone is involved. Facilitators may need to look beyond the usual sticky notes and whiteboards to video conferencing, web-based applications such as Google Docs, and specialized online collaboration tools such as GroupMap.
Most start stop continue retrospectives will take less than 20 minutes. You can time-box stages of the process to keep the team on track.
Team members think about what actions they should start, stop, and continue doing as a team. This step can be done individually or in small groups, then combined to reflect the whole team’s outlook.
Use a whiteboard or poster paper with sticky notes, an online document such as Google Docs, or a specialized online collaboration tool such as GroupMap.
The important idea in this step is that items must be “activities” as opposed to the “ideas” generated by other review techniques such as 4L’s and Agile Retrospectives. The items in each list are already actions, so the action planning step is not necessary.
Make each action visible to the whole group so they can be discussed, clarified, and challenged where necessary, to ensure shared understanding.
Combine all individual contributions, group duplicates or similar actions, and discard those which aren’t in scope.
Once the final list of actions is clarified, the team votes on the most important moving forward.
Allocate each team member one or more votes to distribute across the action lists according to their priorities. They can choose between single or multiple votes per action.
The result is a prioritized list of what the team will start, stop and continue doing during the next project cycle.
Compile and distribute a report on the retrospective outcomes to the team. GroupMap automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Start Stop Retrospective
URL: https://www.groupmap.com/templates/start-stop-retrospective/
## What is a Start Stop Retrospective?
A start stop retrospective is a simple and effective way for teams to reflect on their recent experiences and decide on what things they should change as they move forward.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/844efa11-bc84-4855-a93c-df75c07429f8/&cc=www-template">Create a Start Stop Retrospective in GroupMap</Button>
- **Start** – activities are those things the team will begin doing in the next cycle.
- **Stop** – looks back at the previous cycle of the project to identify which things didn’t work and should cease.
## Why do a Start Stop Retrospective?
The start stop retrospective is one of the simplest project review techniques and requires no special equipment or knowledge to complete.
This technique starts by identifying actions that team members think they should “do” rather than “ideas and issues” that require solutions and then the development of an action plan as with [Agile](/templates/agile-retrospective/) and [4Ls Retrospectives](/templates/4ls-retrospective/).
This retrospective technique:
- Gives teams an opportunity to review how they are going and identify improvements they can implement in the future.
- Makes it easier for teams to clarify issues, weight the impact of ideas, and reach a consensus based on shared priorities.
- Is very action orientated and provides momentum and energy for the team. Each item on the list results in behavioral change.
- Empowers teams to continuously improve the way they work.
### Tips for effective Start Stop Retrospective
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize Groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Be specific rather than broad when defining actions.
- Provide adequate time in the session to discuss and vote on actions.
## Who should do a Start Stop Retrospective?
Because of it’s simplicity this retrospective method is suitable for:
- All kinds of project teams including software development
- Program reviews
- Executive reviews
- Personal performance evaluations
- 4Ls retrospective
- Agile retrospective
- Starfish retrospective
- Anchors and engines
- DAKI retrospective
## Start Stop Retrospective template
### Start
Activities that may:
- improve processes
- reduce waste
- have a positive impact on the way the team operates
As with “stop” activities, consider both technical and behavioral aspects.
### Stop
Activities that:
- are inefficient
- waste time or resources
- have a negative impact on the way people feel or the way things work
Activities on this list may be technical or behavioral things and should cease.
## How to run a Start Stop Retrospective
A start stop retrospective is one of the simplest review tools. It require no specialized equipment or skills, other than the ability to facilitate group discussions.
If the review team is scattered over different locations, there are challenges ensuring everyone is involved, and facilitators may need to look beyond the usual sticky notes and whiteboards to video conferencing, web-based applications such as Google docs, and specialized online collaboration tools such as GroupMap.
Most start stop retrospectives will take less than 20 minutes. You can time-box stages of the process to keep the team on track.
Team members think about what actions they should start and stop doing as a team. This step can be done individually or in small groups, then combined to reflect the whole team’s outlook.
Use a whiteboard or poster paper with sticky notes, an online document such as Google Docs, or a specialized online collaboration tool such as GroupMap.
The important idea in this step is that items must be “activities” as opposed to the “ideas” generated by other review techniques such as 4L’s and Agile Retrospectives. The items in each list are already actions, so the action planning step is not necessary.
Make each action visible to the whole group so they can be discussed, clarified, and challenged where necessary, to ensure shared understanding.
Combine all individual contributions, group duplicates or similar actions, and discard those which aren’t in scope.
Once the final list of actions is clarified, the team votes on the most important moving forward.
Allocate each team member one or more votes to distribute across the action lists according to their priorities. They can choose between single or multiple votes per action.
The result is a prioritized list of what the team will start and stop doing during the next project cycle.
Compile and distribute a report on the retrospective outcomes to the team. GroupMap automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Startup Canvas
URL: https://www.groupmap.com/templates/startup-canvas/
## What is a Startup Canvas?
A Startup Canvas is a one-page strategic planning tool used to help entrepreneurs define, realize and communicate their business model on a single page.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/a3ef6c4c-12b0-4ca2-ab20-64d7f9f9585c/&cc=www-template">Start a Startup Canvas in GroupMap</Button>
This is a variation of the Business Model Canvas by Alexander Osterwalder and Yves Pigneur. The Start Up Canvas was created by Maurya Ash, a notable start up adviser who varied the original model to be more focused on a new business.
Since then, more variations have been created. The one shown here includes a broad set of aspects for a start up including value, user acquisition and channels to market.
## Why use a Startup Canvas?
- Defines your business model. You can see how the elements fit together and how one affects the other.
- Improves focus and priorities. By honing in on the areas a start-up business needs most, you can be smarter with time and money.
- Can identify gaps and opportunities. Working through each element challenges assumptions and can also spark new ideas.
- It acts as a communication tool. A ‘one pager’ helps you communicate the vision to the team and investors.
- Allows for easy iteration and refinement. You can easily change or update your canvas as you learn more or gain clarity.
## Who should use Startup Canvas?
- Start up teams
- Entrepreneurs and start up founders
- Business Consultants
- Start up coaches and advisors
- Investors
- Educations in entrepreneurship and design thinking
### Related templates
- [Business Model Canvas](/)
- [Value Proposition Canvas](/templates/value-proposition/)
- [Lean Canvas](/templates/lean-canvas/)
- [Hackathon Canvas](/templates/hackathon-canvas/)
### Tips for effective Startup Canvas
- Focus on the problem first. Having a clear definition of the problem goes a long way to making sure the solution in mind fits. Hit the nail with the hammer, not the other way round.
- Ensure that the solution is unique, but also has value. It’s great to be one of a kind, as long as it also solves the problem.
- Iteration is key. It would be a miracle if the first cut of the start up canvas stays the same. As lessons are learned, and assumptions are validated, the canvas should evolve and change as needed.
- Work with the team and invite others. It will help give new perspectives, critical thinking and opportunity for feedback.
## How to use a Startup Canvas
It all starts with your new business idea. You can start with a proposed name.
The critical thing to define is the customer’s problem. From there, you can refine any solution/s you have in mind.
Identifying competitors helps develop an understanding of the current market landscape. Then list all the ways your solution brings value to solving the problem. Capture what you know to date and how you will create a minimum viable product.
Next, define your ideal customers and how you attract them to your business. This step is crucial in knowing how you might market and position your product.
Finally, decide on who you need in your team to accomplish the goals you have for your company and create the vision for your startup.
You can decide if you want your team to brainstorm collaboratively or individually. A collaborative approach can allow for open discussion and real time flow. Capturing ideas individually first can open up new possibilities which can then be discussed, refined and culled later. You can capture additional comments against each idea and if you are using an online brainstorming tool like GroupMap, then you can add links, images and files to support the statement under each heading.
Based on the ideas and options people have come up with, open up the section to full size and then select items that can be grouped together. Work through each section with the team to narrow down the options and refine the model.
Ask people to vote on the areas of the Canvas that need more discussion or the most action.
For example you could ask people to vote on the Canvas on ideas that:
- have the least information or certainty and need additional validation
- require more discussion and thought
- will provide your company with a strategic competition
- require immediate attention and action
All votes are done independently and can then be seen at a later stage to reduce bias and anchoring.
Once voting is complete, this will show you the result of the votes. You can sort the highest voted ideas to the top if you wish.
Based on the ideas with the most votes, you can now add action items including who should do it, and by when. This will help your team create an action plan in the reports and to start working towards your vision.
Come back to the Start Up Canvas to reiterate and re-vote as needed.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# SWOT Analysis
URL: https://www.groupmap.com/templates/swot-analysis/
## What is a SWOT Analysis?
SWOT analysis is a simple, but useful, planning tool for assessing internal and external factors impacting on your organization’s success, now and in the future. The SWOT methodology identifies internal strengths (S) and weaknesses (W) of the organization and external Opportunities (O) and Threats (T) in the marketplace.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/5f3ad130-57b5-40ed-aec3-7690b77fbb75/&cc=www-template">Start a SWOT Analysis in GroupMap</Button>
The information identified during a SWOT session provides the basis for further in-depth analysis using other business tools, and should lead to a business strategy and action plan that capitalizes on strengths, rectifies weaknesses, takes advantage of opportunities, and minimizes threats.
## Why do a SWOT Analysis?
Using a SWOT analysis as a planning tool provides an opportunity to bring your whole team together, encourages their participation development of your business strategy, and promotes mutual understanding of critical issues impacting on your success. Developing a SWOT Matrix does not require specialized training and has minimal cost, except for the time of those involved. You can use it:
- As part of an annual strategy review
- To react and respond proactively to a changing environment
- To explore new initiatives
- To focus and redirect efforts and resources
- As part of emergency and crisis planning
- As a broad environmental scan for initial planning
- To plan an individual’s career or develop a performance plan.
## Who can use a SWOT Analysis?
Because the technique is so simple and versatile, development of a SWOT chart is useful for:
- All industries
- Anyone who needs to make decisions and manage initiatives
- All levels of an organization
- Existing businesses
- New businesses
- Individuals
### Tips for facilitating an effective SWOT Analysis
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize Groupthink by brainstorming ideas individually then combining issues to get the overall picture.
- Be specific rather than broad when defining ideas.
- Use quantitative data where possible to focus on the crux of issue.
- Provide adequate time in the session to rank and prioritize ideas.
- Customize rating dimensions for your organization to ensure prioritized issues are those that matter most and have the greatest impact.
- Communicate outcomes to stakeholders and regularly update progress on actions.
## SWOT Analysis template
### Strengths
Strengths are characteristics that give you a competitive advantage and can be leveraged for success. When choosing strengths they should be unique to your organization. If everyone in your industry has the same strength then it’s not a strength, it’s necessary for your survival.
Strengths could include such things as:
- Your brand and reputation
- Patents and intellectual property
- Prime location
- Key employees
- Advanced technology or leading edge processes
List of example questions:
- What do we do better than anyone else?
- What unique resources can we draw upon that our competitors can’t?
- What do our customers see as our strengths and why do they choose us?
### Opportunities
Opportunities are reasons why your business is likely to grow.
Opportunities might include:
- New markets
- New technology
- Changes in customer demographics and lifestyle choices
- Topical events
- Changes in government policy
List of example questions:
- What changes and trends in our external environment can we benefit from?
- Is the opportunity ongoing or is there a limited window to get involved?
- Is the market expanding or do other factors make it worth pursuing?
### Weaknesses
Weaknesses are issues that reduce your competitiveness and require improvement.
Weaknesses might include:
- A lack of expertise, skills or funds
- Aging infrastructure and technology
- An inflexible workforce.
A list of example questions e.g.
- What are your competitors doing better than you?
- What makes potential customers buy from others?
- What factors lose you sales?
### Threats
Threats are issues that might inhibit growth and competitiveness.
Threats might include:
- New regulations
- New competitors
- Political change
- Environmental conditions
- The state of the economy
List of example questions:
- What moves are our competitors making that impact on our business?
- What changes will negatively affect revenue and profits?
- What threats do our suppliers face that will impact on us?
## Internal factors – strengths & weaknesses
Internal Strengths and Weaknesses are in the NOW. They are things that the organization or individual can change with the application of time, effort, and resources. Tip: While strengths and weaknesses are about the business or project it’s important to consider what your customers and other external stakeholders think in addition to the in-house team.
## External factors – opportunities & threats
External opportunities and threats are usually in the future. They are not something you can control or change, but you can identify strategies to take advantage of them or minimize their impact. An issue which is an opportunity for one organization might be a threat to another. The issues identified by participants should relate to the business objective defined at the start of the session and not just a random set of ideas relating to the organization.
## How to run a SWOT Analysis session
The time required to conduct an effective SWOT analysis workshop depends on the organization, the size of the group, and the focus of the session. However, there is no reason why the objective setting, brainstorming, and ranking can’t be completed within 45 minutes. Development of an action plan may take a further 30–60 minutes.
All SWOT exercises should begin by stating the objective of the session and ensuring all participants are clear on the scope so they can focus their efforts. Define the objective before the actual workshop to save time.
The objective should define whether the SWOT analysis is focused at the strategic, tactical, project, product/service, or personal level and have a clear timeframe. Are participants focussed on the next month, year, or a multi-year period?
Each SWOT analysis is unique to an objective. If the business objective, project or product changes, then the SWOT should be reviewed and updated.
Example SWOT objectives:
- Define Strategic Priorities for the next five years.
- Establish a presence in Asian markets within a year
- Implement a new CRM system across the organization in next financial year.
Different methods for gathering input and ideas from participants include a whiteboard, post-it notes, or on dedicated software like GroupMap. (Note: The latter makes the steps that follow far easier and less resource intensive.)
The results from analysis using these complementary tools are useful at this point. To save time, perform these activities prior to the Workshop: PEST/PESTEL, Stakeholder Analysis, Business Model Canvas, Porter’s Five-Forces.
Once you have everybody’s ideas they need to be organized. Spend time culling duplicates, merging similar ideas, and discarding those not in scope.
This step is more time consuming if the brainstorming was performed individually – or completed at different times and locations. Using a software tool like GroupMap to group ideas can significantly reduce the time and effort required in this step – and result in a better outcome.
Narrow the final SWOT Analysis to the most critical three to five factors in each quadrant. These are the issues you should address in your SWOT Action Plan.
Hint: This step is easier if you identify the top 3 – 5 dimensions you want to rate each item against. For example:
- Strategic Objective – How much impact this item has on the objective
- Revenue – Potential impact on revenue
- Timeframes – immediate, mid/long term
Participants can rank items independently and then combine their rankings, or this step can be done as a group. Where there are large disparities in individual ratings, get participants to explain their logic.
*Combining individual rankings into an overall score is much easier and faster if you use an online tool like GroupMap, especially if you have more than one criteria.*
For each priority issue, there should be one or more actions. Assign responsibility and a timeframe for completion to a group or individual. Consequently, the time and effort to complete the SWOT analysis are rewarded with progress and improvement over time.
Sharing and communicating the outcomes of the SWOT analysis and subsequent action plan are essential to getting buy in from participants and other stakeholders. It’s important that things change because of the effort and time spent in the session or people are unlikely to want to participate in future initiatives.
The final report from the SWOT analysis and associated action plan enables:
- Communication to relevant stakeholders
- Further analysis using other business tools – E.g Business Model Canvas,
- Monitoring the progress of actions
- A foundation for future reviews.
GroupMap automatically generates visually appealing reports in several formats for distribution, saving time and effort after the workshop.
### Related templates
- [Stakeholder analysis](/templates/stakeholder-analysis/)
- [PESTLE analysis](/templates/pestle-analysis/)
- [PEST analysis](/templates/pest-analysis/)
- [TOWS analysis](/templates/tows-matrix/)
### References
- *What is SWOT Analysis and how to apply it on your business* – Foundenist.com
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# T-chart
URL: https://www.groupmap.com/templates/t-chart/
## What is a T-chart?
A T-chart is a two-column [graphic organizer](/graphic-organizers/) used to compare or contrast two sides of a topic. It takes its name from its shape: a horizontal line across the top holds the two column headings and a vertical line down the middle divides the page, together forming a letter **T**. Ideas are then listed in the two columns so the two sides can be weighed side by side.
Because it is so simple, the T-chart is one of the most versatile organizers there is. The two columns can hold pros and cons, advantages and disadvantages, before and after, facts and opinions, cause and effect, or any other pairing where seeing two sides next to each other helps you think.
**Key takeaways**
- A T-chart is a **two-column** organizer for comparing two sides of a topic.
- The name comes from its **T shape**: two headings on top, a dividing line down the middle.
- Common uses: **pros and cons, advantages and disadvantages, before and after, facts and opinions, cause and effect**.
- Its strength is speed and clarity — it gets a group weighing two sides fast.
- The real value is the **conclusion** you draw after both columns are full, not the list itself.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/173c6325-77f1-458d-b778-56744e09b35d/&cc=www-template">Build a T-chart with your team in GroupMap</Button>
## When to use a T-chart
A T-chart fits any question that has two clear sides. Some of the most common pairings:
| Left column | Right column | Use it to… |
|---|---|---|
| Pros | Cons | weigh a decision |
| Advantages | Disadvantages | compare two options |
| Before | After | show change over time |
| Facts | Opinions | build critical-reading skills |
| Cause | Effect | analyze why something happened |
| Problem | Solution | pair issues with fixes |
## Why use a T-chart?
- **It is fast and unintimidating.** Two columns are easy for anyone to start filling in, which makes it a great warm-up or discussion opener.
- **It structures a comparison.** Forcing ideas into two columns keeps a debate balanced instead of one-sided.
- **It supports decisions.** Laying out both sides makes the trade-offs visible before a group commits.
- **It builds thinking skills.** In the classroom, sorting facts from opinions or causes from effects is a core critical-thinking exercise.
## Who should use a T-chart?
Teachers use T-charts constantly, whether comparing characters, sorting facts and opinions, or mapping cause and effect. Teams and facilitators use them to weigh options, run quick pros-and-cons discussions, and structure before-and-after reviews. Because it needs no special knowledge to use, a T-chart is a reliable choice whenever you want a group to consider two sides of something together.
## T-chart example
A team is deciding whether to adopt a four-day work week. Their pros-and-cons T-chart might look like this:
- **Pros**: better work-life balance; a hiring and retention advantage; potential productivity gains from focus; lower burnout.
- **Cons**: harder to cover client hours; risk of the same work compressed into fewer days; coordination across teams; uncertain impact on some roles.
Once both columns are full, the team dot-votes the points that matter most and uses the weighted picture, not a raw count of items, to decide. The chart makes the trade-off explicit and gives everyone a shared record of the reasoning.
## How to run a T-chart in GroupMap
A T-chart on a whiteboard captures whoever speaks loudest. In GroupMap, everyone adds to both columns at once, so the comparison reflects the whole group.
1. **Set the question and label the two columns** as the objective.
2. **Brainstorm both sides**: everyone adds points under each column at the same time.
3. **Group** similar points so each column is easy to scan.
4. **Vote** to weight the points that matter most.
5. **Conclude and share**: review the two sides, agree an outcome, and share the chart.
{/* IMAGE-TODO [device]: The T-chart template shown in GroupMap on a laptop, tablet and phone, with a team adding cards into two labelled columns and dot-voting the strongest points. */}
## Limitations of a T-chart
- It only handles **two** sides; for three or more perspectives use a multi-column list or a [PMI (plus, minus, interesting)](/templates/pmi-plus-minus-interesting/) chart.
- It shows the two sides but not their **overlap**; if what the two things share matters, a Venn diagram fits better.
- A long list in each column can imply a "count the items" decision; remember to weight and discuss, not just tally.
### Related templates
- [Pros and cons list](/templates/pros-and-cons-list/): the classic two-column T-chart for weighing a decision.
- [PMI (plus, minus, interesting)](/templates/pmi-plus-minus-interesting/): add a third "interesting" column for a more rounded view.
- [Frayer model](/templates/frayer-model/): a four-square organizer for understanding a single term.
- [Empathy map](/templates/empathy-map/): organize what a person says, thinks, does and feels.
### References
- [Implementing the text structure strategy in your classroom](https://www.readingrockets.org/topics/comprehension/articles/implementing-text-structure-strategy-your-classroom): Reading Rockets on using T-charts as a compare/contrast graphic organizer.
- [Graphic organizer](https://en.wikipedia.org/wiki/Graphic_organizer): overview of organizer types including the T-chart.
## Weigh both sides together with GroupMap
A T-chart works best when both columns come from the whole group, not just the person at the board. GroupMap lets everyone add points to each side at once, cluster and weight them live, and reach a conclusion that reflects the room, with a shared record of both sides that is ready to share the moment the discussion ends.
---
# Team Canvas
URL: https://www.groupmap.com/templates/team-canvas/
## What is a Team Canvas?
The Team Canvas was first developed by Alex Ivanov and is designed to work through with your team. By working through the elements outlined, you’ll collectively map the purpose, objectives, metrics, values, behavioral standards, influence, inclusion, rituals, and symbols that help teams function.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/4b67ef10-41b2-4424-be72-ccf3f1cf1d67/&cc=www-template">Start a Team Canvas in GroupMap</Button>
You can use the Team Canvas for new teams or teams that may be struggling and could do with some improvement.
The Team Canvas is also used to guide better choices, solve conflicts, lift, or add more meaning to the workday.
Elements for brainstorming in a Team Canvas can vary from a “basic” five elements of Purpose, Goals, Roles and Skills, Values, and Rules and Activities to a full version that explores key aspects of personal and team alignment, key values and goals, as well as the expectations and capacity of the team.
Elements explored in the full version of the Team Canvas include:
- Identifying People and their Roles in a team;
- Outlining the Purpose of “why are we doing this in the first place?”
- Looking at the Common Goals that as team you would like to achieve in a feasible, measurable and time-bounded way;
- Brainstorming what each team member’s Personal Goals are;
- Sharing what are the Values of the team that they stand for and guide the way they work and operate;
- Looking at the Strengths and Assets available now within the team to achieve the Goals set;
- Understanding what Weaknesses and Risks are recognized individually and as a team;
- Checking to see what Needs and Expectations are required for each team member to achieve the Common and Personal Goals;
- Setting the Rules and Activities that the team together would like to introduce after completing the Team Canvas.
### Related templates
- [Team charter](/templates/team-charter/)
- [Scrum values in action](/templates/scrum-values-in-action/)
- [Agile Retrospectives](/templates/agile-retrospective/)
### Tips for effective facilitation of Team Canvas
- Start by showing the team canvas and explain that together you’ll be using it as a tool to help you understand each other better.
- Allow for anonymous brainstorming if you feel like your team would be more comfortable to honestly express their thoughts and ideas.
- Walk through each of the elements in the Team Canvas with your team and provide example questions that resonate the most and can help in your team providing structured ideas and feedback.
## Why do a Team Canvas?
The Team Canvas exercise is for every team member to participate actively with help from a facilitator. The canvas helps everyone map out their desired future state and goals.
It makes it visible for everyone and transforms abstract team concepts into visible concrete ones.
The outputs of the canvas are the guide rails that will help prevent team members falling off the edge when there are conflicts, decisions, or problems. It’s designed to help you foster team performance.
## Who should use a Team Canvas?
The Team Canvas has been designed to assist leaders and teams in organizations in challenging the current state and imagine a better future state for how they work. Use the exercises to adopt new team norms, introduce practices and rituals for how they can work more effectively.
Use the Team Canvas to help:
- Your team navigate the ups and down and provide some early warning signals so the team can adjust;
- Your team to understand and agree on purpose, goals, measures, and values;
- Your team decides what behaviors and rituals to support your goals and values.
## Team Canvas template
The Team Canvas template is divided into eight “windows” or elements to brainstorm ideas on, with a center focus on the Purpose of conducting the exercise. Designing a team is an iterative process, and together with your team, you can prototype behaviors and rituals that reflect your team values and objectives using the Team Canvas. Together you can examine if it’s working for you, collect feedback and fine tune as you go.
### People & roles
What are your names and the roles in the team? What are we called as a team?
### Values
What do we stand for, what are our guiding principles, what are our common values that we want to have at the core of our team?
### Personal goals
What are our individual personal goals? Are there personal agendas that we want to open up?
### Strengths and assets
What are the skills in our team that will help us achieve our goals? What are we good at, individually and as a team?
### Common goals
What you as a group really want to achieve? What is your key goal is measurable, feasible and time bounded?
### Rules & activities
What rules do we want to introduce after this session? How do we communicate and keep everyone updated? How do we make decisions? How do we execute and evaluate what we do?
### Needs and expectations
What each one of us needs to be successful? What are our personal needs towards the team to be at our best?
### Weaknesses and risks
What are the weaknesses we have individually and as a team? What are some obstacles we see ahead of us?
## How to do a Team Canvas
Use the Team Canvas exercises to adopt new team norms, introduce practices and rituals for how together everyone can work more effectively. The Team Canvas can help all team members begin conversations, gain clarity and produce results.
**Tip** To get the most from the Team Canvas, gather input from a range participants with different perspectives. When you’re working with a large or distributed team, getting everyone together at the same time can be difficult, inconvenient, and costly. Using different technologies like video conferencing, online forms, and collaborative brainstorming software such as GroupMap can help overcome these challenges.
Start by showing the team canvas and explain that together you’ll be using it as a brainstorming tool to help you understand each other better:
- **People & Roles:** start by identifying who’s involved in the Team Canvas exercise. Ask people to put their names and roles down.
- **Purpose:** then work through brainstorming ideas to define what is your team purpose. Sharing a sense of purpose helps connect and propel people forward. It would help if you always mapped your team purpose to align with your organizational mission and values.
- **Common Goals:** Brainstorm the goals that each team member thinks for their overall team purpose and/or projects you might be working on. If your team show polarizing goals, it might come across as a red flag to be addressed in another exercise.
- **Personal Goals:** Ask team members about the individual goals that they personally have for the team and/or for projects or initiatives discussed.
- **Values:** When mapping your team values, they should align with your organizational values and mission. Team values include things like, what you value as a team, your team norms, when and how you work best. Try to ask your participants to capture their ideas in one word for this.
- **Strengths & Assets:** Identify the key pieces of skills (hard skills and soft skills) and assets available within the team.
- **Weaknesses & Risks:** Brainstorm together to share the key weaknesses and areas for improvement that team members face individually, as well as obstacles they face as a team.
- **Needs & Expectations**: In this step, we want to map what practices you value most as a team and what else is required to make sure the team is successful.
- **Rules & Activities:** Collaboratively agree on rules and activities that will help support responsibility, better conversations, inclusion trust, and ultimately, designed to support the behaviors you want to see from each other.
Tip
Online collaboration tools like GroupMap significantly reduce the amount of resources required to combine independent lists. They also make organizing and prioritizing the ideas faster and more straightforward, thus providing savings in time and effort over traditional brainstorming tools such as a whiteboard or post-it notes.
Go through each of the brainstorming elements (i.e. for every question except for People & Roles), and see if it is possible to group them based on similar themes.
For example, under the Values element, there might be similar words such as: Honesty, Integrity, Trustworthy and Straightforward which can be grouped under the “Honesty” theme.
In GroupMap, grouping based on the above mentioned criteria can be easily and visually done by everyone by identifying the grouping and adding the ideas under each group.
Once you have identified specific grouping for each of the elements, encourage your team members to vote – this can be done using a thumbs up or dot voting system – the themes that are most important to support the team going forward.
The themes with the most votes will form the rules that will help define the way the team works, communicates, collaborates and improves together.
Combining individual voting into an overall score is much easier and faster if you use an online tool like GroupMap, especially if you have a few ideas to vote on.
Share the results of your Team Canvas to all team members and have it available as a reminder on what rules for working you have set together. This can also be used to onboard new team members and approach new projects together.
Tip
GroupMap automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Team Charter
URL: https://www.groupmap.com/templates/team-charter/
## What is a team charter?
A team charter is a shared agreement that sets out why a team exists and how it will work together, usually captured on a single canvas covering purpose, values, roles, working agreements, and success measures. It is created by the team, for the team, and acts as the reference point everyone returns to when priorities or behaviors drift.
Building a charter early gives a new or reforming team a common understanding before the work starts. Instead of assuming everyone shares the same picture of the goal, the roles, and the rules of engagement, you make them explicit and agree them out loud.
**Key takeaways**
- A team charter defines a team's purpose and how it will work together.
- Core sections: purpose, values, roles, working agreements, success measures.
- The whole team should build it together so everyone commits to it.
- It is most valuable when a team forms, reforms, or changes direction.
- Treat it as a living document and revisit it as the team evolves.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/c892b866-7667-4241-8f7f-720e6c2486e5/&cc=www-template">Run a team charter with your team in GroupMap</Button>
## Why use a team charter?
A team charter is a simple tool that helps a team:
- Align on a shared purpose so effort points in one direction.
- Make roles and responsibilities explicit, reducing overlap and gaps.
- Agree working agreements up front, so friction is designed out rather than fought over later.
- Define what success looks like, giving the team a clear target.
- Onboard new members quickly, because the "how we work" is written down.
## Who should use a team charter?
Any team benefits, but charters are especially valuable for newly formed teams, cross-functional project teams, and teams that have grown or changed and lost their shared understanding. They suit team leads and scrum masters setting a team up for success, and any group experiencing friction over unclear roles or expectations.
A charter works only if the team owns it. It should be built collaboratively, in a session where everyone contributes and the wording is agreed together, not handed down as a policy document.
## Team charter sections
A typical team charter canvas has five sections:
| Section | It answers | Examples |
| --- | --- | --- |
| Purpose | Why does this team exist? | "Ship a reliable payments experience customers trust." |
| Values | What do we stand for? | Transparency, ownership, kindness, quality first |
| Roles & responsibilities | Who does what? | Product lead, tech lead, on-call rotation, decision owners |
| Working agreements | How do we work together? | Daily standup at 9:30, decisions by consent, respond within a day |
| Success measures | How do we know we're winning? | On-time delivery, low defect rate, healthy team survey scores |
### Worked example: a new cross-functional product squad
A newly assembled squad of engineers, a designer and a product manager runs a charter session in their first week:
- **Purpose**: "Help small teams make decisions faster by shipping a great collaborative planning tool."
- **Values**: Customer first, disagree and commit, no blame, done over perfect.
- **Roles**: PM owns the roadmap, tech lead owns architecture, designer owns the experience, the whole squad owns quality.
- **Working agreements**: Standup at 9:30, no meetings on Wednesdays, decisions default to the owner but anyone can call for a group decision, assume good intent.
- **Success measures**: Deliver the beta by the agreed date, keep the bug backlog under ten, and score 4+ on the team-health survey.
Written down and agreed together, the charter becomes the squad's contract with itself, something they can point to when a disagreement or a new joiner needs grounding.
## How to run a team charter in GroupMap
GroupMap's ready-made Team Charter Template gives you four sections: **Team Mission**, **Values**, **Achievements** and **Responsibilities**. Invite the team in with a link or password and everyone adds their ideas under each section at the same time, so you capture every voice, not just the loudest. Roles and working agreements both sit naturally under Responsibilities, and your success measures under Achievements.
Then group similar contributions, discuss, and converge on the wording the team can commit to. Because it is built live and together, people own the result. Capture any follow-ups as actions, share the finished charter, and revisit it as the team grows or its goals change.
## Limitations of a team charter
A charter helps a team align, but it is not a fix-all. Keep these limits in mind:
1. A charter that is written once and never revisited quickly becomes irrelevant.
2. It sets intentions, not behavior; the team still has to live the agreements.
3. If it is imposed rather than co-created, people ignore it.
4. Too much detail makes it a document nobody reads; keep it to roughly one page.
### Related templates
- [Team canvas](/templates/team-canvas/)
- [Start, stop, continue retrospective](/templates/start-stop-continue-retrospective/)
### References
- [The five dysfunctions of a team, by Patrick Lencioni](https://www.tablegroup.com/product/dysfunctions/)
- [The Team Canvas](https://theteamcanvas.com/)
## Set your team up for success with GroupMap
A team charter works best when it is created by everyone and stays visible. GroupMap lets the whole team contribute to each section at once, group and discuss the ideas live, and agree the wording together, so the charter genuinely belongs to the team. Kept as a living reference and revisited as the team changes, it becomes the shared agreement people actually use, not a document that gets filed and forgotten.
---
# The ESVP Agile Retrospective Check In
URL: https://www.groupmap.com/templates/the-esvp-agile-retrospective-check-in/
## What is an ESVP?
ESVP is an exercise created by Esther Derby and Diana Larsen. Its goal is to help set the stage for a retrospective.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/160b95d9-3389-4813-904f-865d009a076f/&cc=www-template">Start an ESVP in GroupMap</Button>
The ESVP was designed to engage and focus on those involved in the retrospective. At the same time, it gained insight into the participants’ attitudes towards the agile retrospective meeting itself.
While it’s still a popular way to kick off a retrospective, ESVPs are now used more widely. They can be icebreakers used to warm up any type of meeting or collaborative session. They can also be used at any point during a session as a temperature check.
ESVP stands for ‘Explorers, Shoppers, Vacationers and Prisoners’. Participants are invited to indicate the persona with whom they most relate at that point in time.
An ESVP focuses on four areas:
- **Explorer** – Will dive in and discover new things.
- **Shopper** – Will see what can be procured.
- **Vacationer** – Will relax and switch off.
- **Prisoner** – Does not want to be there.
Terms that are used by some groups may not be used by others. That’s why all of GroupMap’s templates are customizable. You could, for example, change ‘Vacationer’ to ‘Observer’ if you feel that word better suits your group.
## Why do an ESVP?
Using an ESVP at the start of your meeting can give everyone insight into the current motivations of the group. This means you’ll get more out of your meeting because you can see the attitudes and expectations of the people there. An ESVP check in exercise helps to create tiny yet powerful threads of connection between meeting participants. These connections help sow the seeds of collaboration.
Setting the stage with an ESVP can also help a facilitator gauge the attitudes of the people in the room. This lets the facilitator shape their next steps and helps everyone make the most of their meeting time.
You can use it to:
- Softly launch your meeting
- Easily gauge the ‘vibe’ of the group
- Decide on how you want to approach the retrospective meeting
## Who should use an ESVP?
The ESVP is an insightful tool and can be used by:
- Scrum Masters
- Iteration Managers
- Coordinators
- Team Leaders
- Teachers
- Trainers
- Facilitators
In a nutshell, people who are working with groups in order to deliver outcomes would benefit from adding an EVSP to their toolkit.
### Tips for effective facilitation of ESVP
- Make it anonymous. This will support psychological safety and reduce the influence of groupthink.
- Explain why you’re running it. This will increase the likelihood of buy-in
- Keep it short. It might be tempting to drill down into responses, but don’t. This will only distract from the meeting and may result in more ‘Prisoners’.
## ESVP template
### Explorer
#### Will dive in and discover new things.
- Eager to examine possibilities
- Positive attitude and high energy
- Motivated by the chance to learn and open to where that may head
### Shopper
#### Will see what can be procured.
- Happy to consider the possibilities
- Reasonably positive attitude and medium energy
- Motivated by chance of finding something of benefit
### Vacationer
#### Will relax and switch off.
- Indifferent to possibilities
- Passive attitude and low energy
- Motivated by the chance to disengage
### Prisoner
#### Will not want to be here.
- Resistant to possibilities
- Closed attitude and medium to high energy
- Motivated by the requirement to attend
## How to create an ESVP
Creating an ESVP is very straightforward. It simply presents people with four categories and asks them to pick one.
To start a face-to-face meeting, a flipchart or whiteboard divided into four zones could be used. People then place a post-it or mark an ‘X’ on the area they wish. To support anonymity, a post-it with an E, S, V, or P could be dropped into a hat with a facilitator recording the results for all to see.
A different approach is needed when it comes to remote and distributed teams. Getting everyone together in the same room at the same time may not be possible. So delivering the ESVP online is the ideal way of engaging all team members.
Screen sharing software, video conferencing, and online collaboration tools allow facilitators to deliver inclusive ESVPs. GroupMap’s ESVP template has been designed with this in mind. It can be used with any type of team (co-located, hybrid or remote).
The time it takes to deliver an ESVP meeting will vary depending on the number of people in the session. With that said, it’s possible to deliver an ESVP online in less than five minutes. This includes sharing time.
GroupMap has included two steps in its ESVP template. The template is designed to allow participants a single anonymous response.
## How to use an ESVP to run better meetings
The goal of the brainstorming stage is to collect a single response from each participant.
Not only is group discussion unnecessary, but it should also be actively discouraged. This is to limit the possibility of groupthink.
GroupMap’s ESVP template has been preset to allow each participant to input one anonymous response.
Share and talk through the results.
This is a good time to discuss –
- how those attitudes will impact the effectiveness of your retrospective or meeting
- how those attitudes align with your meeting ground rules
This is also the point at which you can re-consider the focus and approach for your meeting.
### Related templates
- [Agile retrospective](/templates/agile-retrospective/)
- [Start stop retrospective](/templates/start-stop-retrospective/)
### References
- [Retrospective Check-In using ESVP technique](https://blog.nashtechglobal.com/retrospective-check-in-using-esvp-technique/)
- [5 great ground rules for effective meetings](/blog/5-great-ground-rules-for-effective-meetings/)
- [Using Agile Retrospective Boards to Run Online Meetings with your Team](/blog/using-agile-retrospective-boards-to-run-online-meetings-with-your-team/)
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# TOWS Matrix
URL: https://www.groupmap.com/templates/tows-matrix/
## What is a TOWS matrix?
A TOWS matrix is a strategic planning tool that pairs the four elements of a SWOT analysis (strengths, weaknesses, opportunities and threats) to generate concrete strategies. By systematically crossing **internal factors** (strengths, weaknesses) with **external factors** (opportunities, threats), it produces four groups of actions: **SO, ST, WO and WT**.
Where a [SWOT analysis](/templates/swot-analysis/) simply lists what is true about a situation, TOWS asks the next question: *so what do we do?* Introduced by Heinz Weihrich in 1982, it is the action-oriented flip of SWOT. The reordered letters (Threats and Opportunities first) signal the shift from describing the situation to responding to it.
**Key takeaways**
- TOWS pairs SWOT factors to turn a static list into concrete strategies.
- Four quadrants: SO (use strengths for opportunities), ST (strengths vs threats), WO (fix weaknesses to seize opportunities), WT (defensive, minimize both).
- It crosses internal factors (S/W) with external factors (O/T).
- Run a SWOT first, because TOWS builds directly on its output.
- Its value is generating and prioritizing actions, not just naming factors.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/34e895a5-b510-45b1-88ff-024b9bb15f0c/&cc=www-template">Run a TOWS analysis with your team in GroupMap</Button>
## The four TOWS strategies
The matrix crosses internal factors (columns) with external factors (rows):
| | **Strengths (S)** | **Weaknesses (W)** |
|---|---|---|
| **Opportunities (O)** | **SO (maxi-maxi)**: use strengths to seize opportunities | **WO (mini-maxi)**: overcome weaknesses to capture opportunities |
| **Threats (T)** | **ST (maxi-mini)**: use strengths to counter threats | **WT (mini-mini)**: defensive; minimize weaknesses and avoid threats |
- **SO (strengths-opportunities)**: your most attractive, offensive plays, where a real strength meets a real opportunity.
- **ST (strengths-threats)**: use what you do well to defend against or blunt external threats.
- **WO (weaknesses-opportunities)**: improvement plays that fix or partner around a weakness so you can pursue an opportunity.
- **WT (weaknesses-threats)**: damage limitation, acting defensively to reduce risk where a weakness is exposed to a threat.
## Why use a TOWS matrix?
- It converts a SWOT from a descriptive list into an actionable strategy set.
- Pairing factors surfaces options a team would otherwise miss, especially defensive WT and improvement WO moves.
- It forces the group to connect internal reality with the external environment, not treat them separately.
- The four quadrants give a balanced portfolio of offensive, defensive and improvement strategies.
## Who should use a TOWS matrix?
TOWS suits leadership teams, strategy and marketing groups, and anyone moving from a completed SWOT toward a plan. It is ideal for annual strategy sessions, business planning, and project kick-offs where the team already knows its situation and now needs an agreed set of actions. If you have not yet mapped your factors, start with a SWOT and bring the results into TOWS.
## TOWS matrix example
A mid-size online bookstore has run a SWOT and now builds a TOWS:
- **SO**: strong recommendation engine (S) + growing demand for curated reading (O) → launch a paid personalized subscription box.
- **ST**: loyal community (S) + large retailers undercutting on price (T) → double down on community events and author access that price alone can't match.
- **WO**: weak mobile app (W) + surge in mobile shopping (O) → invest to rebuild the app to capture mobile buyers.
- **WT**: thin margins (W) + rising shipping costs (T) → renegotiate carrier contracts and add local pickup to protect profitability.
The output is not four labels but four decisions: a balanced plan spanning growth, defense and improvement.
## How to run a TOWS analysis in GroupMap
TOWS is a pairing exercise that thrives on many perspectives, so it works best live with the group.
1. **Bring in your SWOT.** Pre-populate the strengths, weaknesses, opportunities and threats, or brainstorm them first.
2. **Group and clarify.** Merge duplicates so you pair a clean, agreed set of factors.
3. **Generate SO strategies.** Ask: how can each strength help us seize each opportunity?
4. **Work through ST, WO and WT.** Pair the remaining combinations to fill every quadrant.
5. **Prioritize.** As a group, vote on the strategies with the most impact and feasibility.
6. **Agree actions and share.** Assign owners and timeframes, then distribute the plan.
## Limitations of the TOWS matrix
- It is only as good as the underlying SWOT: weak or biased factors produce weak strategies.
- It can generate more strategies than a team can act on, so prioritization is essential.
- It does not score or sequence the strategies it produces; pair it with a prioritization method for that.
- Like SWOT, it is a snapshot and should be refreshed as the internal and external picture changes.
### Related templates
- [SWOT analysis](/templates/swot-analysis/)
- [SOAR analysis](/templates/soar-analysis/)
- [PEST analysis](/templates/pest-analysis/)
### References
- [Heinz Weihrich, "The TOWS Matrix — A Tool for Situational Analysis," *Long Range Planning* (1982)](https://doi.org/10.1016/0024-6301%2882%2990120-0)
## Turn your SWOT into action with GroupMap
A TOWS matrix is a collaborative pairing exercise, and GroupMap makes that pairing easy. Bring your SWOT factors onto one shared board, let everyone propose strategies for each quadrant at once, and use live voting to prioritize the moves worth making. Private input keeps quieter voices in the room and reduces groupthink, while customizable workflows keep the session anchored on producing an agreed, actionable plan rather than another list.
---
# Urgent Important Matrix
URL: https://www.groupmap.com/templates/urgent-important-matrix/
## What is the Urgent Important Matrix?
An Urgent Important Matrix is a simple but effective tool for prioritizing your to-do list based on the level of urgency and importance of each task. It’s sometimes referred to as the ‘Eisenhower Matrix’ or ‘Eisenhower Decision Matrix’ and is one of the easiest time management strategies to implement.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/9cf2b816-3a9a-4094-ac68-2005c9f290d5/&cc=www-template">Create an Urgent Important Matrix in GroupMap</Button>
The latter two names refer to one of history’s most “efficient” US Presidents, Dwight Eisenhower, who famously quipped *“I have two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent.” ([learn more](https://en.wikipedia.org/wiki/Time_management#The_Eisenhower_Method))*
When you’re working with limited resources, you can’t just focus on getting lots of work done; you need to focus on getting the RIGHT things done.
## Is the urgent important matrix the same as the Eisenhower matrix?
Yes. The urgent important matrix is also called the Eisenhower matrix (or Eisenhower decision matrix), after US President Dwight Eisenhower, who separated the urgent from the important. The grid, its two axes, and its four quadrants are identical. Only the name differs.
## Key takeaways
- **The urgent important matrix**, also known as the Eisenhower matrix, sorts tasks on a 2×2 grid by *urgency* and *importance*.
- **The four quadrants** tell you what to do now (crises), schedule (plans), delegate (interruptions), and drop (distractions).
- **Spend more time in the important-but-not-urgent quadrant** to prevent tasks from ever reaching crisis point.
- **Run it as a team** so everyone agrees why each task lands where it does. GroupMap positions tasks together into one shared, prioritized action plan.
## Why use the Urgent Important Matrix?
An Urgent Important Analysis helps you to rapidly identify the activities that you should focus on, along with the ones you should ignore. It challenges the role of habitual activities and allows you to regain control of your environment and external demands, rather than allow them to control you. By filtering out “busy” activities that provide minimal value to long term goals, you free up time for things that matter.
Developing an Important vs. Urgent Matrix doesn’t require specialized training and has minimal cost, except for the time of those involved.
### Related templates
- [Impact effort matrix](/templates/impact-effort-matrix/)
- [SWOT analysis](/templates/swot-analysis/)
- [SMART goals](/templates/smart-goals-template-guide-examples/)
### Tips for facilitating an effective Urgent Important Analysis
- Carefully select participants to provide expert knowledge but also a fresh perspective.
- Use technology to involve critical people in different locations rather than miss their contribution.
- Minimize Groupthink by brainstorming tasks individually then combining to get the overall picture.
- Be specific rather than broad when capturing tasks.
- Communicate outcomes to stakeholders and regularly update progress on actions.
## Who can use an Urgent Important Matrix?
Because the technique is so simple and versatile, it’s applicable to all levels of tasks from daily to-do lists through to strategic action plans. Development of an Urgent vs. Important chart is useful for:
- All industries
- All departments
- Existing and new businesses
- Teams and Individuals
## Urgent Important Matrix template
The template for an Urgent Important Matrix is a simple 2 x 2 square. The resulting four quadrants reflect the degree of urgency and importance of individual tasks. The vertical axis shows ‘Importance;’ the horizontal axis, ‘Urgency.’
This handy tool relies on the answer to just two questions:
- Is a task important?
- Is a task urgent?
Each task is then positioned on the prioritization matrix, thus providing a visual representation of which critical activities you should focus your resources and effort on, and which are essentially distractions.
| Quadrant | Urgency | Importance | What to do |
| --- | --- | --- | --- |
| **Crises** | Urgent | Important | Do now |
| **Plans** | Not urgent | Important | Schedule: invest here to prevent future crises |
| **Interruptions** | Urgent | Not important | Delegate |
| **Distractions** | Not urgent | Not important | Drop |
### Worked example
Say a team lead is planning their week. Running the to-do list through the matrix might look like this:
- **Important and urgent (do now):** a production outage affecting customers, a client proposal due tomorrow.
- **Important but not urgent (schedule):** next quarter's roadmap, one-on-one coaching, updating team documentation.
- **Urgent but not important (delegate):** a routine status report someone else can compile, a meeting invite that only needs one attendee.
- **Neither urgent nor important (drop):** low-value email threads, an optional webinar, tidying a shared drive nobody uses.
The value is in the conversation: the team agrees *why* each task lands where it does, then protects time for the important-but-not-urgent quadrant so fewer items ever reach crisis point.
### Important but not urgent – plans
These are the activities that help you achieve your long and mid-term goals and objectives. Because they aren’t necessarily pressing for attention, we often put them off to deal with “urgent” issues.
Important but not Urgent activities might include:
- Longer term planning
- Work that directly contributes towards goals and objectives
- Risk analysis
- Relationship and team building
- Education and training
- Proactive maintenance
- Creating a budget and savings plan
Invest more of your time in this quadrant to help prevent and eliminate many of the urgent activities in the crises quadrant and balance the demands of interruptions.
### Not urgent and not important – distractions
These activities are neither important for achieving your long-term goals nor urgent. They are essentially distracting you from doing things that matter.
Not Urgent and Not Important tasks might include:
- Excessive or irrelevant email
- Personal phone calls
- Social media usage
- Unimportant or unproductive meetings
- Anything that causes you to procrastinate on, or delay, your plans
Reduce, or completely avoid spending time, effort, and resources on activities in this quadrant where possible.
### Urgent and important – crises
Important and Urgent activities are either emergencies that you couldn’t predict or those that you’ve left until the last minute and have reached crisis point.
These are things we have to manage right now and have a relatively short-term focus.
Important and Urgent tasks might include:
- Fire-fighting & pressing problems
- Deadlines
- Equipment breakdowns
- Client complaints
- Plans that weren’t dealt with in time
By spending more time in the important-but-not-urgent quadrant, developing systems and plans, you can make many of these tasks more efficient or even eliminate them outright.
### Urgent but not important – interruptions
Urgent but Not Important activities are things that sap your time and energy without contributing to longer term benefits. They keep you busy but have no real value.
Urgent but not Important tasks might include:
- Regular meetings and reports
- Phone calls and text messages
- Most emails (although some emails could be urgent and important)
- Requests from others that don’t directly contribute to your objectives
- Tasks that “We’ve always done this way” that are ineffective
Renegotiate deadlines, delegate where possible, and challenge the status quo of “regular” activities that don’t necessarily add value, e.g., reports that no one reads or actions.
## How to do effective Urgent Important Analysis
Understanding the clear difference between urgent and important is the key to obtaining valuable outcomes.
Urgent means that a task requires immediate attention. They are things that can’t be put off and are often for others. The negative consequences of not doing them are immediate. Urgent tasks are reactive, defensive, hurried, short term, and have a narrow focus.
Important tasks contribute to our long-term mission, values, and goals. They are sometimes urgent but usually aren’t. Important activities are proactive and lead to long-term benefits. The negative consequences of not doing them tend to accumulate over a longer period and can then become a crisis.
Focus the action plan on crises first, then plans. Interruptions are a lesser priority to delegate where you can, and many distractions should be eliminated completely.
As with most brainstorming activities, the time required to conduct an effective Urgent Vs Important analysis varies depending on the organization, the size of the group, and the focus of the session. However, there is no reason why you can’t brainstorm, group position, plan actions, and write up a consolidated action plan in less than an hour or two.
All Urgent Important exercises should begin by stating the objective of the activity and ensuring all participants are clear on the scope so they can focus their efforts.
The objective should define whether the Urgent Important Matrix is focused on the strategic, tactical, project, product/service, or personal level and have a clear timeframe (day, week, month, one or more years.)
Examples of Urgent Important Matrix Objectives:
- Prioritize actions from our SWOT session
- Develop team priorities for the XYZ project
- Map out an individual’s schedule to achieve milestones in their performance plan
Gather ideas individually or as a group using a whiteboard, post-it notes, or an online tool like GroupMap.
List all of the activities, tasks, and projects participants think need to be done. Try to include everything that takes up time, however trivial they might seem.
Once you have everybody’s ideas they need to be organized. Spend time culling duplicates, merging similar ideas, and discarding those not in scope.
This step is more time consuming if the brainstorming was performed individually, or completed at different times and locations. Using a software tool like GroupMap to group ideas can significantly reduce the time and effort required in this step and result in a better outcome.
Discuss the tasks and activities and their value to the objectives. Place each one in the relevant quadrant according to their agreed importance and urgency. The content of each quadrant feeds directly into your Urgent vs. Important Action Plan.
Individuals can position items independently and then combine their ideas, or this step can be done as a group. Where there are disagreements about where tasks should be placed, participants should explain their reasoning.
Assign tasks and activities to individuals or teams with clear timeframes.
Address crises (urgent and important) first, then plans (important but not urgent).
When assigning activities, estimate the time for completion and ensure those tasked with work from the plans quadrant have the time and resources to complete them. Managing these tasks well means fewer crises to manage later which is good for everyone long term.
Have an honest discussion about the continued relevance of interruptions (urgent but not important) and acceptable behavior regarding distractions (not urgent and not important).
Distribute the resulting action plan from the Urgent vs. Important Matrix and monitor progress and effectiveness on a regular basis.
GroupMap automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Value Proposition Canvas
URL: https://www.groupmap.com/templates/value-proposition/
## What is the Value Proposition Canvas?
The Value Proposition Canvas is a tool developed by [Dr Alexander Osterwalder](https://alexosterwalder.com/) to ensure there is a fit between a product and market by exploring the relationship between a Customer’s needs and the value proposition of the organization.
This can be a new or an existing product or service, but aims to align what an organization delivers to reduce the pains and increase the gains for their target customer.
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/d4c9680e-97ab-4ee8-b241-80d3b5a48fb0/&cc=www-template">Start a Value Proposition Canvas</Button>
The Value Proposition Canvas has two building blocks – customer profile and an organization’s value proposition.
In the Customer Profile block, we look at the following elements:
- **Gains** – the benefits which the customer expects and needs and the things which may increase likelihood of adopting a value proposition.
- **Pains** – the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
- **Customer jobs** – the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve, and needs they wish to satisfy.
A customer profile is created for each customer segment, as each segment has distinct gains, pains and jobs.
In the Value Map block, we look at the value proposition that an organization offers through its products and/or services, including:
- **Gain creators** – how the product or service creates customer gains and how it offers added value to the customer.
- **Pain relievers** – a description of exactly how the product or service alleviates customer pains.
- **Products and services** – the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.
## Why do a value proposition analysis?
The Value Proposition Canvas can help any business or organization to:
- **Define their customer profiles.** By brainstorming and analyzing the Customer Profile block, companies can identify their customers’ major jobs-to-be-done, the pains they face when trying to accomplish their jobs-to-be-done, and the gains they perceive by getting their jobs done.
- **Visualize the value of the organizations’ product or service create.** Define the most important components of your offering, how you relieve pain and create gains for your identified and targeted customers.
- **Achieve Product-Market fit.** Adjust your Value Proposition based on the insights you gained from customer evidence and achieve Product-Market fit.
### Tips for effective facilitation of Value Proposition Canvas
- We suggest starting with the right side – the Customer Profile – if you are interviewing your customer segments. But you could begin at the left and map out your value proposition as far as you understand that and use that to imagine your ideal customer.
- On the left side – the Value Proposition – we suggest starting with your product or service, but you could start with the pain relievers and gain creators and use those to brainstorm new products or services.
- Align both sides by ensuring that the value proposition addresses the most significant pains and gains from the customer profile.
- You may find that there are sections of the canvas you can’t complete and so you may need to pause and go do some research – client interviews, surveys, online research – to gather more information before continuing with the canvas.
## Who should use a Value Proposition Canvas?
The Value Proposition Canvas is a great tool for marketing experts, product owners, and value creators and their teams, who work to develop products and services to a targeted audience. It is also valuable for any teams and organizations who are trying to understand how customers make decisions and what offers to create that they will find appealing.
## When should I complete a Value Proposition Canvas?
- Understanding who your customers are, including what their lifestyles and real needs are to help create relevant products and services.
- Develop value propositions for your products and services for effective communications and marketing to your identified customers.
- Increasing the sales and profitability of your products and services.
- Reducing time wasted on developing ideas that customers may not be interested in.
- Improving or innovating new products or services.
## The right way to use the Value Proposition Canvas
The value proposition template is essentially made up of 2 blocks with one being what the customer segment is and how we might best service their needs. You start by completing the various aspects of the canvas and then look for gaps and alignment to validate that what you are able or can deliver meets the needs of the customer.
While the canvas itself depicts the customer profile on the right and the natural inclination is for you to start with the goods and services of the business first, it is actually more important to firstly identify what your customer needs and expectations are. This way you are focusing on the needs of your customers and ensuring that the elements that you can control (what your product or services actually deliver) can be refined to ensure that there is alignment.
The next step is to then identify gaps and check that there is alignment between the 2 areas. This allows you to then create experiments, ask more questions or create action items that will help you move towards delighting the customer and growing your business. A really easy way is to have the team vote for the areas that need the most discussion.
### Customer profile
This section looks at what jobs or goals the specific customer has and what are their positive and negative states that they experience.
**Start here.**
Focus on just one segment at a time so that you do not confuse or have mixed messages in your planning process when completing the lean canvas.
Segments could be by age, social status, interest or psychographic.
By only having a single focus on the segment, it makes it easier to identify the highest priority jobs, pains and gains related to that segment. This helps you understand customer preferences, biases and thoughts.
The size of the segment can be refined if you are finding that it is too broad or too large and it starts to feel generic. For example, all people between 8 and 18 who use sunscreen is more specific than the Youth Market for sunscreen.
### Value proposition
This section is about what products and services are targeted at the segment and the key benefits provided when the customer buys from us.
**Align here.**
This is where you might list the actual or proposed services or goods that you might use to service the customer segment.
The goal here is not to simply list everything that you may do, but to highlight the key ones that are servicing that customer’s need.
For example, Sunscreen targeted at the ages 8 to 18 may be an aesthetic brand which has a shorter application time frame but higher SPF rating that matches their behavior but might not include higher priced brands that have skin moisturizing and anti-wrinkle qualities.
A well-suited message then connects the consumers mind to your brand or product if the value proposition is clear and meets their specific needs.
## How to complete a Value Proposition Canvas
Start a Value Proposition for a product or service by filling out the template and then where there are gaps. You can use the gaps as validation to run more experiments, ask more questions, try out new ideas. By understanding your customers’ preferences, biases and thoughts, you’ll find new ways to delight them and grow your business.
Start brainstorming ideas by focusing on the right hand side of the template – the Customer Profile. GroupMap allows you to set the brainstorming style to be individual (each person only sees their own ideas first) or collaborative (everyone sees ideas as they are added.)
Start with the customer jobs and mention all the functional, emotional, and social jobs your customers do on a daily basis. Also include how they do that job, how they feel, and what social qualities come into play. And don’t forget to rate them according to their importance.
Ask a lot of whys, whats, and hows. They’ll lead you to uncover all the pains and gains behind the job.
Tips:
- Use your customer research, interviews and data to help you brainstorm this section.
- You might have more than one customer segment, if that is the case, it is recommended you do a customer profile for each segment on separate canvases.
- You can always break out larger groups into smaller groups and then rotate the canvases around in a single workspace to allow others to review and provide feedback around a particular segment.
Now you can move to the Value Proposition block and do a similar exercise.
Tips:
\* You can use color coding to indicate current product or service offerings vs new ones.
\* Aim to identify just the top gain creators and pain relievers.
Online collaboration tools like GroupMap significantly reduce the amount of manual collation and different groups having to work to manually combine lists. It lets you comment on ideas, vote independently and provide a wider and deeper set of ideas with non-biased anonymous addition of ideas, all in real time.
Discuss and explore the canvas to look for items that may have been duplicated or are very similar in nature. You can select these to *GROUP* them so that they are in the same theme. You can add additional comments as needed.
Now ask people to look across the value proposition canvas to look for alignment. If they spot a gap or an issue, they can allocate dot votes to indicate areas that they would most like to discuss.
Alternatively, you can ask people to vote for areas where they see a need for change, or an opportunity for improvement.
In general, this may be 3 to 5 votes but you can change this as needed.
Votes are individual and independent to remove bias and GroupMap will automatically combine the votes so that you can immediately see where the hot spots for discussion are.
Use the results of the votes to go through each of the areas for change or improvement.
You can capture deep diver comments and further explore the area, or you can add an *ACTION* step in GroupMap so that you can assign specific actions to ideas.
The Value Proposition Canvas then becomes a live document that can be shared, iterated and developed over time.
### Related templates
- [Business Model Canvas](/templates/business-model-canvas/)
- [Stakeholder Analysis](/templates/stakeholder-analysis/)
- [Ansoff’s Matrix](/templates/ansoff-matrix/)
- [Lean Canvas](/templates/lean-canvas/)
- [Empathy Map](/templates/empathy-map/)
### References
- Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A. (2014) Value Proposition Design: How to Create Products and Services Customers Want, John Wiley & Sons.
- [Example of value proposition canvas](https://isaacjeffries.com/blog/2018/2/27/how-to-fill-in-a-value-proposition-canvas)
- University of Texas GroupMap blog
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# What, So What, Now What?
URL: https://www.groupmap.com/templates/what-so-what-what-now/
## What is a What, So What, Now What?
What? So What? Now What? is a reflective model that helps teams evaluate a shared experience or a recent event so that they can identify ways to improve or act. This critical thinking model was researched and [developed by Rolfe et al.](https://my.cumbria.ac.uk/media/MyCumbria/Documents/ReflectiveModelRolfe.pdf) in 2001. It is also attributed to Henri Lipmanowicz and Keith McCandless, the creators of [Liberating Structures](https://liberationist.org/what-are-liberating-structures-how-can-they-facilitate-change/).
<Button variant="primary" href="https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates/3a0101af-edcb-419e-9875-4f0dc4b3be70/&cc=www-template">Start a What, So What, Now What in GroupMap</Button>
The What, So What, Now What exercise works on brainstorming and reflecting on:
- Understanding the event (What?)
- Making sense of the facts and implications (So What?)
- Identifying the course of action or new solutions (Now What?)
## Why do a What, So What, Now What?
This model can be used for a critical reflection session through a crisis management situation where you need to define and frame the problem, analyze the impact and then consider the possible actions to address the issue.
### Related templates
- [How Now Wow Matrix](/templates/how-now-wow-matrix/)
- [5 Whys](/templates/five-whys/)
- [Risk Assessment](/templates/risk-assessment/)
### Tips for effective facilitation of what is a What, So What, Now What?
- Remind participants that they should address the facts and observations before jumping into action.
- Make sure you gather the right people from each section of your organization to be part of this exercise and identify the possible actions and implications from each angle.
- A worthy goal is to ensure that there is consensus on the definition of the problem itself before looking at implications and solutions. If needed, reword the statements to reflect the group’s definition of the problem.
- Communicate outcomes to stakeholders and regularly update progress on actions.
## Who should use this technique?
This system is a reflective method that can be used by groups who would like to better understand problems and discover better solutions.
Examples include:
- Crisis Management such as last minute cancellations due to a global pandemic or loss of venue booked.
- Problem solving meetings where the delivery time has exceeded expectations.
- Retrospective meetings to help teams work through continuous improvement issues.
- Impact analysis meetings where a change of policy, an incident or event has repercussions on strategy, people or processes.
Use the What, So What, Now What to help with:
- resolving crisis and issues strategically;
- gaining new perspectives and understandings;
- clarifying our assumptions and beliefs, and developing a clear rationale for our actions and approaches;
- promoting a positive sense of self-awareness and self-confidence
- taking informed action; and,
- focusing on a philosophy of continuous growth and improvement.
## What, So What, Now What template
The What, So What, Now What template provides 3 separate columns and allows everyone in the team to collaboratively define the problem and share implications on the project or their work. The thumbs up and thumbs down feature lets you check for consensus along the way.Capture additional comments and move people from problem definition through to creating actions that address and overcome the issue.
## How to do a What, So What, Now What?
**Tip:** To get the most from the What, So What, Now What technique, gather input from a range participants with different perspectives. When you’re working with a large or distributed team, getting everyone together at the same time can be difficult, inconvenient, and costly. Using different technologies like video conferencing, online forms, and collaborative brainstorming software such as GroupMap can help overcome these challenges.
Just like an online whiteboard, ask people to create or state the problem in their own words. Allow enough time for people to think through how they would explain the problem to someone who has no knowledge of it. Ideas can then be discussed, refined and iterated on as needed. (WHAT)
Once the problem has been defined, then ask people to all share what the implications are (actual or potential). (SO WHAT)
Having considered the risks and consequences, now focus on what the potential solutions or actions to take forward are. (NOW WHAT)
Tip
Online collaboration tools like GroupMap significantly reduce the amount of resources required to combine independent lists. They also make organizing and prioritizing the ideas faster and more straightforward, thus providing savings in time and effort over traditional brainstorming tools such as a whiteboard or post-it notes.
Use the thumbs up and thumbs down option as a way for people to indicate if they support or disagree with the statements and ideas being made. For example, do they agree with the definition of the problem (WHAT) or do they support the actions being proposed (Now What).
The completed What, So What, Now What template provides a comprehensive overview of the challenges and opportunities the organization faces now. Share the outcomes with relevant stakeholders and use the report to monitor progress and as an input for future reviews.
Tip
GroupMap automatically generates visually appealing reports and action plans in several formats for distribution, saving time and effort after the analysis.
## Save effort, time and money with GroupMap
**GroupMap offers more than just an online digital whiteboard.** Its innovative platform is designed to enhance the quality of your team’s decisions. With features that prevent bias and keep facilitation simple, GroupMap makes sure no single voice dominates and keeps conversations productive and inclusive. Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customizable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time.
---
# Cookie Policy
URL: https://www.groupmap.com/cookies/
This is the Cookie Policy for GroupMap, accessible from groupmap.com
## 1. What are cookies
As is common practice with almost all websites and software-as-a-service products, GroupMap uses cookies, which are tiny files that are downloaded to your computer, to improve your experience. This page describes what information they gather, how we use it and why we sometimes need to store these cookies. We will also share how you can prevent these cookies from being stored however this may downgrade or ‘break’ certain elements of GroupMap functionality. For more general information on cookies see the Wikipedia article on [HTTP Cookies](https://en.wikipedia.org/wiki/HTTP_cookie).
## 2. How we use cookies
We use cookies for a variety of reasons detailed below. Unfortunately in most cases there are no industry standard options for disabling cookies without completely disabling the functionality and features they add to this site. It is recommended that you leave on all cookies if you are not sure whether you need them or not in case they are used to provide a service that you use.
## 3. Disabling cookies
You can prevent the setting of cookies by adjusting the settings on your browser (see your browser help for how to do this). Be aware that disabling cookies will affect the functionality of this and many other websites that you visit. Disabling cookies will usually result in also disabling certain functionality and features of this site. Therefore it is recommended that you do not disable cookies.
## 4. The cookies we set
### Account related cookies
If you create an account with us then we may use cookies for the management of the signup process and general administration.
### Login related cookies
We use cookies when you are logged in so that we can remember this fact. This prevents you from having to log in every single time you visit a new page. These cookies are typically removed or cleared when you log out to ensure that you can only access restricted features and areas when logged in.
| Cookie Name | Description | Retention |
| --- | --- | --- |
| groupmap-us-production.session groupmap-eu-production.session | A random token identifying the active user login session. | 16 hours |
### Site preferences cookies
In order to provide you with a great experience on this site, we provide the functionality to set your preferences for how this site runs when you use it. In order to remember your preferences we may set cookies so that this information can be called whenever you interact with a page that is affected by your preferences.
### Third Party Cookies
We do not use any third party tracking cookies.
## 5. More information
Hopefully that has clarified things for you and as was previously mentioned if there is something that you aren’t sure whether you need or not it’s usually safer to leave cookies enabled in case it does interact with one of the features you use on our site.
However if you are still looking for more information then you can contact us at [privacy@groupmap.com](mailto:privacy@groupmap.com)
---
# GDPR
URL: https://www.groupmap.com/gdpr/
## Introduction
<p class="lead">GroupMap Technology Pty Ltd. (GTPL) is committed to ensuring the security and protection of personal information that we process and provide a compliant and consistent approach to data protection.</p>
We have implemented policies and processes to ensure that we meet our data processing obligations under the European Union’s General Data Protection Regulation (GDPR). The purpose of this GDPR Compliance Statement is to explain our approach to implementing our GDPR compliance program.
## Our principles and commitment to data privacy
GroupMap Technology Pty Ltd. takes the privacy and security of individuals and their personal information very seriously. Our principles for processing information are:
- Only collect personal information for lawful and specified use as detailed in our Terms of Service.
- Process all personal information fairly and lawfully.
- Implement state of the art systems and processes to protect the identity of our customers.
- Retain personal information for no longer than is necessary.
## Our GDPR compliance strategy
A GDPR compliance strategy and action plan has been implemented. Here is an overview of the steps we have taken to ensure compliance.
- Compliance with security and privacy measures required under GDPR.
- Reviewed and updated our Privacy Policy.
- Established procedures and policies to restrict processing of personal information. Data Processing agreements are signed with EU Enterprise clients. A copy of our DPA can be requested below.
- Established option for client’s data to be hosted in Frankfurt, Germany. Where data is transferred outside of EU, appropriate data transfer mechanism is used as required by GDPR.
- Required our sub-processors to meet GDPR requirements on data management, security, and privacy. Data Processing Agreements have been signed with sub-processors.
- Updated our procedures for data breaches and incident responses.
- Appointed an EU Representative as required under GDPR Article 27.
## Your rights under GDPR
**We respect your data subject rights under GDPR and have appointed [Prighter](https://app.prighter.com/portal/11059092) as our representative according to Art 27 GDPR. We also provide you with an easy way to submit your privacy related requests such as a request to access or erase your personal data. If you want to exercise your data subject rights, please visit: [prighter.com](https://app.prighter.com/portal/11059092)**
<div class="prighter-badges">
[](https://app.prighter.com/portal/11059092)
powered by [Prighter](https://prighter.com "Prighter - GDPR Compliance / Privacy Representation for EU, Switzerland, UK and Turkey")
[](https://app.prighter.com/portal/11059092)
powered by [Prighter](https://prighter.com "Prighter - GDPR Compliance / Privacy Representation for EU, Switzerland, UK and Turkey")
</div>
As a data subject, you can request information about:
- What personal information we hold about you.
- Categories of personal information we collect from you.
- Purpose for collecting and processing your personal information.
- Period we plan to keep the personal information.
- Process to have your incomplete or inaccurate personal information completed or corrected.
- Process to request erasure of your personal information or to restrict processing of personal information.
- Objection to any direct marketing from us.
**Right to complain** — If you believe we have not handled your data in accordance with the UK or EU GDPR, you have the right to complain to us directly. Email [privacy@groupmap.com](mailto:privacy@groupmap.com), or use the complaint form provided by our representative, [Prighter](https://app.prighter.com/portal/11059092). We will acknowledge your complaint within 30 days, investigate it without undue delay, and inform you of the outcome. You also have the right to lodge a complaint with a supervisory authority — the ICO in the UK, or your local Data Protection Authority in the EU.
## Contact us if you have questions
If you have any questions about this GDPR Compliance Statement, our privacy policy or security practices, please contact us:
**Contact form:** [www.groupmap.com/contact-us/](/contact-us/)
**Email:** [privacy@groupmap.com](mailto:privacy@groupmap.com)
<span id="dpa-form"></span>
## Request a Data Processing Agreement (DPA)
Enterprise and EU clients can request a copy of our Data Processing Agreement using the form below. Add your name, email and organization and we'll be in touch.
<div class="field">
<label class="field__label" for="dpa-name">Name</label>
<input class="input" id="dpa-name" name="name" type="text" required autocomplete="name" />
</div>
<div class="field">
<label class="field__label" for="dpa-email">Email</label>
<input class="input" id="dpa-email" name="email" type="email" required autocomplete="email" />
</div>
<div class="field">
<label class="field__label" for="dpa-company">Organization</label>
<input class="input" id="dpa-company" name="company" type="text" required autocomplete="organization" />
</div>
<div class="field">
<label class="field__label" for="dpa-notes">Anything else we should know? (optional)</label>
<textarea class="input" id="dpa-notes" name="notes" rows="3"></textarea>
</div>
---
# Privacy Policy
URL: https://www.groupmap.com/privacy/
## Introduction
### GroupMap Technology Pty Ltd (the “Company”) is committed to maintaining robust privacy protections for its users. Our Privacy Policy (“Privacy Policy”) is designed to help you understand how we collect, use, and safeguard the information you provide to us and to assist you in making informed decisions when using our Service.
Our policy on data protection and privacy is based on four fundamental principles. They are at the heart of what we do and the decisions we make relating to your personal data:
- **Security**: Highest vigilance and diligence with the way we collect and store clients’ personal data.
- **Stewardship**: Own responsibility that comes with processing personal data.
- **Transparency**: Openness, honesty and transparency when processing personal data.
- **Legal Compliance**: Compliance with relevant privacy regulations or requirements.
**For purpose of this Privacy Policy:**
- **“Site”** refers to our website, which can be accessed at [www.groupmap.com](/).
- **“Service”** refers to the Company’s services accessed via our Site, in which users access **“GroupMap”** – an online tool for collaborative brainstorming, decision making and action planning.
- The terms **“we,”** **“us,”** and **“our”** refer to the Company.
- **“You”** refers to our client, whether individual or corporation, as a user of our Service.
By accessing our Service, you accept our Privacy Policy and Terms of Service (found here: [www.groupmap.com/terms/](/terms-of-service/)), and you consent to our collection, storage, use and disclosure of your Personal Information as described in this Privacy Policy.
## What information do we collect?
### Personal information you disclose to us
*In Short: We collect personal information that you provide to us such as name, address, contact information, passwords, payment information, and social media login data.*
We collect personal information that you voluntarily provide to us when registering with our
Services, expressing an interest in obtaining information about us or our products and services, when participating in activities using our Services (such as participating in online meetings) or otherwise contacting us. The personal information that we collect depends on the context of your interactions with us and the Site, the choices you make and the products and features you use.
The personal information we COLLECT can include the following:
- **Name and Contact Data**. We collect your name, email address, postal address, phone
number, and other similar contact data.
- **Credentials**. We may store a cryptographically hashed and salted password, password hint, and similar security information used for authentication and account access to our Service.
- **Social Media Login Data**. We provide you with the option to register using social media account details, like your Google, LinkedIn or other social media account. If you choose to register in this way, we will collect the Information described in the section called “Social Logins” below.
- **Payment Data.** We collect data necessary to process your payment if you make purchases, such as your payment instrument number (such as a credit card number), and the security code associated with your payment instrument. All payment data is stored by our payment processor, and you should review its privacy policies and contact the payment processor directly to respond to your questions.
All personal information that you provide to us must be true, complete, and accurate, and you must notify us of any changes to such personal information.
### Information is automatically collected
*In Short: Some information – such as IP address and/or browser and device characteristics – is collected automatically when using our Services.*
We automatically collect certain information when you visit, use, or navigate our Services. This information does not reveal your specific identity (like your name or contact information) but may include device and usage information, such as your IP address, browser and device characteristics, operating system, language preferences, referring URLs, device name, country, location, information about how and when you use our Services and other technical information. This information is primarily needed to maintain the security and operation of our Services and for our internal analytics and reporting purposes.
Like many businesses, we also collect information through cookies and similar technologies. You can find out more about this in our [Cookies Policy](/cookies/).
## Do we use cookies and other tracking technologies?
*In Short: We may use cookies and other tracking technologies to collect and store your information.*
We may use cookies and similar technologies to access or store information. Specific information about how we use such technologies and how you can refuse certain cookies is set out in our [Cookie Policy](/cookies/).
- **Account related cookies**
When you create an account with us, we use cookies for the management of the signup
process and general administration. These cookies will usually be deleted when you log out. However, in some cases, they may remain afterwards to remember your site preferences when logged out.
- **Login related cookies**
We use cookies when you are logged in so that we can remember this fact. This prevents you from having to log in every single time you visit a new page. These cookies are removed or cleared when you log out to ensure that you can only access restricted features and areas when logged in.
- **Site preferences cookies**
To provide you with a great experience on our site we provide the functionality to set your preferences for how our site runs when you use it. To remember your preferences, we set cookies so that this information can be called whenever you interact with a page that is affected by your preferences.
- **Affiliate referral cookies**
Several of our partners promote on our behalf and affiliate tracking cookies allow us to see if our customers have come to our site through one of our partner sites so that we can credit them appropriately and where applicable allow our affiliate partners to provide any bonus that they may provide you for making a purchase.
- **Third party cookies**
We do not collect 3rd party cookies including those in Google Analytics or Google Adsense.
## Do we collect information from minors?
*In Short: We do not knowingly collect data from or market to anyone under 18 years of age.*
We do not knowingly solicit data from or market to anyone under 18 years of age. By using the Site, you represent that you are at least 18. If we learn that personal information from users less than 18 years of age has been collected, we will deactivate the account and take reasonable measures to promptly delete such data from our records. If you become aware of any data that we have collected from anyone under the age of 18, please contact us at [privacy@groupmap.com](mailto:privacy@groupmap.com).
## How do we handle your social logins?
*In Short: If you choose to register or log in to our websites using a social media account, we may have access to certain information about you.*
Our Services offer you the ability to register and log in using your third-party social media account details (like your Google or LinkedIn logins). Where you choose to do this, we will receive certain profile information about you from your social media provider. The profile information we receive may vary depending on the social media provider concerned, but will often include your name, e-mail address and profile picture.
We will use the information we receive only for the purposes that are described in this privacy policy or that are otherwise made clear to you on the Services. Please note that we do not control, and are not responsible for, other uses of your personal information by your third-party social media provider. We recommend that you review their privacy policy to understand how they collect, use, and share your personal information, and how you can set your privacy preferences on their sites and apps.
## How do we use your information?
*In Short: We process your information for purposes based on legitimate business interests, the fulfillment of our contract with you, compliance with our legal obligations, and/or your consent.*
We use personal information collected via our Services for a variety of business purposes described below. We process your personal information for these purposes in reliance on our legitimate business interests (“Business Purposes”), to enter into or perform a contract with you (“Contractual”), with your consent (“Consent”), and/or for compliance with our legal obligations (“Legal Reasons”). We indicate the specific processing grounds we rely on next to each purpose listed below.
We use the information we collect or receive:
- To facilitate account creation and login process \[with your Consent\]. If you choose to link your account with us to a third-party account \*(such as your Google account), we use the information you allowed us to collect from those third parties to facilitate the account creation and logon process. See the section below headed “Social Logins” for further information.
- To send you marketing and promotional communications \[for Business Purposes and/or with your Consent\]. We may use the personal information you send to us for our marketing purposes if this is in accordance with your marketing preferences. You can opt out of our marketing emails at any time (see “Your
Privacy Rights” below).
- To send administrative information to you \[for Business Purposes, Legal Reasons and/or possibly Contractual\]. We may use your personal information to send you product, service, and new feature information and/or information about changes to our terms, conditions, and policies.
- **To fulfill and manage your orders** \[for Contractual reasons\]. We may use your information to fulfill and manage your orders, payments, returns, and exchanges made through the Site.
- To post testimonials \[with your Consent\]. We post testimonials on our Site that may contain personal information. Prior to posting a testimonial, we will obtain your consent to use your name and testimonial. If you wish to update or delete your testimonial, please contact us at [privacy@groupmap.com](mailto:privacy@groupmap.com) and be sure to include your name, testimonial location, and contact information.
- Request feedback \[for our Business Purposes and/or with your Consent\].
We may use your information to request feedback and to contact you
about your use of our Site.
- To protect our Site \[for Business Purposes and/or Legal Reasons\]. We may use your information as part of our efforts to keep our Site safe and secure (for example, for fraud monitoring and prevention).
- To enable user-to-user collaboration \[with your consent\]. We may use your information in a collaborative space (maps, workspaces, or workshops) between invited users with each user’s consent.
- To enforce our terms, conditions and policies \[for Business Purposes, Legal Reasons and/or possibly Contractual\].
- To respond to legal requests and prevent harm \[for Legal Reasons\]. If we receive a subpoena or other legal request, we may need to inspect the data we hold to determine how to respond.
- For other Business Purposes. We may use your information for other Business Purposes, such as data analysis, identifying usage trends, determining the effectiveness of our promotional campaigns and evaluating and improving our Site, products, services, marketing, and your experience.
## Will your information be shared with anyone?
*In Short: We only share information with your consent, to comply with laws, to protect your rights, or to fulfill business obligations.*
We do not sell, trade, rent or otherwise share for marketing purposes your Personal Information with third parties without your consent.
We will only share Personal Information with outside parties if required to meet any applicable legal process or enforceable governmental request; to enforce applicable Terms of Service, including investigation of potential violations; address fraud, security, or technical concerns; or to protect against harm to the rights, property, or safety of our users or the public as required or permitted by law.
We only share and disclose your information in the following situations:
- Other Users
When you share personal information (for example, by posting ideas, comments, or other content to the Services) or otherwise interact within a collaborative space of the Services (such as a map, workshop, or workspace), such personal information may be viewed by all other invited participants of that collaborative area in perpetuity. Similarly, other users will be able to view descriptions of your activity, communicate with you within our Services, and view your basic profile.
- Compliance with Laws
We may disclose your information where we are legally required to do so in order to comply with applicable law, governmental requests, a judicial proceeding, court order, or legal process, such as in response to a court order or a subpoena (including in response to public authorities to meet national security or law enforcement requirements).
- Vital Interests and Legal Rights
We may disclose your information where we believe it is necessary to investigate, prevent, or take action regarding potential violations of our policies, suspected fraud, situations involving potential threats to the safety of any person and illegal activities, or as evidence in litigation in which we are involved.
- Vendors, Consultants and Other Third-Party Service Providers
We may share your data with third party vendors, service providers, contractors or agents who perform services for us or on our behalf and require access to such information to do that work. Examples include: payment processing, data analysis, email delivery, hosting services, customer service and marketing efforts. Our website and the GroupMap app use Plausible for analytics that does not use cookies, and the app uses Rollbar for error tracking. Unless described in this Policy, we do not share, sell, rent or trade any of your information with third parties for their promotional purposes.
We do share Personal Information with our vendors/sub-processors who are performing services for the Company, such as the servers for our email communications who are provided access to the user’s email address for purposes of sending emails from us. Those vendors use your Personal Information only at our direction and in accordance with our Privacy Policy and a signed Data Processing Agreement.
- Business Transfers
We may share or transfer your information in connection with, or during negotiations of, any merger, sale of company assets, financing, or acquisition of all or a portion of our business to another company.
- Affiliates
We may share your information with our affiliates, in which case we will require those affiliates to honor this privacy policy. Affiliates include our parent company and any subsidiaries, joint venture partners or other companies that we control or that are under common control with us.
- Referral partners
Several of our partners promote on our behalf and may receive reports indicating which customers have come to our Services through their own site so that we can credit them appropriately and where applicable allow our affiliate partners to provide any bonus that they may provide you for making a purchase. Those referral partners use your Personal Information only at our direction and in accordance with our Privacy Policy.
- With your Consent
We may disclose your personal information for any other purpose with your consent.
## How long do we keep your information?
*In Short: We keep your information for as long as necessary to fulfill the purposes outlined in this privacy policy unless otherwise required by law.*
We will only keep your personal information for as long as it is necessary for the purposes set out in this privacy policy, unless a longer retention period is required or permitted by law (such as tax, accounting or other legal requirements). No purpose in this policy will require us keeping your personal information for longer than 90 days past the termination of your account. Accounts without a paid subscription will be deleted after 12 months.
When we have no ongoing legitimate business need to process your personal information, we will either delete or anonymize it, or, if this is not possible (for example, because your personal information has been stored in backup archives), then we will securely store your personal information and isolate it from any further processing until deletion is possible.
## How do we keep your information safe?
*In Short: We aim to protect your personal information through a system of organizational and technical security measures.*
We have implemented appropriate technical and organizational security measures designed to protect the security of any personal information we process. However, please also remember that we cannot guarantee that the internet itself is 100% secure. Although we will do our best to protect your personal information, transmission of personal information to and from our Services is at your own risk. You should only access the services within a secure environment.
We protect your information from potential security breaches by implementing technological security measures including but not limited to encryption, firewalls and secure socket layer technology. Your data is stored in a top-tier, third-party data hosting provider – Amazon Web Services – with separate environments in the US and the European Union.
For more information about AWS’s approach to compliance with GDPR, see [www.aws.amazon.com/compliance/gdpr-center/](https://aws.amazon.com/compliance/gdpr-center/).
Learn more about our security posture at [www.groupmap.com/security](/security/).
## Is your information transferred internationally?
*In Short: We may transfer, store, and process your information in countries other than your own.*
### Hosting Environment
Our primary servers are located in the United States of America. If you are accessing our Site from outside the United States of America, please be aware that your information may be transferred to, stored, and processed by us in our facilities and by those third parties with whom we may share your personal information (see “Disclosure of Your Information” above), in the United States of America and other countries.
If you are a resident in the European Economic Area, then these countries may not have data protection or other laws as comprehensive as those in your country. We will however take all necessary measures to protect your personal information in accordance with this privacy policy and applicable law.
### EU Hosting Environment
If you want your data to be collected, processed, and stored in the EU, there is a paid option to have your services hosted in the EU-hosted environment with our primary services and data
sub-processors located exclusively in EU member-state countries.
### Data Processing Agreement
Such measures implement the European Commission’s Standard Contractual Clauses for transfers of personal information between our group companies and between us and our third-party providers, which require all such recipients to protect the personal information that they process from the EEA in accordance with European data protection laws. Where a provider is certified under the EU-U.S. Data Privacy Framework, we may also rely on that certification. Our [subprocessor page](/security/subprocessors/) lists each provider and where it processes data. Our Standard Data Processing Agreement can be provided upon request / is available [here](/gdpr/#dpa-form). We have implemented similar appropriate safeguards with our third-party service providers and partners and further details can be provided upon request.
## What is our stance on third-party websites?
*In Short: We are not responsible for the safety of any information that you share with third-party providers who advertise but are not affiliated with our websites.*
As part of our Service, we may provide links to or compatibility with other websites or applications. However, we are not responsible for the privacy practices employed by those websites or the information or content they contain. This Privacy Policy applies solely to information collected by us through the Site and the Service. Therefore, this Privacy Policy does not apply to your use of a third-party website accessed by selecting a link on our Site or via our Service. To the extent that you access or use the Service through or on another website or application, then the privacy policy of that other website or application will apply to your access or use of that site or application. We encourage our users to read the privacy statements of other websites before proceeding to use them.
## What are your privacy rights?
*In Short: You may review, change, or terminate your account at any time.*
Where we rely on your consent to process your personal information, you have the right to withdraw your consent at any time. This will not affect the lawfulness of the processing before you withdraw it.
Account Information
You may at any time review or change the information in your account or terminate your account by:
- Logging into your account settings and updating your account
- Contacting us using the contact information provided below
Upon your request to terminate your account, we will deactivate or delete your account and information from our active databases. However, some information may be retained in our files to prevent fraud, troubleshoot problems, assist with any investigations, enforce our [Terms of Use](/terms-of-service/) and/or comply with legal requirements.
Cookies and similar technologies
Most Web browsers are set to accept cookies by default. If you prefer, you can usually choose to set your browser to remove cookies and to reject cookies. If you choose to remove cookies or reject cookies, this could affect certain features or services of our Services. For further information, please see our [Cookie Policy](/cookies/).
Opting out of email marketing
You can unsubscribe from our marketing email list at any time by clicking on the unsubscribe link in the emails that we send or by contacting us using the details provided below. You will then be removed from the marketing email list – however, we will still need to send you service-related emails that are necessary for the administration and use of your account. You can also opt-out by:
- Noting your preferences at the time you register your account with the Services.
- Logging into your account settings and updating your preferences.
- Contacting us using the contact information provided below
If you’re not happy with how we are processing your personal data, please contact our Data Protection Officer via [privacy@groupmap.com](mailto:privacy@groupmap.com). We will review and investigate your complaint and get back to you within a reasonable time frame.
## Do European Economic Area (EEA) and UK residents have specific privacy rights?
*In Short: Yes. If you are a resident of the European Economic Area (EEA) or the United Kingdom (UK), you are granted specific rights regarding your personal information under the EU GDPR and UK GDPR.*
You have certain rights under applicable data protection laws. These may include the right (i) to request access and obtain a copy of your personal information, (ii) to request rectification or erasure; (iii) to restrict the processing of your personal information; and (iv) if applicable, to data portability. In certain circumstances, you may also have the right to object to the processing of your personal information.
We value your privacy and your rights as a data subject and have appointed Prighter with its local partners as our privacy representative and your point of contact.
Prighter gives you an easy way to exercise your privacy-related rights (e.g. requests to access or erase personal data). To contact us through our representative, Prighter, or to exercise your data subject rights, visit [prighter.com](https://app.prighter.com/portal/11059092).
<div class="prighter-badges">
[](https://app.prighter.com/portal/11059092)
powered by [Prighter](https://prighter.com "Prighter - GDPR Compliance / Privacy Representation for EU, Switzerland, UK and Turkey")
[](https://app.prighter.com/portal/11059092)
powered by [Prighter](https://prighter.com "Prighter - GDPR Compliance / Privacy Representation for EU, Switzerland, UK and Turkey")
</div>
**Making a complaint to us**. If you are unhappy with how we have handled your personal data, you have the right to complain to us directly. Email our Data Protection Officer at [privacy@groupmap.com](mailto:privacy@groupmap.com), or use the complaint form provided by our privacy representative, [Prighter](https://app.prighter.com/portal/11059092). We will acknowledge your complaint within 30 days of receiving it, investigate it without undue delay, and inform you of the outcome.
You can also lodge a complaint with a supervisory authority at any time — in the UK, the Information Commissioner’s Office (ICO); in the EU, your local Data Protection Authority — particularly if you are not satisfied with how we have dealt with your complaint.
## Do Australian residents have specific privacy rights?
*In Short: Yes, if you are a resident of Australia, you are granted specific rights regarding your personal information under the Privacy Act 1988.*
We abide by the Australian Privacy Principles introduced in the Australian Privacy Act 1988. The Act govern standards, rights and obligations around:
- the collection, use and disclosure of personal information
- an organization or agency’s governance and accountability
- integrity and correction of personal information
- the rights of individuals to access their personal information
If you are resident in Australia and would like to understand your rights under Australian law, please refer to the Office of the Australian Information Commissioner [www.oaic.gov.au/privacy](https://www.oaic.gov.au/privacy/)
## Do California residents have specific privacy rights?
*In Short: Yes, if you are a resident of California, you are granted specific rights regarding access to your personal information.*
California Civil Code Section 1798.83, also known as the “Shine The Light” law, permits our users who are California residents to request and obtain from us, once a year and free of charge, information about categories of personal information (if any) we disclosed to third parties for direct marketing purposes and the names and addresses of all third parties with which we shared personal information in the immediately preceding calendar year. If you are a California resident and would like to make such a request, please submit your request in writing to us using the contact information provided below.
If you are under 18 years of age, reside in California, and have a registered account with the Services, you have the right to request removal of unwanted data that you publicly post on the Services. To request removal of such data, please contact us using the contact information provided below, and include the email address associated with your account and a statement that you reside in California. We will make sure the data is not publicly displayed on the Services, but please be aware that the data may not be completely or comprehensively removed from our systems.
The California Privacy Rights Act (CPRA), in force since 1 January 2023, strengthens the privacy rights of Californian consumers.
In addition to data subject rights granted under the CCPA (such as access, deletion, do not sell and non-discrimination), the CPRA includes additional data subject rights to:
- correct inaccurate personal information
- object not only to the sale, but also to the sharing of their personal data
- opt-out of behavioral profiling and automated decision-making
- object to the use of sensitive personal information
## Do we make updates to this policy?
*In Short: Yes, we will update this policy as necessary to stay compliant with relevant laws.*
We may update this privacy policy from time to time. The updated version will be indicated by an updated “Revised” date and the updated version will be effective as soon as it is accessible. If we make material changes to this privacy policy, we may notify you either by prominently posting a notice of such changes or by directly sending you a notification. We encourage you to review this privacy policy frequently to be informed of how we are protecting your information.
## How can you contact us about this policy?
If you have questions or comments about this policy, email Our Privacy Officer at [privacy@groupmap.com](mailto:privacy@groupmap.com) or by post to:
Chief Privacy Officer
GroupMap Technology Pty. Ltd.
Level 1/931 Albany Highway
East Victoria Park WA 6100
Australia
If you have any further questions or comments about us or our policies, email us at [info@groupmap.com](mailto:info@groupmap.com) or contact us by post at:
GroupMap Technology Pty. Ltd.
Level 1/931 Albany Highway
East Victoria Park WA 6100
Australia
---
# Responsible AI
URL: https://www.groupmap.com/responsible-ai/
At GroupMap, we believe artificial intelligence should enhance collaboration, decision-making, and group facilitation while keeping people, ethics, and trust at the forefront.
**GroupMap does not use your data to build or train AI models.**
## AI capabilities
GroupMap integrates generative AI to help facilitators organize, analyze, and act on session content more effectively.
| Feature | Provider | Model |
| --- | --- | --- |
| AI-suggested grouping | AWS Bedrock | Claude Sonnet 5.x |
| Atlas, the AI facilitator | AWS Bedrock | Claude Sonnet 5.x |
### AI-suggested grouping
Analyzes submitted ideas and automatically suggests thematic groupings based on underlying patterns and systemic themes rather than superficial similarities. This helps facilitators quickly organize large volumes of input into meaningful categories.
### Atlas, the AI facilitator
Atlas is a conversational AI facilitator, available only to facilitators, that can:
- Summarize session content
- Identify themes and patterns
- Suggest actions and next steps
- Generate discussion prompts
- Provide meeting recaps
Atlas operates in **read-only mode** and cannot modify map content directly.
## Governance principles
GroupMap is committed to AI that is fair, transparent, and accountable. We strive to:
- **Avoid bias and discrimination** by using neutral, well-tested models
- **Use data ethically** with appropriate consent and transparency
- **Maintain human oversight** by keeping facilitators in control of all decisions
- **Protect privacy** by processing data in compliance with regional regulations
## Safety measures
### AWS bedrock guardrails
GroupMap employs AWS Bedrock Guardrails to monitor inputs and moderate outputs. These guardrails help prevent generation of:
- Harmful or inappropriate content
- Sensitive personal information (PII)
- Content violating topic and word policies
- Outputs failing contextual grounding checks
When guardrails intervene, the system returns a safe response rather than potentially problematic content.
### Content moderation
All AI interactions are subject to content policy filtering including:
- Topic policy enforcement
- Content filters (harmful content detection)
- Sensitive information detection
- Word policy enforcement
## Data handling
### No Training on Your Data
GroupMap does not use your session data, ideas, or conversations to train or fine-tune AI models. All data processing occurs through standard API calls to AWS Bedrock, subject to their data processing terms which also prohibit using customer data for model training.
### Regional data processing
GroupMap maintains data residency compliance through region-specific deployments:
| Region | AI Processing Location |
| --- | --- |
| US | US East (Virginia), US East (Ohio), US West (Oregon) |
| EU | Europe (Frankfurt), Europe (Ireland), Europe (Paris) |
Data from EU customers is processed exclusively in EU regions.
### Data retention
AI invocation data is stored for operational purposes including:
- Response caching (30-minute window)
- Analytics and quality monitoring
- Feedback collection and improvement
## User control
### Facilitator controls
- **Atlas**: Available only to facilitators (not participants)
- **On-demand usage**: AI features are triggered explicitly by user action
- **On by default**: AI features are switched on by default for trial and paid plans, so your team can use them straight away. To switch them off for your account, contact us at [info@groupmap.com](mailto:info@groupmap.com). For enterprise customers, we go through these settings with you during onboarding.
- **Read-only access**: AI cannot modify session content directly
### Feedback
Users can provide feedback on AI responses to help improve quality. If you encounter problematic AI-generated content, please contact [info@groupmap.com](mailto:info@groupmap.com).
## Observability
GroupMap records each AI request in its own database, hosted on AWS, to track:
- Response quality metrics
- Usage patterns
- User feedback
- System health
This helps us continuously improve AI feature quality and reliability.
## AI regulation and the EU AI Act
GroupMap does not develop or train AI models, so the conformity assessments and conformance testing the EU AI Act requires of model providers do not apply to us. The models behind our features are built and operated by Anthropic and Amazon (via AWS Bedrock), who carry the model-level obligations, including those for general-purpose AI models.
Our own use of AI is assistive. Grouping suggestions and Atlas, the AI facilitator, support the facilitator's work — Atlas is read-only, and a person always reviews the output and decides what to keep. GroupMap's AI features do not make automated decisions about individuals, and based on our assessment they are not high-risk AI systems under the EU AI Act, so no conformity assessment is required for them either.
We monitor the EU AI Act and related regulation as obligations come into force, and we will update this page if our position changes.
## Questions?
If you have questions about GroupMap’s AI features or this policy, please contact us at [info@groupmap.com](mailto:info@groupmap.com).
---
# Responsible Disclosure
URL: https://www.groupmap.com/responsible-disclosure/
Our customers trust us to keep their data secure and confidential. We take [security](/security/) seriously and work constantly to ensure that trust is well-founded. Have something to report? Please reach out to us at security@groupmap.com
## Responsible disclosure
We welcome reports from anyone who practices responsible disclosure and complies with our policies and terms of service. Please avoid automated testing and only perform security testing with your own data. Please do not disclose any information regarding vulnerabilities until we have fixed them. We may, at our sole discretion, offer recognition for high-quality, impactful reports that demonstrate a genuine security risk.
You can report vulnerabilities by contacting security@groupmap.com. Please include a proof of concept. We will respond as quickly as possible to your submission and won’t take legal actions if you follow the rules.
### Coverage
- \*.groupmap.com
### Exclusions
- ww1.groupmap.com
- ww2.groupmap.com
- ww3.groupmap.com
- {"www.groupmap.com"}
- help.groupmap.com
- feedback.groupmap.com
- mail.groupmap.com
- status.groupmap.com
- track.groupmap.com
- at.groupmap.com
- \*.eu.groupmap.com
- \*.common.groupmap.com
- \*.internal.groupmap.com
- \*.sandbox.groupmap.com
### Accepted vulnerabilities are the following
- Cross-Site Scripting (XSS)
- Open redirect
- Cross-site Request Forgery (CSRF)
- Command/File/URL inclusion
- Authentication issues
- Code execution
- Code or database injections
### Out of scope
- Account/email enumerations
- Denial of Service (DoS)
- Attacks that could harm the reliability/integrity of our business
- Spam attacks
- Clickjacking on pages without authentication and/or sensitive state changes
- Mixed content warnings
- Lack of DNSSEC
- Content spoofing / text injection
- Timing attacks
- Social engineering
- Phishing
- Insecure cookies for non-sensitive cookies or 3rd party cookies
- Vulnerabilities requiring exceedingly unlikely user interaction
- Exploits that require physical access to a user’s machine
**Our thanks go to the following security researchers:**
- [Abin Joseph](https://www.facebook.com/hacker.abin1337)
- [Muhammad Ayaz](https://web.facebook.com/profile.php?id=100008291468741)
- [Faizan Ahmed](https://www.facebook.com/fizan.ahmed.3998)
---
# Security
URL: https://www.groupmap.com/security/
<p class="lead">Everyone using our service trusts us to keep their data secure and confidential. We take security seriously and work constantly to ensure that trust is well-founded.</p>
[](https://cloudsecurityalliance.org/star/registry/groupmap-technology/services/groupmap/)
## Secure Platform
### Secure infrastructure
GroupMap is hosted on [Amazon Web Services](https://aws.amazon.com/) (AWS) infrastructure. Our datacenters feature 24-hour manned security, biometric access control, video surveillance, and physical locks. All systems, networked devices, and circuits are constantly monitored. All AWS data-center facilities are accredited under ISO 27001, SOC 1 and SOC 2/SSAE 16/ISAE 3402 (Previously SAS 70 Type II), PCI Level 1, FISMA Moderate and Sarbanes-Oxley (SOX). [Learn more about AWS security](https://aws.amazon.com/security/).
### USA or EU hosted – your choice
By default, our customers are served from data centers and data sub-processors in the United States of America, with our primary services hosted in Northern Virginia. Enterprise customers are offered the option of an EU-hosted environment with our primary services and data sub-processors located exclusively in EU member-state countries.
### Always encrypted
All communication with and between GroupMap servers is encrypted using the industry-standard Transport Layer Security (TLS) version v1.2 or v1.3. Additionally, your data is protected by AES256 encryption while at rest. Whether it’s on the move or not – your data won’t fall into the wrong hands. Our services have received an A+ rating from [Qualys SSLLabs](https://www.ssllabs.com/ssltest/analyze.html?d=login.groupmap.com).
### Secure payments
Our platform is PCI DSS compliant, ensuring secure handling of payment data with industry-leading protection and compliance measures. We aren’t in the business of handling or storing credit card numbers – your card details are directly captured and stored securely by [Braintree](https://www.braintreepayments.com/) (a PayPal company), our payments provider. Braintree is certified as PCI Level 1 compliant and listed as a Visa® Global Compliant Provider and MasterCard® Compliant Provider (SDP). [Learn more about Braintree security and compliance](https://www.braintreepayments.com/products-and-features/data-security).
### Application security monitoring
- We use a security monitoring solution to get visibility into our application security, identify attacks and respond quickly to a data breach.
- We use technologies to monitor exceptions, logs and detect anomalies in our applications.
- We collect and store comprehensive logs to provide an audit trail of our applications activity. Our logs are frequently reviewed by our security team to identify anomalies.
- Security events are logged and notifications are sent in case of critical attacks to allow for fast remediation.
### Application security protection
- We use Amazon [Web Application Firewall](https://aws.amazon.com/waf/) to protect our users from a wide variety of vulnerabilities. AWS WAF integrates protections against the most critical attack categories like SQL injections and cross-site scripting. It blocks attacks in real-time and warns us when attackers start stressing our applications.
- We use security headers to protect our users from attacks. [Our services have received an A grade from SecurityHeaders.io](https://securityheaders.com/?q=maps.groupmap.com&followRedirects=on).
### Incident management
Suspected security incidents, including any logical and physical security breaches, are ticketed, tracked, and resolved following our incident response policy and procedures.
We will tell affected customers without undue delay, and within 48 hours of confirming a personal data breach that affects their data. A personal data breach is a breach of security leading to the accidental or unlawful destruction, loss, alteration, unauthorized disclosure of, or access to, customer personal data. Our notice says what happened and when, the data and number of people affected (as far as we know), the likely consequences, what we have done and will do, and who to contact. We send more detail as we learn it. We notify regulators and affected individuals as the law requires.
If you have any questions or suspect an incident may have occurred, please contact [security@groupmap.com](mailto:security@groupmap.com)
### Downtime reporting
We post incidents that affect availability on our [status page](https://status.groupmap.com/) as soon as we confirm them. For a High or Critical incident, we also email enterprise customers' nominated contacts. Our deployment platform usually obviates the need for downtime when we make changes to GroupMap. However, we will notify customers by email at least 24 hours in advance of any planned downtime.
### Your privacy, protected
Your maps and workspaces remain owned by you, and are only accessible to those with whom you choose to share them. GroupMap will only access your data in limited circumstances such as when required by law or to provide technical support. Full details can be found in the GroupMap [Privacy Policy](/privacy/).
### Data retention and removal
We retain our users data for a period of 90 days after their trial or subscription ends. All data is then completely removed from the application. Users can request the removal of data at any time by deleting their account or contacting GroupMap support. Read more about our privacy settings in our [Privacy Policy](/privacy/)
### Business continuity and disaster recovery
We back up all our critical assets and regularly attempt to restore the backup to guarantee a fast recovery in case of disaster. We capture a full backup of customer data every 12 hours. Backups are securely encrypted and stored for 30 days, at which point they are securely destroyed. We have established Business Continuity and Disaster Recovery plans and review them annually.
## User Protection
### Single sign-on
Single sign-on (SSO) via your SAML Identity Provider (IdP) is available for all GroupMap customers.
### Passwords – protected
GroupMap passwords are stored salted and cryptographically hashed using the scrypt algorithm. GroupMap enforces a minimum password complexity requirement using Dropbox’s ZXCVBN library, ensuring passwords are safely unguessable and unbreakable.
### Account verification
Users are required to verify their ownership of an email address via a link provided in an automated e-mail prior to using for a GroupMap account. All users must be authenticated prior to gaining access to customer data.
### Account takeover protection
We protect our users against data breaches by monitoring and blocking brute force attacks.
### 2-factor authentication
We allow for 2-factor authentication via Google or your own SAML Identity Provider to protect against account takeover attacks.
### Role-based access control
Advanced role-based access control (RBAC) is offered on all accounts.
## Security Practices
### Secure coding
Our developers are required to follow our formally documented Application Security Policy, and follow security best practices and frameworks (OWASP Top 10, SANS Top 25). We use the following best practices to ensure the highest level of security in our software:
- Developers participate in regular security training to learn about common vulnerabilities and threats
- We review our code for security vulnerabilities
- We regularly update our dependencies and make sure none of them has known vulnerabilities
- We use Static Application Security Testing (SAST) to detect basic security vulnerabilities in our codebase
- We use Dynamic Application Security Testing (DAST) to scan our applications
- We are also warned when application components with known vulnerabilities are used in production (dependencies).
### Vulnerability scanning
GroupMap is scanned on a monthly basis, and after significant releases, by [intruder.io](http://intruder.io/) to identify potential infrastructure, platform and application vulnerabilities. Any identified vulnerabilities are triaged and mitigated in accordance with our application security policies.
### Penetration testing
We periodically commission independent penetration testing, validating the security of the GroupMap platform. We fix all high or critical issues within a maximum of 7 days.
### Risk assessments
An annual risk assessment is conducted to identify threats and vulnerabilities for all GroupMap systems. Mitigation strategies are developed based on the results of the risk assessment.
### System hardening
*SERVER CONTAINERIZATION* – GroupMap uses OS containerization via AWS Fargate to ensure that access to GroupMap data and code is properly restricted. All GroupMap services run on dedicated compute resources isolated in their own virtual network.
*SERVER EPHEMERAL FILESYSTEMS –* GroupMap servers operate on an ephemeral filesystem, restored to a fresh copy of the most recently deployed code at minimum once per day, or every time a new version is deployed.
*SYSTEM PATCHING* – Platform-level patching (operating system, system libraries, and services) of GroupMap application and database servers is performed on an ongoing basis.
*APPLICATION PATCHING* – Application patching (application libraries etc) is performed by GroupMap on an ongoing basis.
*COMPUTERS* – All team assets (such as development laptops and desktops) utilize encrypted storage and are protected by up-to-date anti-virus software.
### Comprehensive logging
We maintain comprehensive logs of every transaction on the system; with specific logging for login attempts. Our logs are frequently reviewed by our security team to identify attempted unauthorized access.
### Our team’s access
- Our strict internal procedure prevents any employee or administrator from gaining access to user data. We may only access your data in limited circumstances such as when required by law or to provide technical support. Full details can be found in our [Privacy Policy](/privacy/).
- Our employees and contractors sign a Non-Disclosure and Confidentiality Agreement to protect our customers’ sensitive information.
- Our employees and contractors are screened by a leading background checking service.
- The access level of each of our employees is determined by need, periodically reviewed, and revoked if no longer necessary. We enforce multi-factor authentication for all critical GroupMap systems.
- Two-factor authentication is required for administration access.
### Responsible disclosure
We welcome reports from anyone who practices responsible disclosure and complies with our policies and terms of service. Please avoid automated testing and only perform security testing with your own data, and do not disclose any information regarding vulnerabilities until we have fixed them. To report a security concern, email [security@groupmap.com](mailto:security@groupmap.com). [Read our responsible disclosure policy](/responsible-disclosure/).
## Third Party Vendors
GroupMap makes use of a number of third-party vendors to enable a rich online experience.
Our [GroupMap Subprocessor page](/security/subprocessors/) lists every subprocessor, the task it performs, and where it processes data.
GroupMap Technology rely on industry-leading vendors like [Google Workspace](https://workspace.google.com/) to provide services like corporate email security and corporate file security. **Have a question or something to report?** Drop us a line at [security@groupmap.com](mailto:security@groupmap.com)
---
# Subprocessors
URL: https://www.groupmap.com/security/subprocessors/
## GroupMap third-party subprocessors
GroupMap uses the third-party entities in the tables below to perform limited activities in connection with the provision of its services. The tables show what activity each entity performs and indicate if an entity is only relevant to a specific region or feature. Customers whose enterprise agreement or data processing agreement requires it are told before we add a new subprocessor.
For queries or more information, [contact us.](/contact-us/)
*Last updated: October 9, 2026.*
## GroupMap core product subprocessors
Subprocessors in this section apply to the use of the GroupMap product.
| Entity | Task | Entity Country | Processing Country | More Info |
| :-- | :-- | :-- | :-- | :-- |
| [Amazon Web Services](https://www.aboutamazon.eu/) 38 Avenue John F. Kennedy, L-1855, Luxembourg | **GroupMap EU Region** Application and database hosting | Luxembourg | Germany (Frankfurt, eu-central-1) | [Privacy](https://aws.amazon.com/privacy/) [Security](https://aws.amazon.com/security/) [Status](https://health.aws.amazon.com/health/status) |
| [Amazon Web Services](https://aws.amazon.com/) 410 Terry Ave N, Seattle, Washington 98019 United States | **GroupMap US Region** Application and database hosting | United States | United States (Northern Virginia, us-east-1) | [Privacy](https://aws.amazon.com/privacy/) [Security](https://aws.amazon.com/security/) [Status](https://health.aws.amazon.com/health/status) |
| [Ably Realtime Ltd.](https://ably.com/) Scale Space, 58 Wood Lane London W12 7RZ United Kingdom | **GroupMap EU Region** Real-time data synchronization via Websockets | United Kingdom | EU | [Privacy](https://ably.com/privacy) [Security](https://ably.com/security-and-compliance) [Status](https://status.ably.com/) |
| [Ably Realtime, Inc.](https://ably.com/) 2100 Geng Road, Suite 210 Palo Alto, CA 94303 United States | **GroupMap US Region** Real-time data synchronization via Websockets | United States | United States | [Privacy](https://ably.com/privacy) [Security](https://ably.com/security-and-compliance) [Status](https://status.ably.com/) |
| [Braintree](https://www.braintreepayments.com/) (a [PayPal](https://www.paypal.com/) company) 222 W Merchandise Mart Plaza Suite 800 Chicago, IL 60654, United States | Payment processing and subscriptions | United States | United States | [Privacy](https://www.paypal.com/us/legalhub/paypal/privacy-full) [Security](https://www.braintreepayments.com/features/data-security) [Status](https://www.paypal-status.com/product/production) |
| [SendGrid](https://www.sendgrid.com/) (a [Twilio](https://www.twilio.com/) company) 1801 California St #500 Denver, Colorado, United States | Transactional emails and map activity emails | United States | United States | [Privacy](https://www.twilio.com/legal/privacy) [Security](https://sendgrid.com/policies/security/) [Status](https://sendgrid.statuspage.io/) |
| [IFrame.ly](http://iframe.ly/) Ottawa, Ontario, Canada | Image and URL attachment processing | Canada | Canada | [Privacy](https://iframely.com/docs/privacy) [Security](https://iframely.com/security) [Status](http://status.iframely.com/) |
| [WebPurify](https://www.webpurify.com/) 19200 Von Karman Avenue, 6th Floor, Irvine, CA 92612, United States | Optional. Profanity filtering. Only used when a facilitator switches on the profanity filter for a map. | United States | United States | [Privacy](https://www.webpurify.com/privacy/) [Security](https://www.webpurify.com/security/) [Status](https://status.webpurify.com/) |
| [Rollbar, Inc.](https://rollbar.com/) 548 Market St #60587, San Francisco, CA 94104, United States | Error logging | United States | United States | [Privacy](https://docs.rollbar.com/docs/privacy-policy) [Security](https://docs.rollbar.com/docs/security) [Status](https://status.rollbar.com/) |
## GroupMap AI subprocessors
Subprocessors in this section are engaged when you use GroupMap's AI features: AI-suggested grouping and Atlas, the AI facilitator. AI features are switched on by default for trial and paid plans, so your team can use them straight away. To switch them off for your account, [contact us](/contact-us/). For enterprise customers, we go through these settings with you during onboarding. Read more on our [Responsible AI](/responsible-ai/) page.
| Entity | Task | Entity Country | Processing Country | More Info |
| :-- | :-- | :-- | :-- | :-- |
| [Amazon Web Services](https://www.aboutamazon.eu/) 38 Avenue John F. Kennedy, L-1855, Luxembourg | **GroupMap EU Region** AI-suggested grouping and Atlas, the AI facilitator, powered by Anthropic Claude models on [AWS Bedrock](https://aws.amazon.com/bedrock/). *AWS Bedrock does not use your content to train models.* | Luxembourg | EU | [Privacy](https://aws.amazon.com/privacy/) [Security](https://aws.amazon.com/security/) [Status](https://health.aws.amazon.com/health/status) |
| [Amazon Web Services](https://aws.amazon.com/) 410 Terry Ave N, Seattle, Washington 98019 United States | **GroupMap US Region** AI-suggested grouping and Atlas, the AI facilitator, powered by Anthropic Claude models on [AWS Bedrock](https://aws.amazon.com/bedrock/). *AWS Bedrock does not use your content to train models.* | United States | United States | [Privacy](https://aws.amazon.com/privacy/) [Security](https://aws.amazon.com/security/) [Status](https://health.aws.amazon.com/health/status) |
## GroupMap Technology Pty Ltd business operations subprocessors
Subprocessors included in this section apply when you engage with GroupMap Technology Pty Ltd as an organization and purchase or use any of our offerings.
| Entity | Task | Entity Country | Processing Country | More Info |
| :-- | :-- | :-- | :-- | :-- |
| [Google LLC](https://workspace.google.com/intl/en_au/) 1600 Amphitheater Parkway, Mountain View, California, 94043, USA | Google Workspace processes email messages. Customer content may be processed by Google Workspace but only if customer chooses to provide customer content in email interactions with GroupMap staff. | United States | United States | [Privacy](https://policies.google.com/privacy) [Security](https://safety.google/security-privacy/) [Status](https://www.google.com/appsstatus/dashboard/) |
| [Salesforce, Inc.](https://www.salesforce.com/ap/?ir=1) ([Slack](https://slack.com/)) 415 Mission Street, San Francisco, California, USA | Internal team communication tool, which may include customer support or technical incident response information. | United States | United States | [Privacy](https://slack.com/trust/privacy/privacy-policy) [Security](https://slack.com/security-practices) [Status](https://slack-status.com/) |
| [Xero](https://www.xero.com/au/) 260 Burwood Road, Hawthorn, Melbourne VIC 3122, Australia | Enterprise invoicing and financial accounting. | Australia | United States | [Privacy](https://www.xero.com/legal/privacy/) [Security](https://www.xero.com/security/) [Status](https://status.xero.com/) |
| [PayPal](https://www.paypal.com/) 2211 N First St, San Jose, CA 95131, United States | Enterprise invoice payment processing | United States | United States | [Privacy](https://www.paypal.com/us/legalhub/paypal/privacy-full) [Security](https://www.paypal.com/us/security) [Status](https://www.paypal-status.com/product/production) |
| [Skcript Technologies Pvt. Ltd](https://www.skcript.com/) ([FeatureOS](https://featureos.app/)) L3, VR Mall, The Hive, Madras House, near Madras House, Anna Nagar, Chennai, Tamil Nadu 600040, India | Feature suggestions | India | United States | [Privacy](https://featureos.app/legal/privacy) [Security](https://featureos.app/legal/security) [Status](https://status.featureos.app/) |
| [HelpScout](https://www.helpscout.com) Boston, Massachusetts, United States | Sales and support ticketing system, including the support chat in the GroupMap app | United States | United States | [Privacy](https://www.helpscout.com/company/legal/privacy/) [Security](https://www.helpscout.com/company/legal/security/) [Status](https://status.helpscout.com/) |
| [Linear Orbit, Inc (Linear)](https://linear.app) 440 Barranca Ave #4242, Covina, CA 91723, United States | Feature backlog, task and client management | United States | United States | [Privacy](https://linear.app/privacy) [Security](https://linear.app/security) [Status](https://linearstatus.com/) |
| [GitHub, Inc.](https://github.com/) 88 Colin P Kelly Jr St, San Francisco, CA 94107, United States | Source code management and CI/CD | United States | United States | [Privacy](https://docs.github.com/en/site-policy/privacy-policies/github-general-privacy-statement) [Security](https://github.com/security) [Status](https://www.githubstatus.com/) |
---
# Terms of Service
URL: https://www.groupmap.com/terms-of-service/
## 1. Introduction
Thank you for visiting GroupMap, an online service which enables brainstorming, group discussion, and other teamwork-related activities.
This agreement below refers to all online subscriptions only. Please [contact us](/contact-us/) if your organization requires an enterprise agreement, service level agreement or Data Processing Agreement (DPA) instead.
Please read these terms of service carefully — you must agree to them completely (as well as our other legal documents such as our [privacy policy](/privacy/) and [responsible use of AI](/responsible-ai/)) as they constitute a contract between you and GroupMap, which you agree to be bound by as a condition of accessing our site and service. For information relating to our current security policies and procedures, please visit [www.groupmap.com/security](/security/).
## 2. Definitions
Throughout this agreement, we may use certain words or phrases, and it is important that you understand the meaning of them. This list isn’t comprehensive, and it shouldn’t be used if it would cause absurd results, but it is helpful:
- “Agreement” means these terms of service;
- “GroupMap” refers to our company, known as “GroupMap Technology Pty Ltd”; our site, which is located at [www.groupmap.com](/); or our service, which includes our site as well as any software or other services provided by GroupMap; or a combination of some or all of the three aforementioned things, depending on the context of the word;
- “Service” refers to our site, and the services that we provide through our site, including our brainstorming software and any other software that we may provide;
- “Site” refers to our website, [www.groupmap.com](/);
- “User” refers to anyone who purchases our service, as well as general visitors to our site;
- “You” refers to you, the person who is entering into this agreement with GroupMap, and includes the organization, if any, that you’re signing up to GroupMap.
## 3. What GroupMap does
GroupMap provides SAAS (Software-as-a-Service) collaborative brainstorming and consensus-building software for group leaders, team managers, facilitators, teachers and those who have to manage and lead group discussions. Our application offers a simple, affordable solution to collaborating with others to think, plan, prioritize and take action.
## 4. Eligibility
In order to use our service, you must meet a number of conditions, including but not limited to:
- You must not be in violation of any embargoes, export controls, or other laws of Australia or other countries having jurisdiction over this agreement, GroupMap, and yourself. Please visit the website of the Australian Government’s Department of Foreign Affairs and International Trade for more information ([www.dfat.gov.au/international-relations/security/sanctions](https://www.dfat.gov.au/international-relations/security/sanctions)).
- You must be the minimum age required to enter into a contract in the area in which you reside, and, in any event, must not be less than 18 years age.
- You must, if signing up on behalf of an organization, be authorized by that organization to create their GroupMap account (usually the person(s) who exercise(s) the executive functions of an organization will have this authority, but you must verify it with your appropriate superiors, if any).
- You must provide us with personal information, payment information, and other information that we deem necessary to provide you with our Service.
## 5. Nature of service
GroupMap is an intermediary service designed to bring you and your fellow brainstormers together. We do not make any representations about the effectiveness of our service or any ideas produced within GroupMap by the mere fact that they arose from using GroupMap. You agree that you are solely responsible for the use of any ideas or discussions regardless of whether they arose within GroupMap or elsewhere.
## 6. License to use
Once you have signed up to GroupMap, there are additional rules which govern the use of our service. You must **NOT**:
- Violate the laws of Australia, its states or territories, or any foreign political entity having jurisdiction over this Agreement, whether or not the foreign political entity is a country or a subdivision (such as a state or province) or municipality (such as a city, town, county, or region) of a foreign country.
- Post or send anything violent, threatening, pornographic, racist, hateful, or otherwise objectionable according to the opinion of GroupMap or its delegates.
- Be fraudulent or negligent in your representations to GroupMap, its Users, or any other third party.
- Infringe on anyone’s intellectual property rights, defame anyone, impersonate anyone, or otherwise violate the rights of a third party.
- Hack, crack, phish, SQL inject, or otherwise compromise the security or integrity of the GroupMap site, service, or its users’ computers.
- Do anything else which, at GroupMap’s sole discretion, may bring GroupMap into disrepute.
- Establish false/fake accounts or create multiple accounts.
- Share your log in and account details with others or permit others without licenses to use your account.
- Create shared email administration accounts which is shared with multiple people within an organization.
- Sub-license, sell the right to use or create maps for the use of others who do not have an active subscription or license.
## 7. Payment, billing, and refunds
Certain portions of GroupMap’s service require a monthly subscription to be paid in advance as a condition of accessing those portions. Payment for GroupMap’s service may be made by credit card or electronic funds transfer.
Pricing and terms for various services shall be made available on our site. Where pricing and terms conflict between our site, this agreement, and/or some other information provided by us, the pricing and terms most favorable to GroupMap shall take precedence and the conflicting pricing and terms shall be stricken.
Subscriptions will be renewed at the beginning of each billing period and may be canceled at any time before the commencement of the next billing period to avoid a recurring payment. Should you cancel within a current period, your account will remain active until the end of the billing period paid for. If you decide to upgrade your subscription plan, we will credit the unused portion of your current month on a pro rata basis, though we will not do the same if you downgrade.
GroupMap does not provide refunds on prepaid subscription plans where the billing period has passed. Where there are any chargebacks due to client error or not providing the right credit card details, GroupMap is entitled to recover any loss amounts.
Where applicable, Goods and Services Tax (GST) or equivalent taxes are determined based on the billing address and information provided by the customer at the time of signup or as subsequently updated.
## 8. Discounts
GroupMap may, but is not obligated to, provide discounts for any reason. The discounts provided will be made according to the information published on our Site, and if any information is conflicting, the terms most beneficial to GroupMap shall take effect.
GroupMap may refuse to provide such discounts for any reason including, but not limited to, fraud, mistake on the part of our publication of information, actual or expected financial hardship, sale of all or part of our business, or any other reason.
## 9. Chargebacks, credit card cancellations, and similar actions
Where a User provides payment to GroupMap, and that amount of money is subsequently taken from GroupMap due to a chargeback, credit card cancellation, or other action that is the fault of the User, GroupMap is entitled to recover that amount from the User. In the event of such payment reversals, the onus will be on the User to prove the event was not the User’s fault (in other words, GroupMap doesn’t have to prove you requested that it happen).
## 10. Interruptions possible
Our service may be interrupted at any time, for server maintenance, security purposes, business purposes, or any other reason that GroupMap may deem advisable. If we have advance notice of such downtime, we will usually attempt to notify you, but we make no promises that we will do so as it may sometimes be necessary to not notify Users (such as for security purposes), or be unreasonably burdensome upon us to do so. You therefore acknowledge and agree that our service may not always be available and that this will not impose any liability on us for refunds for non-delivery of our service if it occurs for less than twelve hours at a time. For any greater loss of service time, we will refund subscriptions for non-provided days on a pro rata basis.
## 11. Our copyright
Our copyright is important to us, as is our server bandwidth. You agree not to copy, distribute, display, disseminate, or otherwise reproduce any of the information on the site, without receiving our prior written permission, even if it would otherwise constitute fair use or be otherwise legally permissible (you may, of course, copy such legal material if you get it from another source than our server). Material which arises from discussions or other brainstorming activities using the GroupMap service is permitted to be reproduced elsewhere as long as the authors or other owners of such material have authorized you to reproduce it, and you are not otherwise barred by law from doing so.
## 12. Your copyright
GroupMap must be assured that you have the right to use the content that is posted to our site. Such content may include, but is not limited to, photographs, videos, text, audio, and other materials. You must not knowingly infringe anyone’s Intellectual Property Rights or violate the rights of a third party.
## 13. Trademarks
“GroupMap” is a trademark used by us, GroupMap Technology Pty Ltd, to uniquely identify our site, service, and business. You agree not to use this phrase anywhere without our prior written consent. Additionally, you agree not to use our trade dress, or copy the look and feel of our website or its design, without our prior written consent. You agree that this paragraph goes beyond the governing law on intellectual property law, and includes prohibitions on any competition that violates the provisions of this paragraph, including starting your own business which competes directly or indirectly with us.
## 14. Revocation of consent
We may revoke our consent for your use of our intellectual property, or any other permission granted to you under this agreement, at any time. You agree that if we so request, you must take immediate action to remove any usage of our intellectual property that you may have engaged in, even if it would cause a loss to you.
## 15. Copyright & trademark infringement
Users must not post any information that infringes on anyone’s copyright, but it may happen. We take copyright infringement very seriously, and although we do not concede that we are subject to the jurisdiction of the United States’ courts, we have registered a copyright agent with the United States Copyright Office to provide us with an additional safe harbor for attempted copyright actions in that country, as it limits our liability under the Digital Millennium Copyright Act. If you believe that your copyright has been infringed, please send us a message which contains:
- Your name.
- The name of the party whose copyright has been infringed, if different from your name.
- The name and description of the work that is being infringed.
- The location on our website of the infringing copy.
- A statement that you have a good faith belief that use of the copyrighted work described above is not authorized by the copyright owner (or by a third party who is legally entitled to do so on behalf of the copyright owner) and is not otherwise permitted by law.
- A statement that you swear, under penalty of perjury, that the information contained in this notification is accurate and that you are the copyright owner or have an exclusive right in law to bring infringement proceedings with respect to its use.
You must sign this notification and send it to our copyright agent at [info@groupmap.com](mailto:info@groupmap.com). Since we prefer that you send the notification by e-mail, an electronic signature is acceptable.
We recommend that you send us similar information to that above in regards to any allegation of trademark infringement, and we will address it as soon as practicable.
By submitting a takedown notice which follows the above “DMCA” format, you agree to hold us harmless for any damages for intellectual property infringement against you which may have been committed by a third party on our site or service, regardless of in which court you may have brought suit against us.
If you do not use the above “DMCA” format, you agree to submit irrevocably and exclusively to the jurisdiction of Australia’s courts and laws by sending us a takedown notice in any form, in relation to the subject matter of that takedown notice.
## 16. Representations & warranties
We make no representations or warranties as to the merchantability of our service or fitness for any particular purpose. You agree that you are releasing us from any liability that we may otherwise have to you in relation to or arising from this agreement or our services, for reasons including, but not limited to, failure or our service, negligence or any other tort. To the extent that applicable law restricts this release of liability, you agree that we are only liable to you for the minimum amount of damages that the law restricts our liability to, if such a minimum exists.
We are not responsible in any way for damages caused by third parties who may use our services, including but not limited to people who commit intellectual property infringement, defamation, tortious interference with economic relations or any other actionable conduct towards you.
We are not responsible for any use of the information generated or disseminated using GroupMap, nor are we responsible for any damages which arise from the proper or improper use of GroupMap, including any altered version of our service.
We are not responsible for any failure on the part of a payment processor, including the credit company or bank that you use, to direct payments to the correct destination, or any actions on their part in placing a hold on your funds.
We are not responsible for any failure on your part to provide a computer system adequate for the purpose of running our software. Please ensure you have up to date software and hardware before purchasing our service.
We are not liable for any failure of the goods or services of our company or a third party, including any failures or disruptions, untimely delivery, scheduled or unscheduled, intentional or unintentional, on our website which prevent access to our website temporarily or permanently.
The provision of our service to you is contingent on your agreement with this and all other sections of this agreement. Nothing in the provisions of this “Representation and Warranties” section shall be construed to limit the generality of the first paragraph of this section.
For Jurisdictions that do not allow us to limit our liability: Notwithstanding any provision of these Terms, if your jurisdiction has provisions specific to waiver or liability that conflict with the above then our liability is limited to the smallest extent possible by law. Specifically, in those jurisdictions not allowed, we do not disclaim liability for: (a) death or personal injury caused by its negligence or that of any of its officers, employees or agents; or (b) fraudulent misrepresentation; or (c) any liability which it is not lawful to exclude either now or in the future.
## 17. Indemnity
You agree to indemnify and hold us harmless for any claims by you or any third party which may arise from or relate to this agreement or the provision of our service to you, including any damages caused by your use of our website or acceptance of the offers contained on it. You also agree that you have a duty to defend us against such claims and we may require you to pay for an attorney(s) of our choice in such cases. You agree that this indemnity extends to requiring you to pay for our reasonable attorneys’ fees, court costs, and disbursements. In the event of a claim such as one described in this paragraph, we may elect to settle with the party/parties making the claim, and you shall be liable for the damages as though we had proceeded with a trial. If you and a third party (such as another User) both incur the kinds of claims mentioned in this paragraph against GroupMap through a combination of your activities (such as while both brainstorming together on GroupMap), you agree that you shall be jointly and severally liable for the kind of indemnity mentioned herein.
## 18. Choice of law
This agreement, and any disputes relating to GroupMap in general, shall be governed by the laws in force in the Commonwealth of Australia. The offer and acceptance of this contract are deemed to have occurred in the Commonwealth of Australia.
## 19. Forum of dispute
You agree that any dispute arising from or relating to this Agreement, or GroupMap in general, will be heard solely by a court of competent jurisdiction in the Commonwealth of Australia. Specifically, where the subject matter of a dispute is eligible for it, you agree that any disputes shall be head solely within the lowest court that has the authority to hear your claim (“Small Claims Court”). Depending on your jurisdiction, this will often be handled by a lower level of the “Civil and Administrative Tribunal.” Where you do not otherwise have any nexus to an Australian state or territory, you agree that any disputes will be brought within Western Australia.
If a dispute claims multiple claims and one or more of those claims would be eligible to be heard by the Small Claims Court, you agree not to bring the other claims against us and to instead proceed within the Small Claims Court.
If you would be entitled in a dispute to an amount exceeding the monetary jurisdiction of the Small Claims Court, you agree to waive your right to collect any damages in excess of the monetary jurisdiction and instead still bring your claim within the Small Claims Court. In other words, if you believe we owe you $15,000, but the state or territorial Small Claims Court that has jurisdiction has a limit of $10,000, you would only sue us for $10,000 and waive the extra $5,000.
You agree that if a dispute is eligible to be heard in Small Claims Court but you would be entitled to an additional or alternative remedy in a higher court, such as injunctive relief, you will waive your right to that remedy and still bring the dispute within the Small Claims Court.
If you bring a dispute in a manner other than in accordance with this section, you agree that we may move to have it dismissed, and that you will be responsible for our reasonable attorneys’ fees, court costs, and disbursements in doing so.
With the exception of the case envisioned in the above paragraph (where you bring a dispute in violation of this Agreement), you agree that the attorneys’ fees, court costs, and disbursements relating to a case will be awarded according to the rules of the court in which the case is brought.
## 20. Force majeure
You agree that we are not responsible to you for anything that we may otherwise be responsible for, if it is the result of events beyond our control, including, but not limited to, acts of God, war, insurrection, riots, terrorism, crime, labor shortages (including lawful and unlawful strikes), embargoes, postal disruption, communication disruption, unavailability of payment processors, failure or shortage of infrastructure, shortage of materials, or any other event beyond our control.
## 21. Severability
In the event that a provision of this agreement is found to be unlawful, conflicting with another provision of the agreement, or otherwise unenforceable, the agreement will remain in force as though it had been entered into without that unenforceable provision being included in it.
If two or more provisions of this agreement are deemed to conflict with each other’s operation, GroupMap shall have the sole right to elect which provision remains in force.
## 22. Non-waiver
GroupMap reserves all rights afforded to us under this agreement as well as under the provisions of any applicable law. Our non-enforcement of any particular provision or provisions of this Agreement or the any applicable law should not be construed as our waiver of the right to enforce that same provision under the same or different circumstances at any time in the future.
For example, if someone violates our rules, and you hear that we didn’t do anything about it, this does not mean you can violate our rules, too. Also, if you violate our rules, and we don’t do anything about it, it doesn’t mean we can’t take action against you the next time you do it (or within the limitation period that applies to the first time you did it, but a bit later on).
The above being said, it is important to abide by this agreement at all times, regardless of how we may choose to enforce it.
## 23. Termination & cancellation
We may terminate your account or access as well as access to our site and service to you at our discretion without explanation, though we will strive to provide a timely explanation in most cases. Our liability for refunding you, if you have paid anything to us, will be limited to the amount you paid for goods or services which have not yet been and will not be delivered, except in cases where the termination or cancellation was due to your breach of this agreement, in which case you agree that we are not required to provide any refund or other compensation whatsoever.
Under no circumstances, including termination or cancellation of our service to you, will we be liable for any losses related to actions of other Users, such as conduct which occurs during brainstorming sessions.
Please note that although we may terminate the provision of our service to you, this agreement will still remain in effect. For example, you will stop paying for our service and receiving the ability to access GroupMap, but you will still be responsible for indemnifying us for any claims which might have arisen from your activities while you were using GroupMap.
## 24. Assignment of rights
You may not assign your rights and/or obligations under this agreement to any other party without our prior written consent. We may assign our rights and/or obligations under this agreement to any other party at our discretion.
## 25. Amendments
We may amend this agreement from time to time. When we amend this agreement, we will e-mail you that there has been a change. If you do not agree to the changes, you must cease using our site and service immediately and inform us of your non-agreement with sufficient information to identify your account at [info@groupmap.com](mailto:info@groupmap.com) so that we may disable your account.
## 26. Australian consumer law
In addition to complying with Californian consumer laws, our service complies with the Australian Consumer Law. You may read more about your rights when purchasing and using our service by visiting www.consumerlaw.gov.au. If you have any questions or concerns about our service, you may contact us at [info@groupmap.com](mailto:info@groupmap.com).
## 27. Corporate information
GroupMap Technology Pty Ltd is a proprietary limited company domiciled in the State of Western Australia and doing business under Australian Business Number 95 160 220 520. For our detailed corporate contact information, or to confirm that we are in good standing, please feel free to look us up on the Australian Business Register: [ABN 95 160 220 520](https://abr.business.gov.au/ABN/View?abn=95160220520).
## 28. Confidentiality Obligations
### Definitions
“Confidential Information” means information designated by the party disclosing such information (“Disclosing Party”) as “confidential” or “proprietary” or that a reasonable person would understand to be confidential given the nature of the information and the circumstances of the disclosure. Your confidential information includes any information uploaded to the site. Our confidential information includes any information related to the performance, functionality, and reliability of the site. Confidential information does not include information that:
1. Is or becomes generally known to the public through no fault of the party that receives such information from the disclosing party (“receiving party”);
2. Is in the receiving party’s possession prior to receipt from the disclosing party;
3. Is acquired by the receiving party from a third-party without breach of any confidentiality obligation to disclosing party; or
4. Is independently developed by receiving party without reference to the disclosing party’s confidential information.
### Obligations
Confidential information is and will remain the exclusive property of the disclosing party. The receiving party will:
1. Use disclosing party’s confidential information solely for the performance of the activities contemplated by these terms of service;
2. Disclose such information only to its employees, agents, and contractors who are bound by obligations of confidentiality at least as strict as those contained in this section
3. Protect disclosing party’s confidential information against unauthorized use or disclosure using the same degree of care it uses for its own confidential information, which in no event will be less than reasonable care; and
4. Upon written request, return or destroy all copies of the disclosing party’s confidential information that are in its possession or control.
## History of changes
**February 2026** – Added clarification on GST determination based on billing address. Clarified scope of this agreement for non-enterprise clients. Added responsible use of AI policy.
---
# AI affinity mapping: group a wall of ideas into themes in seconds
URL: https://www.groupmap.com/blog/ai-affinity-mapping/
Every good brainstorm ends the same way: a wall of ideas, and a room waiting to see what they mean. Sorting that wall into themes is where the insight lives. Run by hand, it's also usually the longest pause in the agenda. Someone reads each note aloud, duplicates get debated, and the energy you built during ideation drains while cards get dragged around.
GroupMap's AI grouping does that first sort for you. It reads the ideas on your map, proposes named themes, and hands the decision back to you and the room.
## What is affinity mapping?
Affinity mapping (also called affinity grouping, or building an [affinity diagram](/templates/affinity-diagram/)) is the technique of sorting brainstormed ideas into clusters of related items, so a group can see the handful of themes behind dozens of individual notes. It's a staple wherever qualitative input piles up: workshop outputs, user research, retrospectives, community consultations.
The method is simple; the live logistics aren't. Grouping thirty ideas in front of an audience means holding their attention through every move, and the first person to say "these two go together" quietly frames how the rest get sorted. That's the gap AI affinity mapping closes.
## Let AI suggest the themes
When your session reaches the grouping step, AI group suggestions can make the first pass. The AI reads what participants actually wrote and proposes clusters, each under a plain-language theme name. In a brainstorm about how the team works together, that might be "Process Improvement", "Team Recognition", and "Communication Clarity", with each idea already sitting under the theme it supports.
Nothing moves on the map until you say so. Each suggested group can be accepted or dismissed on its own, you can accept or dismiss the whole set, and if the cut doesn't match how the room thinks, regenerate it and get a fresh take. Manual grouping hasn't gone anywhere either — select two or more ideas and group them yourself, or refine the AI's clusters by hand.
## Why a suggested first cut changes the session
The value isn't only speed. GroupMap already has participants [brainstorm independently](/features/) before seeing each other's ideas, so the input isn't anchored by the loudest voice. AI grouping extends that neutrality one step further: the first cut at the themes comes from the ideas themselves, not from whoever reached the board first.
Your job as facilitator shifts from drag-and-drop to the conversation that actually matters: do these belong together, what should we call this, and which theme deserves our votes? The mechanical sort takes seconds, so the discussion gets the minutes.
## How to run an AI-assisted affinity map
1. **Pick your map.** Start from the [affinity diagram template](/templates/affinity-diagram/) or any of GroupMap's [130+ templates](/templates/) — AI grouping works on whatever the room has brainstormed.
2. **Brainstorm independently first.** Participants add ideas without seeing the group's, which keeps the input honest and gives the AI real variety to work with.
3. **Group.** At the grouping step, review the AI's suggested themes: accept the ones that hold, dismiss the ones that don't, regenerate if you want a different cut, and adjust by hand.
4. **Vote and decide.** With ideas consolidated into themes, the room votes on substance instead of splitting support across duplicates. Results and actions then follow in the same map.
## From a wall of ideas to a decision
Grouping is the hinge of a session: it's how a hundred sticky notes become five things worth deciding on. If you like to theme ideas as they arrive, [tagging with a color legend](/blog/workshop-facilitation-feature-spotlight-tagging-your-ideas/) is still there for you — and when the wall is full, AI grouping gets you from ideas to themes while the room's energy is still high.
Try it in your next session. Start your [14-day free trial](https://login.groupmap.com/new?cc=www-blog), or [contact us](/contact-us/) if you'd like a walkthrough.
---
# 15+ cool icebreaker games you can run at your next meeting
URL: https://www.groupmap.com/blog/icebreaker-games-for-meetings/
Some of us love starting a meeting with a warm-up or icebreaker activity but doing so usually means stepping outside the tool.
Not anymore. Icebreaker games now run inside GroupMap as an optional step in your meeting, so the warm-up and the work happen in the same place.
## Why run icebreaker games in your GroupMap meeting
A warm-up in a separate tool costs more than the minutes it takes. Every context switch sheds participants: someone's link fails, someone stays in the other tab, and the energy you built evaporates while everyone finds their way back.
Running the opener in the map matters beyond logistics: every participant has already typed, drawn, or guessed, so contributing feels normal. The quieter voices that [independent brainstorming](/features/) protects are warmed up too, not just the confident ones.
### Games are now a step in your process
Whether you call them icebreakers, warm-up activities, or energizers, these are now all part of your GroupMap experience.
You can simply build it into your process, add it as a step throughout any of your activities, and run it like any other part of your GroupMap session. Participants are already in the map so by the time you enter the icebreaker, the game can start for everyone. Simply customize the step in your map and choose from a library of games. Participants open your map from their own device with a link, so nothing needs to be installed and there's no second room to admit anyone into.
It is entirely opt-in. The agenda stays yours.
## A library built for warming up a room
We've already built 15+ (more to come): a series of icebreaker games, from drawing to storytelling to quick quizzes, and other handy utility tools like spinners and finding out where people stand on a topic.
All you have to do is select the category, difficulty, duration, and group size to filter and choose the game you think is best for your audience. Most games have customizable topics, so you can theme them to better match the workshop you're running.
You can set up most games with customizable options to vary the game and tailor the topic of the icebreaker to your own theme by:
- adding in your own questions
- selecting from a drop-down library
- using our AI generator Atlas to come up with a set of questions that you can then modify as needed.
Here's just a sneak peek of some of the games we've already built into GroupMap for you.
| Game | What happens |
|---|---|
| Random Name Picker | Spin the wheel and let fate decide who goes next. |
| Icebreaker Questions | Pick a question for the team to answer together. |
| Two Truths and a Lie | Share three statements and see if the team can spot the lie. |
| Emoji Guess | Work out the answer from a set of emojis. Fastest wins. |
| Quick Quiz | Answer fast to score more points. |
| This or That | Find out where people stand on a topic. |
| Team Spectrum | Guess where someone stands on a topic. |
| Word Association | Build a word chain to reveal how your team thinks. |
| Punchline | Write the best punchline to win the round. |
| Scavenger Sprint | Race to find real-world items that match the prompt. |
You can find the [full list of icebreaker games and activities](https://help.groupmap.com/article/542-icebreaker-games) in our help center. Each one has been designed to serve a particular purpose, from simply asking a question through to creative collaboration on the canvas.
## Match the game to the activity that follows
A warm-up activity that rehearses what you are about to ask the room to do does double duty: you're using the icebreaker to get your group into the right frame of mind. Here are some examples of which games to run and why.
- **Two Truths and a Lie**, for a group meeting for the first time. Each participant shares three statements, and the room spots the lie, so people have said something about themselves before you ask them to agree on how they will work together in a [team charter](/templates/team-charter/).
- **This or That** and **Team Spectrum**, before you prioritize or decide on a set of tasks. This or That asks every participant to commit to a position and see where others landed. Team Spectrum turns that around: the room guesses where someone stands on a topic. Both make the spread of opinion visible before you ask the group to prioritize, the same move as placing ideas on an [impact effort matrix](/templates/impact-effort-matrix/).
- **Quick Quiz**, for training and classroom sessions. A fast scoring activity on a chosen topic surfaces what the room already knows, so a [KWL chart](/templates/kwl-chart/) gets a kickstart to the process.
- **Speed Sketch** and **Sketch Relay**, before creative work. Draw-and-guess rounds get people thinking in pictures and loose associations, which is the mode [group mind mapping](/templates/group-mind-mapping/) runs in.
- **Story Builder**, for quieter rooms. The group writes a story one word at a time, so every participant has already added something small and low-pressure. This can be a useful mental warm-up for a [PMI activity](/templates/pmi-plus-minus-interesting/).
## Which icebreaker game should you pick?
Here's how to think about it, one factor at a time.
1. **What's it actually for.** Are you loosening people up before a heavy conversation, or is this the whole point of the first five minutes? In GroupMap this maps to the Category filter, competition, creativity, participation, or thinking. Pick competition or creativity when you want pure energy (Speed Sketch, Emoji Guess, Quick Quiz), and participation or thinking when you want it to double as a soft entry into the real agenda (Icebreaker Questions, Team Spectrum, This or That).
2. **How comfortable this group already is with each other.** This is where GroupMap's Difficulty rating earns its keep. It's not about how hard the game is to play, it's about how much it asks participants to expose. New or mixed teams do better with low-difficulty options like Random Name Picker, Emoji Guess, or This or That. Teams who've been through a few sessions together can handle Two Truths and a Lie, Imposter Syndrome, or Whose Slide is it Anyway, where there's real performance and vulnerability involved.
3. **How much time you genuinely have.** Duration should be added to your meeting length, not carved out of it. If your icebreaker eats into the agenda you were trying to warm people up for, you've made the room's problem worse, not better.
4. **How many people you're running this for.** Group size matters, but so does whether the game is turn-based or simultaneous. Word Association, Story Builder, and Franken-draw build on each other one person at a time, which starts to drag once you're past a certain headcount. Quick Quiz, Emoji Guess, This or That, and Speed Sketch have everyone acting at once, so they hold up fine in a bigger group.
5. **Where everyone's actually joining from.** A game like Whose Slide is it Anyway or Pitch Tank needs cameras on and a bit of performance energy, which works well in person or on video but falls flat on an audio-only call. Scavenger Sprint needs people to grab real objects, which is oddly easier remote, where everyone's sitting at their own desk, than in a bare meeting room.
6. **Whether it should connect back to the session itself.** Most games let you load in pre-made or AI-generated topic categories. That's your chance to make the icebreaker actually about the workshop or planning session you're heading into, rather than something totally disconnected from the work.
7. **How confident you are running it.** Every game in the library is pre-built, so prep time isn't really the variable, your own familiarity is. Run Practice with Robots before the session so you're not learning the mechanics live in front of your team.
8. **Whether your team has already done it.** If you've run an icebreaker several times before, you might want to try something new to keep it fresh. Rotate through the library. Novelty does real work for engagement, even in a five-minute warm-up.
9. **How much you're asking people to put themselves out there.** This sits next to difficulty but is worth naming on its own, games with a performance or spotlight element (Pitch Tank, Punchline, Whose Slide is it Anyway) are great for a confident, established team and genuinely risky for quieter or more junior participants. Know who's in the room before you pick one of these.
10. **What kind of energy do you want people carrying into the next phase.** A fast, competitive game leaves a room buzzy and a bit loud. A slower, thinking-category game leaves people more reflective. Choose the one that sets up the meeting that follows, not just the one that's most fun in isolation.
<span class="page-header__actions"><Button variant="primary" href="https://login.groupmap.com/new?cc=www-blog">Run an icebreaker game in GroupMap</Button></span>
## Looking for more icebreaker ideas?
If you prefer to run your own opener, our [icebreaker and warm-up templates](/templates/icebreakers/) including [options that scale to large groups](/templates/icebreakers-for-large-groups/) are still there. Use these to create your own versions of icebreaker activities.
Try one in your next session. Start your [14-day free trial](https://login.groupmap.com/new?cc=www-blog), or [contact us](/contact-us/) if you'd like a walkthrough.
---
# Meet Atlas: the AI facilitator built into your GroupMap session
URL: https://www.groupmap.com/blog/ai-facilitator/
Atlas, the AI facilitator built into GroupMap, sits in the side panel of your live session, reads what participants have written, and reports to you alone: a summary on demand, a question worth putting to the group when discussion stalls, the actions hiding in the top-voted ideas when it's time to close, and an answer to whatever else you want to know about what's on the map. Participants never see it. What they see is you, with your eyes on the room instead of the board.
## What is an AI facilitator?
An AI facilitator is software that helps run a group session. It reads what participants contribute, summarizes it, finds the patterns, and suggests what to do next, so the person running the session can spend less time reading the board and more time with the people in the room.
In GroupMap, that AI facilitator is Atlas, and it works as a co-facilitator rather than a replacement. Atlas takes on the synthesis: the reading, condensing and connecting that usually happens with your back to the room. You keep the process and the people. Your session still runs on a template, a defined process and a human facilitator, and Atlas is the colleague in the side panel you can turn to at any step.
## How participants, you and Atlas work together
A GroupMap session now has three parties in it, and each does something the other two can't.
**Participants supply the thinking.** The ideas, concerns, priorities and votes come from the people in the room, and in GroupMap they arrive [independently first](/features/): everyone contributes before anyone sees the group's input, so the loudest voice doesn't set the agenda. That raw material is the whole point of the session. It holds the knowledge of the people who will live with the outcome, and it is what makes the outcome theirs.
**You run the room.** You designed the steps. You decide when to move on, you read the faces and the silences, and you carry the group from a wall of ideas to a decision. You also judge what is accurate, what is useful, and what gets kept. None of that is delegated, to Atlas or to anyone.
**Atlas reads the map.** Sixty ideas take a person several minutes to read properly, and longer to hold in mind. Atlas reads them in seconds, with no stake in the outcome, and hands you the shape of what the room said: the themes, the outliers, the concern nobody has quite named, the question worth asking next.
Where it comes together is in the hand-offs. Participants give the session its substance. Atlas turns that substance into something you can use while everyone is still in the room. And you do the things only a facilitator can do with it: build on what's there, query it, extend it, challenge it, open up a discussion, and steer the group toward an outcome it will stand behind.
## Why the ideas should still come from the room
It's tempting to let AI do the brainstorming. It's fast, it never runs dry, and the list it produces looks complete. But a group decision is only as strong as the group's belief in it, and people don't fight for ideas they didn't have. There's a second problem. GroupMap has participants brainstorm independently precisely so that nobody's thinking is anchored by what's already on the board, and a wall of machine-generated ideas is the biggest anchor you could put there.
So Atlas works from the room's ideas rather than in place of them. When a group stalls it can help, by suggesting a question to put to the room or drawing out a theme the group has only half expressed. But the ideas it reads, summarizes and questions are the participants' own. The output belongs to the people who wrote it, and so does the decision they reach at the end.
## What Atlas does for you
The panel's opening screen, shown at the top of this post, lists four things you can ask. Here is what each one buys you mid-session.
- **Saves you the reading.** Ask for an overview of the map at any step, in whatever shape you need ("give me a three-sentence overview", "recap what we've covered so far"), and read it back while the ideas are still fresh, instead of promising a write-up later.
- **Gives you a neutral read.** A summary drawn from the ideas themselves isn't weighted toward the senior person, the fluent talker or your own expectations. It's a useful check on what you think you heard.
- **Finds the patterns.** Ask what themes run through the input, what the top-voted ideas have in common, or which concern keeps coming back in different words.
- **Hands you the next question.** When contributions slow down, ask for discussion prompts grounded in what's already on the board, and put the best one to the group in your own words.
- **Points to what's next.** Once the room has voted, ask for candidate actions and next steps drawn from the top ideas, then refine them with the group.
- **Answers your questions about the data.** Follow any thread you like: which ideas contradict each other, what's missing given the session's goal, how the vote split. Atlas works only from the content of your map, so its answers are about what your participants actually wrote.
## Private to you, invisible to the room
Atlas is a facilitator's tool, and only the facilitator sees it. Participants see the map, each other's ideas once you reveal them, and the votes. They don't see the AI panel and they don't see what it tells you. Whatever Atlas suggests stays private to you until you choose to share it, by reading a summary aloud, putting a question to the group, or proposing an action.
That is deliberate. The conversation in the room stays between people. Nobody is arguing with a machine, and nobody is anchored by a summary they didn't ask for. You decide what reaches the group, in your words, at the moment it's useful.
Atlas is also read-only. It can't add, move, group or delete anything on the map, and it does nothing until you ask. A person always reviews what it produces and decides what to keep. That arrangement, the models behind it and our commitment not to train on your session data are all set out on the [responsible AI](/responsible-ai/) page.
## Atlas in action
*Atlas at work on a real map. This screenshot was taken before the rename, so the panel reads AI Agent.*
The map above is a real one. A team used it as an icebreaker: everyone added their hobbies, and the ideas were grouped into themes such as Creative Expression, Active Lifestyle and Pet Interaction. The facilitator then asked Atlas what the grouping suggests about the team's interests, values and current mindset. The answer came back in seconds: six areas, each summed up in a line, from music, karaoke and DIY projects under creative expression to cooking and cafe hopping under food culture, and a closing observation that the team's interests span creative pursuits, physical activity, food, digital entertainment and family time. That is a read the facilitator can put straight to the room: "Does this sound like us? What's missing?"
Here's how the same idea plays out across a whole session. Say you're running a strategy workshop with a dozen participants, working through a [SWOT analysis](/templates/swot-analysis/).
1. **Build.** After the independent brainstorm, ask Atlas for an overview and read it back. The room hears its own thinking played back in order, and corrects anything that's off. You've built a shared picture without anyone having to summarize sixty ideas out loud.
2. **Query.** Before moving on, ask what the strongest theme is, or what the weaknesses and the threats have in common. Use the answer to decide where the discussion should go, not as the discussion itself.
3. **Extend.** When ideas dry up, ask for prompt questions grounded in what's on the board. Pick one and put it to the group in your own words. The next round still comes from the participants, prompted rather than replaced.
4. **Challenge.** Ask what's missing given the session's goal, or which ideas pull in opposite directions. Then hand the tension back to the room: "Two of our top ideas assume opposite things about next year's budget. Which is it?" That's where the real discussion happens, and it happens between people.
5. **Build consensus.** After voting, ask for candidate actions drawn from the top ideas. Read them out as proposals, not decisions. Let the group amend, reject and adopt them, and close with next steps the room has already seen and shaped.
At every step the pattern is the same. Atlas gives you the read, you choose what to do with it, and the room makes the decision.
Atlas is included in GroupMap's Professional and Enterprise [plans](/pricing/), and in every 14-day trial.
---
# 6 facilitation techniques we heard from IAF award winners
URL: https://www.groupmap.com/blog/facilitation-techniques-iaf-award-winners/
A few weeks ago, our team spent an evening in breakout rooms with professional facilitators from around the world for the Facilitation Impact Awards, run by the [International Association of Facilitators](https://iaf-world.org/) (IAF). We weren't there to pitch anything. We went to listen, and what we walked away with was a genuinely useful window into the facilitation techniques that hold up when the stakes are real: a boardroom stuck on a decision, a room full of stakeholders who don't normally get heard, a project quietly losing momentum.
This post is our attempt to pass that on. We'll cover what the Awards actually recognize, how GroupMap fits into the day from pre-event planning through to a follow-up workshop, and then the six facilitation techniques that kept surfacing across five very different breakout rooms. They hold up whether or not you ever touch a GroupMap workspace.
## What are the IAF Facilitation Impact Awards?
The Facilitation Impact Awards, run by the IAF, score organizations on the measurable impact of their facilitation work. That's a deliberate distinction: they recognize the organizations that used facilitation and can point to what changed because of it, not the firms or individual facilitators who provided it.
This year's honorees spanned a striking range of industries and countries: a national library, a mining operation, a school nutrition association, a university law faculty, 22 organizations in total. You'll find the full roster with links at the end of this post. It's worth noting how they were organized for the day, into five breakout themes: Strategy, Transformation & Future Direction; Community, Participation & Social Impact; Culture, Leadership & High-Performing Teams; Networks, Partnerships & System Change; and Operational Excellence, Infrastructure & Complex Change.
Different rooms, different sectors, different continents. But the same underlying story kept surfacing in every one of them: something changed once facilitation entered the picture. If you want to see the ceremony itself, you can [watch the replay of the event here](https://www.youtube.com/watch?v=2vwERJvCsF8&t=6s).
## How GroupMap supported the IAF awards, start to finish
We had a hand in the day in a few different ways, each one tied to a different stage of the event.
### Pre-event: sharing every winner's impact story
Ahead of the ceremony, the organizers used a GroupMap workspace to prepopulate the information and key learning points from each of this year's winners: what they did, and the impact their facilitation work had. That let each organization's story get shared widely with the facilitation community, rather than surfacing for the first time on stage.
### During the event: running the breakout sessions
On the day, the breakout sessions themselves were run using GroupMap. That's where we were actually involved: hearing directly from the facilitators who visited each room and shared their own ideas and experiences. Most of what's in this post comes straight from those conversations.
### Post-event: a workshop for anyone who missed it
After the ceremony, we ran a follow-up workshop showing how GroupMap, a range of facilitation techniques, and AI can support facilitators in leading a session. And yes, we built a superhero in the process. [Watch the workshop recording](https://youtu.be/EqRXenrEoTI?si=90K81uTgfHr1TPfd).
## 6 facilitation techniques we heard from the breakout rooms
The five breakout rooms were organized around this year's themes:
1. Strategy, Transformation & Future Direction
2. Community, Participation & Social Impact
3. Culture, Leadership & High-Performing Teams
4. Networks, Partnerships & System Change
5. Operational Excellence, Infrastructure & Complex Change
Going into each room, participants could already see every nominee's facilitated information, their project summary, impact, outcomes, methodology, and key success factors, shared through the GroupMap workspace ahead of time. That meant conversations could start from what had already worked rather than from scratch.
The shift, when it came, usually wasn't dramatic. Participants described a slow build: refining an approach over a couple of years, someone stepping into a real facilitation role, and eventually noticing outcomes were just consistently better. A handful of specific facilitation techniques and habits came up again and again across the five rooms. Here's what stuck with us.
### 1. The mid-session reframe
One moment came up in nearly every room. Facilitators call it the mid-session reframe: a facilitator pauses a conversation that's going in circles, reframes the actual question on the table, and gets a decision moving that had been stuck for months.
It's a small move: pause, name what's really being asked, then hand the room a sharper question to answer. But people kept describing it like it changed everything.
### 2. Facilitation is a practice, not a rescue
Almost nobody in these rooms went looking for a facilitator on day one. Facilitation showed up after months of the same meeting playing out: the loudest voice winning, decisions made but never quite sticking, a tension in the room that everyone felt but nobody named. There wasn't a single moment that triggered it, just a slow accumulation of "maybe it'll sort itself out" before someone finally called it.
That late arrival was the pattern that stood out most across all five rooms. Facilitation gets brought in once things have already gone sideways, rather than being treated as an ongoing practice, and by then the problem has usually been sitting there unaddressed for a while.
Treating it as a practice also fixes something no format can. The fatigue that sets in around repeated sessions doesn't get solved by rotating templates or switching up the agenda. What helps is someone skilled enough to notice the ceiling a group has hit and name it out loud, the same instinct behind the mid-session reframe.
### 3. Conditions over content
Across every conversation we sat in on, a key success factor was the person holding the space. That meant knowing when to reframe, reading what wasn't being said, and making people feel safe enough to be honest and share their thoughts, whether verbally or in writing, manually or digitally.
That's a point the IAF's own [Core Competencies](https://iaf-world.org/the-iaf-core-competencies/) make directly. Creating and sustaining a genuinely participatory environment is a distinct skill in its own right, separate from whatever process or agenda a facilitator happens to be running.
That showed up clearly in what organizations learned about their own people. [The quietest person in a normal meeting](/blog/meeting-facilitation-tools-give-quiet-team-members-voice/) often turned out to have the most important perspective; they just needed a structure that let them say it.
Good facilitation didn't just collect opinions faster. It surfaced tensions that had been too polite to name and let leadership actually hear from everyone, not just the people who usually speak first.
### 4. Consistency beats frequency
Cadence mattered more than we expected. The rhythm shifted with the project: more frequent in early stages, steadier for long-term work. But the consensus was that regularity mattered more than frequency.
Three things kept coming up as the foundation everything else was built on:
- consistency,
- neutrality, and
- [psychological safety](/blog/creating-a-psychologically-safe-space-for-better-collaboration/).
That foundation isn't guaranteed to hold, though. The struggles people described were just as consistent as the wins: letting go of old ways of doing things, and sessions quietly losing substance over time as the format stayed the same while the ideas dried up.
### 5. Facilitation-led leadership
One breakout room was less discussion and more show-and-tell. People shared how facilitation changed who got heard in their organizations: regular check-ins where input wasn't second-guessed, [techniques to stop one voice from dominating](/blog/5-ways-to-level-up-your-meeting-facilitation-skills/), and a strong sense that good facilitation was often the quiet reason a project succeeded at all.
### 6. Ask the room, not the person
A different conversation centered on this exact distinction: asking the room versus asking the person. It sounds like a small shift in facilitation style, but it changes who actually contributes.
Directing a question at the group rather than at an individual lowers the cost of speaking up for the people least likely to volunteer first.
## Why this story stuck with our team
Put those six facilitation techniques together, and you get a profession at a strange moment. Distributed teams. More complex strategy work. Organizations navigating real change. The need for facilitation has never been higher, yet it's still often mistaken for just running meetings.
What we heard, session after session, was that the real impact isn't in any single session. It's what a group becomes capable of after being held well, consistently, over years. It echoes what we heard from [an IAF certified facilitator running a government health forum](/blog/iaf-facilitator-shares-workshop-and-online-facilitation-techniques-for-effective-brainstorming/): the tooling matters far less than the person designing the process.
That's a big part of why we wanted to be part of the Awards this year, in whatever way we could help: prepopulating winner stories in a workspace, running the breakout sessions, and following up with a workshop for anyone who couldn't attend. We build tools for groups that are trying to think and decide together, and days like this are a good reminder of what that actually requires: not more structure for its own sake, but someone paying close enough attention to know when to change it.
Congratulations again to all of this year's award winners. We're glad we got to spend the day in the room with you.
## Try the techniques yourself with GroupMap
None of the six facilitation techniques above need GroupMap to work. A mid-session reframe is a facilitator skill, not a feature. But if you're running them without a shared, visual space for the room to think alongside you, you're doing the hardest parts of the job with one hand tied behind your back: asking the room instead of the person is a lot easier when every participant has an equal-sized box to type into, and surfacing the quiet voice's perspective is a lot easier when [everyone adds their ideas independently first](/features/).
[GroupMap's facilitation tools](/solutions/workshops/) are built for exactly that: a guided process that moves a group from ideas to priorities to action, not a blank canvas bolted onto a video call. If you want to see it in the context of a real facilitation session rather than a features list, [book a live demo](https://calendly.com/groupmap/groupmap-demo) and try running one of these techniques in your next workshop.
## 2026 Facilitation Impact Awards winners
Congratulations to this year's full list of honorees:
- [Agriventures](https://agriventures.co/) (Bulgaria)
- [Canadian Tire](https://corp.canadiantire.ca/) (Canada)
- [Clinical Trials Navigator Inc.](https://clinicaltrialsnav.ca/) (Canada)
- [Dynavox Group](https://dynavoxgroup.com/) (Sweden)
- [European Marine Board](https://www.marineboard.eu/) (Belgium)
- [Hondao Senior Citizen's Welfare Foundation](https://www.hondao.org.tw/english) (Taiwan)
- [KB, National Library of the Netherlands](https://www.kb.nl/en) (Netherlands)
- [LANXESS India](https://lanxess.com/en-in/company/lanxess-india) (India)
- [Lakeland College](https://www.lakelandcollege.ca/) (Canada)
- [M-Files](https://www.m-files.com/) (Finland)
- [Manitoba High Schools Athletic Association](https://www.mhsaa.ca/) (Canada)
- Nyati Mineral Sands (Tanzania)
- [School Nutrition Association](https://schoolnutrition.org/) (United States)
- [Secretariat of the Partnership on Transparency in the Paris Agreement](https://transparency-partnership.net/) (Germany)
- Shanghai LianWei PanCloud Technology (China)
- [Singapore Polytechnic](https://www.sp.edu.sg/) (Singapore)
- Sovereign Metals (Malawi)
- [GIZ](https://www.giz.de/en) (Germany)
- [Three Trees (3T.)](https://3t.eco/) (Singapore)
- [University of Ottawa Faculty of Law, Common Law Section](https://commonlaw.uottawa.ca/en) (Canada)
- [Vashi Integrated Solutions](https://corp.vashiisl.com/) (India)
- Williamson Diamond Mining (Tanzania)
To learn more about the awards themselves, see [About the Facilitation Impact Awards](https://iaf-world.org/fia/) and the [International Association of Facilitators](https://iaf-world.org/).
---
# GroupMap just got a glow-up: And we think you're going to love it
URL: https://www.groupmap.com/blog/groupmap-redesign-facilitation-platform/
## A fresh look across the whole app
We’re excited. Like, genuinely, can’t-stop-refreshing-the-staging-environment excited. Because coming in mid June 2026, we’re rolling out something we’ve been quietly building toward for a while: a refreshed GroupMap experience that’s cleaner, smarter-feeling, and honestly just a lot more enjoyable to use every day.
Here’s the important part upfront: everything still works exactly the way you expect it to. Your maps, your workflows, your templates are all intact. This is a visual and experiential refresh, not a functional overhaul. Think of it as GroupMap putting on a sharp new outfit while keeping everything you already rely on right where it’s always been.
So what’s actually changing? Let’s walk through it.
The most immediately noticeable change is the overall design modernization. We’ve taken a hard look at every surface in GroupMap and asked: does this feel current? Does it feel like a tool people enjoy opening?
The answer led us to a cleaner visual language: more breathing room, better use of space, sharper typography, and a more cohesive feel from screen to screen. It’s the kind of update that’s hard to put into a single sentence, but the moment you log in, you’ll feel it. It just looks right.
## Your workspace, your way
One of the most-requested improvements we’ve heard over the years is more control over how your GroupMap workspace looks and feels, and we’ve delivered. The new workspace customization options mean you can shape the environment to match your team, your brand, or just your own preferences.
Whether you’re running sessions for a corporate team that lives and breathes their brand identity, or facilitating a community group that wants something warm and approachable, GroupMap now gives you the tools to make it yours.
## AI front and center (where it belongs)
If you’ve been using GroupMap’s AI features, you already know how powerful the AI grouping and [Atlas, the AI facilitator](/blog/ai-facilitator/), are. With this update, we’re giving them the spotlight they deserve.
The Atlas panel has been redesigned to sit prominently in the side panel: more accessible, more intuitive, easier to activate mid-session without interrupting your flow. It’s the same powerful AI underneath, just surfaced in a way that makes it feel like a genuine co-facilitator rather than a buried feature you have to hunt for.
The AI grouping capability continues to be one of the most time-saving features in GroupMap, and the updated layout makes it even easier to trigger, review, and act on AI-generated clusters of ideas. If you haven’t explored this yet, the coming update is a great excuse to try it.
## Cleaner map customization
Anyone who’s spent time setting up maps and configuring workflows in GroupMap knows the process has been… functional. It worked. But we knew we could make it feel better.
The updated map customization layout streamlines the setup experience: fewer clicks to get where you’re going, a more logical flow between configuration options, and a layout that makes it easier to see what you’ve set up at a glance. Whether you’re spinning up a quick retrospective or building out a complex multi-stage facilitation workflow, the new layout just makes the process more enjoyable.
## What's not changing
We know that any UI update, even a positive one, can create a moment of ‘wait, where did that go?’ So let us be clear:
All your existing maps, templates, and workflows are untouched. Every feature that exists today will still exist after the update. The navigation structure remains familiar. Your team won’t need retraining. There are no new pricing tiers, no feature removals, no surprise changes to how anything fundamentally works.
This is a refresh, not a reimagining. We’ve improved the experience around all the things you already use. We haven’t moved the cheese.
## Ready to see it for yourself?
The update rolls out in mid June 2026, with no action needed on your end. Just log in and enjoy the fresh experience.
In the meantime, here’s what you can do:
- **Explore Atlas, the AI facilitator**: if you haven’t used it yet, now’s the perfect time. Head to any map and open the side panel.
- **Share the news with your team**: forward this post so no one is surprised by the fresh look on launch day.
- **Send us your feedback**: we genuinely want to hear your first impressions. Reach out via the in-app chat or drop us a note at [**info@groupmap.com**](mailto:info@groupmap.com).
We’re proud of this one. See you on the other side.
— ***The GroupMap Team***
---
# Want to save time in 2026? Try these meeting alternatives
URL: https://www.groupmap.com/blog/alternatives-to-meetings/
If you’re looking to save some time in 2026, meeting alternatives could be just what you need.
[Research](https://hbr.org/2022/03/dear-manager-youre-holding-too-many-meetings) from Harvard Business Review confirms we need to reconsider our use of meetings. They have been a go-to tool for governments and businesses for centuries. But it’s not a case of ‘the more the merrier’. Instead, all the data points to the fact we would benefit from having less meetings.
A tipping point has not only been reached but surpassed. Meetings have started to undermine the very reason we work. It was reported a staggering 70% of them keep employees from doing what they are paid to do. The way to fix this is to have less meetings.
Having fewer meetings won’t just increase your productivity. The research suggests fewer meetings increases autonomy, cooperation and satisfaction. At the same time, micromanaging and stress is reduced.
With this in mind, before you send out your next calendar invitation, ask yourself if you really need that meeting. Does it have a purpose? Are the right people there? Can an outcome be defined? If the answer is ‘no’ or even ‘not really’, cancel it. A meeting can only be productive if it’s needed. If, however, your answer was ‘yes’, a second question is needed. Ask if the goal of the meeting could be delivered another way. Could you, for example, use one of the following meeting alternatives instead?
## 1. Hold more asynchronous sessions and fewer meetings
The research stated an asynchronous session is a great meeting alternative. Not only that, online tools are the perfect way to deliver them.
This isn’t surprising given [online brainstorming templates tools and techniques](/blog/how-online-brainstorming-templates-tools-and-techniques-can-improve-your-meetings/) are designed to overcome meeting-related issues. They solve a number of problems including those linked to time. Online brainstorming tools include features that help you include decision making in your asynchronous sessions. Grouping, rating and voting on ideas means solutions can be transparently shaped. Actions can be added to transition ideas into next steps.
Meeting templates such as [agile retrospective boards](/templates/) are built with a process in mind. This lets a facilitator step a group through a meeting process. Because it’s online, those steps can be delivered asynchronously. As a Scrum Master, you can then pre-build the process and collect ideas before the meeting, saving time, and avoiding recency bias.
Not only will asynchronous sessions help you have fewer meetings, they will deliver other benefits too. They are more inclusive than traditional meetings. They also easily fit with flexible working hours and different time zones. Best of all, they produce better results by reducing [groupthink](/blog/keeping-groupthink-out-and-teamwork-in/).
Out top tips for running an asynchronous meeting include:
- Document the meeting purpose, [agenda](/templates/meeting-agenda-template/) and timeframe. This is even more important without having someone there.
- Let people know where they can ask questions about the meeting.
- Ideally, use a previous face to face meeting to set the context and process before the asynchronous meeting.
- Try and encourage a mandatory meeting response, even if it is a simple “looks good” or “I don’t have anything else to add”.
- Set a timeline and remind people of etiquette.
## 2. Digitize check-ins, stand-ups, updates and status meetings
When it comes to having less meetings, being able to reduce the ones we have most often makes a big difference. For us, these are daily stand ups and operational meetings. These are very similar because in both cases people come together to offer information to each other. Digitizing this sort of activity is quite simple.
We use [Slack](http://www.slack.com) and a dedicated meetings channel, along with [Geekbot](http://www.geekbot.com) allowing everyone to chime in quickly and offer insight as needed for our daily stand ups. We ask everyone to give a score out of 10 as to how they are feeling (and follow up if someone is low), ask what they are working on that is not BAU and an output they would like to share.
We also time box our status and operational meetings and then follow up with one on one meetings that are more task or area focussed as needed. This way, only the relevant people that are in the meeting.
Slack’s huddle option is another handy quick nudge option, as well as using [Zoom](http://www.zoom.com) for work meetings and [Google Meets](https://apps.google.com/intl/en/meet/how-it-works/) for more general meetings.
Holding our standup digitally comes with an added bonus. We can prioritize our time without missing the standup. So there is flexibility if we –
- have another meeting
- don’t want to interrupt a productive streak
- just want to start our day earlier or later.
To make sure you don’t undermine your good work creating less meetings with communication overload, try these easy tips –
- Target the right audience. Rather than sending information to the entire office, create sub groups and channels. This will help you connect the right people to the right information. It will also increase the likelihood your information will be read.
- Flag and tag. Make sure you’ve labeled your messages clearly and concisely. It will help people prioritize what they’re reading.
- Keep it searchable. Ensure people can search information for keywords so they can circle back to past communications.
## 3. Use agendas and formats that are fit for purpose
We use online templates and formats to help us focus. For example, we use the lean coffee format to allow open forum issues to be brought forward and progress to be seen with ease. We have items that end up on individual kanbans, and a team road map that essentially summarizes what we are doing now, next, later and never. This can then be used as a communication tool for the rest of the organization.
This means that depending on what you need to do, there is quite likely a template that will support it. Tools like [GroupMap](/templates/) offer a wide range of business templates, while more specialized tools like [TeamRetro](https://www.teamretro.com/retrospectives/) have a range of agile retrospective formats from which to select.
## Start 2026 off on the right foot
If you’re keen to save yourself some time in 2024, give these meeting alternatives a go.
Share this blog with someone you want to give the gift of time for 2024!
[Try it free today!](https://login.groupmap.com/new?cc=www-blog)
For more ideas, read about [getting 160 people to brainstorm on GroupMap](/blog/how-we-used-powtoons-to-get-160-people-to-brainstorm-with-us-on-groupmap/), [creativity tips from five industry leaders](/blog/get-more-creative-with-top-tips-from-5-industry-leaders/) and [facilitation techniques for critical thinking](/blog/facilitation-tools-and-techniques-for-critical-thinking-at-a-teachers-pd-workshop/).
---
# Online workshop facilitation tools for 2026
URL: https://www.groupmap.com/blog/online-workshop-facilitation-tools/
With so many great online workshop facilitation tools out there, it’s sometimes hard to know which one to choose.
Comparing the features and prices of the various tools isn’t an apples-to-apples affair. Not only that, it’s likely you will need multiple tools depending on the audience and how you wish to engage with them.
So where do you start?
Well, we’ve put together a list of different online workshop facilitation tools our team has used and popped them all in one convenient spot. Right here!
## Online tools that build virtual spaces
Virtual space tools are a logical place to start when you’re exploring online workshop facilitation tools. They let you build a virtual room for your workshop. With these tools, you can create virtual events and conferences that recreate that sense of navigating a festival ground or moving from keynote speeches to breakout rooms. You might even create a virtual office where people can gather, work and have chance interactions.
Virtual spaces such as those below can help create a sense of wonder and excitement in participants, though they do often require more set-up and overhead than a simple virtual meeting.
SpatialChat
Howspace
Seshboard
Blackboard Learn
SpatialChat
[SpatialChat](https://www.spatial.chat/) is a relatively new online workshop tool. It combines video conferencing and online space curation so you can build flexible, virtual office or event spaces for synchronous activities.
This product stands out with features that look to recreate real interactions within the virtual environment. People can, for example, move their avatar around the office and chat with each other as you would a physical space. The proximity feature mimics reality; as you move away from someone their voice becomes softer. This means it’s very easy to have one-on-one and close group chats.
Spaces are easily customized to help establish a tone, reflect a purpose, or meet event branding requirements. Meetings can include your favorite online collaboration tools with breakout spaces managed and meetings recorded.
Howspace
With [Howspace](https://www.howspace.com/) you can build online collaboration spaces that offer both synchronous and asynchronous learning opportunities.
With it, you can easily design website-like workspaces with a drag-and-drop editor, and integrate your current systems and tools. Most content types can be easily shared. Polls and surveys of large groups can be taken and quickly summarized.
It recently added video conferencing, powered by Whereby, to its list of features. With it, you can use breakout areas and small team spaces, hosting video meetings for up to 50 people.
Seshboard
Seshboard let you build great looking online workshop spaces, designed to foster the sorts of natural, productive conversations you would have face to face.
Customizable backdrops could set the tone of the event, carry your branding, or simply be there for fun.
Participants were seated at virtual tables and could turn to the person sitting next to them for a private conversation. Table groups could be sent to breakout sessions, with a spotlight feature used to debrief. A move around feature let participants navigate backgrounds for icebreakers and to ‘vote with their feet’ when it came time to make decisions.
Seshboard’s website is no longer online, so it is not an option for a session you are planning now.
Blackboard Learn
If you work in education, especially higher education, it’s likely you’ve heard of Blackboard. This online facilitation tool builds spaces that provide consistent and positive user experiences for both teachers and learners. It does so while delivering blended asynchronous learning opportunities all in one place.
[Blackboard](https://www.blackboard.com/) is an online tool that helps people get organized both in the delivery of a course and its undertaking. As well as its built-in web-based tools, it integrates with a variety of others. This means that it supports the distribution of course material and a range of communication types, and its customizable options means instructors can cater to unique learning needs.
## Workshop facilitation tools
Once you have a virtual space defined, the next thing to consider for your online workshop is the collaboration tool you will use.
Good collaboration tools do more than simply capture input. Good collaboration tools support the evolution of ideas. They facilitate informed, equitable decision making while ensuring all voices in the room are heard. Importantly, good collaboration tools support positive user experiences for both facilitators and workshop participants. This means they are easy for everyone to use.
This type of online workshop facilitation tools can be applied to a huge range of event types. They can also be used for online, face-to-face and hybrid sessions.
GroupMap
Miro
Mural
GroupMap
It will come as no surprise that [GroupMap](/solutions/workshops/) is our favorite online workshop facilitation tool given its flexibility, ease of use and effectiveness on group decision making.
Designed by facilitators for facilitators, it offers a wide range of templates with features that make it much easier to facilitate workshops. There is less emphasis on participants having to learn a tool and software, yet it gives facilitators the flexibility they need to run a range of brainstorming and group decision activities.
GroupMap includes the ability to:
- Create polls and surveys
- Use different templates to run brainstorming sessions from canvas, templates, lists and charts.
- Allow different styles of brainstorming, including anonymous
- Vote on ideas independently
- Prioritize decisions by position, ratings or score.
- Add actions to ideas
- Produce summaries, word clouds and reports of the session
GroupMap lets you easily guide people through a workshop from step to step. You can also create workspaces with different activities.
Miro
[Miro](https://miro.com/) is a great online whiteboard with an equally great range of templates that can be converted into a presentation or saved as a PDF.
It has been described as a blend of different collaborative tools in one – part diagramming and flowchart, part presentation, part mind-mapping. It offers a broad range of applications from collaboration through to project management.
Miro integrates with a wide range of other tools. Their infinite canvas can give you all the space you need to generate ideas and collect feedback in real time.
Miro offers built-in video chat on certain plans. This means you don’t have to switch between apps to talk about how you’re working while you’re working.
Mural
Another popular online whiteboard is [Mural](https://www.mural.co/). It helps make visually pleasing whiteboards and virtual canvases that capture drawings, notes, images and files.
Mural works well to support online workshop facilitation. It lets you create different rooms for a board with differentiated access rights.
It also includes a wide range of templates that can be used to support a variety of online workshop types. The canvases themselves can be zoomed in and out by each user as they need.
Mural includes a chat feature that allows people to directly connect without the need for a separate app. It also offers a wide range of integrations.
## Video conferencing tools
Video conferencing tools proved to be our go-to tool during the pandemic. Not only did they help us work from home, they helped us to connect socially. These tools have evolved dramatically over the past couple of years with more popular software including a wide variety of features and integrations. Users expect this type of workshop facilitation tool to include built-in features such as chat, screen sharing, and recording.
These are a very cost effective way of engaging with people without the expense of travel. They have also shaped how we work.
Zoom
Google Meet
MS Teams
Zoom
[Zoom](https://zoom.us/) is probably the most popular cloud-based video and audio communication platform on the planet. During the pandemic, Zoom-related words (Zoombombing, Zoom-friendly and Zoom-ready) reshaped how we spoke and were acknowledged by the publishers of the Oxford English Dictionary.
Zoom has thousands of integrations so its range of offerings is impressive. From Zoom Room collaboration workspaces all the way up to hosting 50,000 people in a live webinar along with 1,000 interactive video panelists. You can also share a webinar recording or live stream it to YouTube or Facebook.
Sessions can be transcribed, there’s screen sharing, all sorts of customizations, chat is included, and, of course you can share files. At the time of writing this piece, Zoom had mail and calendar in Beta.
Google Meet
[Google Meet](https://meet.google.com/) has been Google’s video communication platform ever since Hangouts was rebranded in April 2020. Of course, because it’s Google, it works seamlessly with the Google Workspace and offers lots of cloud storage.
It includes instant messaging, screen sharing and end-to-end encryption. It also offers accessibility features such as live captions, powered by Google’s speech recognition technology, and intelligent noise cancellation. Chrome extensions enable whiteboards and waiting rooms. It also integrates with over two hundred apps.
Google Meet is a very user-friendly online workshop facilitation tool. Once you have a Google account, you can start or schedule a meeting with one click of the Google Workspace toolbar. It lets you invite up to 500 internal or external participants to a meeting, and live stream events for up to 100,000 viewers within your domain.
MS Teams
[MS Teams](https://www.microsoft.com/en-au/microsoft-teams/group-chat-software) is included in Microsoft Office 365. It is highly customizable and, unsurprisingly, closely integrated with other Microsoft Office apps. It’s a solution that seems to be quite popular with large organizations.
Teams are made up of channels (conversation boards between teammates). Team members can view and add to different conversations and directly message each other. Each team has a site in SharePoint Online, which will contain a default document library folder. This means files shared across conversations save to this folder automatically. MS Teams can host up to 10,000 users in an online meeting. It also includes a scheduling aid, a note-taking app, file uploading, and in-meeting chat messaging.
MS Teams range of features even include helpful bots that reduce the number of repetitive tasks you need to do. It also integrates with over a thousand other applications.
## Polling tools
These tools usually have members of the audience access their mobile devices to respond to different questions. Those questions can take the form of a poll, survey, quiz and similar short-form activity. The results are then shared by the facilitator with the group as a whole.
Polling tools are also a good way of engaging large in-person groups, such as conference plenary sessions. They make it possible to quickly capture and share feedback without the awkwardness of singling out individuals to answer questions in front of everyone.
Mentimeter
Slido
GroupMap
Kahoot
Mentimeter
[Mentimeter](https://www.mentimeter.com/) is a web-based polling tool offering word clouds, real-time polls, Q and A’s and quizzes. It includes a number of templates to get you started. Mentimeter also offers a spinner wheel to take the bias out of decisions or just make things fun.
Slido
[Slido](https://www.slido.com/) is another great, easy to use, online polling tool. Their features include question moderation, simultaneous use of [Slido](https://www.slido.com/) in multiple rooms, and an analytics suite. Slido’s integrations include Google Slides and Microsoft Teams.
GroupMap
If you are already running a [GroupMap](/) session then you can integrate a poll or survey directly into your session as a standalone step. It’s great for brain breaks, ice-breakers or even just to keep your audience engaged. Choose from 6 different polling and survey styles.
Kahoot
[Kahoot](https://kahoot.com/) is an online platform for creating and sharing learning games. It offers a huge selection of ready-to-play, customizable games that can be used to energize a room. As well as real-time engagement it also supports asynchronous input, so you can gamify your session even before it starts!
## Online communication platforms
This category of online workshop facilitation tools offer another layer of engagement. They can be used during the workshop and continue to be used afterwards. These platforms are really helpful when groups are working asynchronously and collaboratively.
Slack
Discord
Slack
[Slack](https://slack.com/intl/en-au/) is a well-known messaging platform with features that help groups to connect and share in a virtual space.
Slack is generally an asynchronous communication platform but can be used to gather input from teams using channels. You can also post questions, links and use bots to help stimulate conversations. Built in meeting tools called Huddles let people jump into a meeting to clarify questions.
This is a tool that works to support your processes so it has a lot of integrations. In fact, Slack’s website references over half a million customized applications! It’s also possible to create your own solutions; either with or without code.
Discord
[Discord](https://discord.com/) is a chat service with voice, text, and video capabilities built-in. It was so popular that at one stage, Microsoft was making moves to buy it; that is, until Sony bought enough to stop a full acquisition.
It’s an online tool that makes it incredibly easy and intuitive for anyone to set up chat servers, so they can connect through text, audio, and video. It is known to be really popular with gamers, as well as streamers and developers.
People operate within channels. They can send messages directly to each other and make video calls. They can switch identities by changing nicknames, invite friends from one server into another, and prioritize which servers they receive notifications from.
Discord offers many, many integrations, from social media to productivity automation. The applications exist as bots that automatically carry out designated functions within your server.
## Online design tools
Design software can support online workshop facilitation in three key ways.
Firstly, the graphics made by online design tools enhance the workshop experience. They create visuals that are eye catching, engaging and fun. They can help create visuals that evoke feelings, set a mood and spark curiosity.
Secondly, when visual assets are being workshopped, online design software can save time and ensure everyone is on the same page. These tools streamline the creation process. They help reduce errors when making the designs with easy-to-use templates. They also support shared access so a group can have input into a process rather than limiting that input to a single individual.
Finally, online design tools can help engage visual learners. They can help a group ‘picture’ a process. They can map out steps or a design. They can support an asynchronous approach with people inputting feedback, comments and suggestions into a design before a meeting.
Canva
Figma
InVision
Canva
[Canva](https://www.canva.com/) helps people create an incredibly broad range of social media images, presentations, and other digital content. There’s no need for any prior experience as a graphic designer to get a lot of value out of this online tool. Facilitators can use Cavna to level-up presentations and digital materials.
Canva is very team-friendly. Links can be sent to easily share files and work spaces. This means corporate templates can be designed, shared and accessed with ease.
It includes many great, time-saving features. From drag and drop functionality to the inclusion of an image bank.
Figma
If prototyping workshops are your thing, [Figma](https://www.figma.com/) should be in your online workshop facilitation toolkit. It is a great design tool.
Being cloud-based, Figma designs and prototypes are updated instantly making it perfect for design workshops and remote teams.
Figma includes some unique features. Their Auto Layout offers a responsive design experience. With it there’s less manual resizing. Best of all, its padding, direction, and spacing settings translate directly into code, simplifying developer handoffs. Their Arc tool and Vector Networks are also well worth checking out.
It includes an online whiteboard to support group ideation. With it users can dot-vote, stamp, draw, or chat to offer feedback. They can access markers, shapes, and connectors to organize their thoughts. It comes with a design library that helps create artifacts that are consistent and on-brand.
InVision
InVision started as a prototyping tool that connected well with Photoshop and Sketch. Then they built their own ecosystem, and it grew into a digital product design and development platform that offered resources and tools for every stage of the product design process.
It was used to create a repeatable and streamlined design workflow: designing and prototyping products before writing code, collaborating across a whole organization, putting together quick product demonstrations, and commenting for instant feedback on a prototype. Designers could show a prototype and the look and feel of a design without any development work, and it integrated with plenty of other tools.
InVision is no longer available. Its old address now sends visitors to Miro instead, so it is not an option for a session you are planning now.
## Final tips for choosing online workshop facilitation tools
Choosing the right tool for the job really makes a big difference.
The right tools for you will depend on your unique workshop requirements –
- Your workshop deliverables
- Your audience size
- Your budget
With multiple features often included in a single tool it’s important to take the time to thoroughly explore what each offers. Book in a demonstration with the provider to tour you through the product. Sign up for free trials making sure you have the time to explore the tool (before the trial expires).
For a different take on running a session, see how [youth leaders created workshops with a difference in aged care](/case-studies/creating-workshops-with-a-difference-youth-leaders-in-aged-care/).
Looking for for a tool to facilitate your next online workshop? Sign up now and give GroupMap a try (no credit card needed).
[Try it free today!](https://login.groupmap.com/new?cc=www-blog)
You might also like [5 activities for creating engaging workshops with impact](/blog/5-activities-for-creating-engaging-workshops-with-impact/) and [the top 3 metrics to measure your workshop success](/blog/top-3-metrics-to-measure-your-workshop-success/).
---
# Season’s greetings from GroupMap – thank you
URL: https://www.groupmap.com/blog/seasons-greetings-from-groupmap/
We are incredibly grateful for the many people around the world who looked to GroupMap to help people think better together in 2025.
As we approach the end of the year, a number of our team will be taking a well-earned break. However, our Help Center services will continue over the festive period.
We look forward to supporting your learning journey in 2026. Until then, from all of us at GroupMap, we wish you the very best for the festive season.
All the very best for the New Year.
Jeremy Lu / Brad Ward
Co-Founders
[Try it free today!](https://login.groupmap.com/new?cc=www-blog)
---
# 6 easy ways GroupMap can level up your online brainstorming meeting
URL: https://www.groupmap.com/blog/6-easy-ways-groupmap-can-level-up-your-online-brainstorming-meeting/
Online brainstorming sessions are an effective way to gather ideas and spark discussion. However, facilitators can sometimes find it challenging to support participant engagement and productivity due to the virtual environment.
Being well-prepared can help you navigate the challenges of the virtual environment and allow you to focus more on generating creative ideas.
## Just what is online brainstorming?
Online brainstorming is virtual idea-generating and problem-solving. It’s often a collaborative process where individuals think of new and innovative ideas or create solutions.
Online brainstorming sessions provide a way for participants to get involved and contribute their thoughts and perspectives, even if they aren’t able to participate in an in-person brainstorming session due to distance, where they are located or time zone.
As with in person brainstorming, facilitators guide the process while creating an environment that fosters safety, creativity and innovation. Similarly, facilitators ensure the session is productive so that it leads to effective problem-solving and decision-making.
Online brainstorming has the advantages of allowing anonymous and independent brainstorming which means each person is free to contribute without fear. It can also remove bias when people simply anchor to a specific idea. There are also time-saving benefits by reducing production blocks, and not having to re-write those sticky notes again at the end of the session.
## Challenges of online brainstorming
Although online brainstorming can deliver a number of benefits, it can come with a unique set of challenges. These include:
### Adapting to new technology
As more people host their brainstorming sessions online, more online tools become available that offer greater convenience and better visualization of ideas.
Interestingly, one of the common issues faced when using these tools is adaptability. While they may often offer great features, they may not include an intuitive or easily used interface. The need to learn new software may end up affecting the brainstorming session.
### Distractions leading to lack of participation
With participants working remotely or from a non-traditional workspace, there may be distractions in the background that could be disruptive. Similarly, participants may misuse the virtual environment and multi-task. Participants may not be as attentive or engaged in the session. This could lead to reduced quality and quantity of ideas being produced.
### Managing the discussion and the focus
The virtual environment may mean there is a lag in communication. This makes it difficult to maintain the momentum of a conversation.
As well as this, discussions could also go off-topic and move away from the goal of the discussion. One participant may also dominate the whole session or there is a need to manage a large volume of ideas and conversations. Generating ideas (divergent thinking) needs to be balanced with consensus building (convergent thinking). This can be trickier over a camera lens.
### Communication barriers
As the brainstorming session is online and not physical, it may be difficult to understand one another over the devices as well as unable to interpret non-verbal communication.
It’s possible these factors could adversely affect an online brainstorming session. However, if a facilitator is prepared, they can easily address these matters to ensure a successful and productive online brainstorming session.
Here are some handy tricks and tips to side-step the challenges.
## How can you level up your online brainstorming sessions?
### 1. Choosing the right tools
There is a huge array of tools available online that you can utilize to encourage participation and engagement.
Here are three must-try tools to ensure an efficient and productive session:
**Video conferencing** – Nowadays, there is a wide range of video conferencing software available. Possibly the most popular being MS Teams and Zoom. Each has their own features to set them apart allowing you to choose the one that best suits your needs. Other video conferencing applications include Slack, Google Meet, and WebEx Meetings.
**Brainstorming** – GroupMap is a great tool as it has over 130 templates that you can choose from which lets you visualize your team’s ideas and collaborate effectively. GroupMap’s templates can be incredibly useful, especially if you are struggling to organize your team’s thoughts and ideas or are new to hosting these online brainstorming sessions. These templates can work as a guide to spark discussions, ensure everyone has had a chance to contribute and keep the conversation focused on the topic at hand.
**Task Management** – You can then also use planning and scheduling tools such as Trello or Linear where you can begin to implement the ideas into actuality and create relevant tasks.
If you like to learn more about other online tools, [read our blog post](/blog/online-workshop-facilitation-tools/).
### 2. Set clear objectives
As a facilitator, your role is to guide the online brainstorming session and foster collaboration and engagement, which should effectively result in maximum efficiency and productivity. To achieve this, you should clearly define the objective of the brainstorming session and share it with all the participants beforehand. This ensures everyone is on the same page, can prepare ahead of time, and contribute effectively.
Having your objective at the forefront during the brainstorming session acts as a handy reminder for everyone.
## 3. Use structure
Providing structure to the brainstorming can prove extremely beneficial as it will not only keep everyone on track with the session’s goal but also assist in organizing their thoughts and ideas.
This is where templates can be really helpful. A [Corrective Action Plan](/templates/corrective-action-plan/), [4P Marketing Mix](/templates/4p-marketing-mix/) or [Startup Canvas](/templates/startup-canvas/), for example, can step through discussions and help in reaching solutions.
All of GroupMap templates are customizable so you are able to change the template according to your specifications and tailor it to meet the session’s goals.
You can define the flow of your meeting with a structure that works for you. You can select, customize and order the steps as you need to cater for your specific audience and purpose.
If your online brainstorming sessions usually occur over a period of time, you can build out separate templates for each session and make them specific to that session’s goals. As you progress further, you can keep modifying accordingly.
### 4. Encourage participation
It is important to ensure participants feel secure to express their ideas, thoughts and concerns. As a facilitator, you can do this by making use of techniques such as round-robin, where everyone gets an equal chance to make a common and provide an idea. Similarly, try to intervene when you think the conversation is going off-topic and bring it back to the initial discussion point.
Another way you can increase engagement is to ask people’s thoughts on the ideas that have been contributed – kind of like an intermission or check-in where everyone can reflect on what has been produced till now. GroupMap has a feature where when conducting an online brainstorming session, participants can be asked to rate, review or vote on the ideas that have been added to a template. (These polls and results are easily savable and can be exported for later use). This is particularly great as the polls and the results can be visually seen on the map being used by the team!
### 5. Keep a record of all ideas and share them after the session for people to reflect and build upon them.
All ideas that are generated during the online brainstorming session should be recorded and shared with all participants after the discussion has ended. This is even easier to do now that the sessions are done online as you can make use of various tools that save all comments and changes made to a document.
This is a feature GroupMap offers where any ideas added to a template are saved and referred back to if needed. You can then export the ideas, along with any polling results, which can then be shared with the participants for their reflection and to build upon each other’s ideas.
This is particularly important because if there are any technical difficulties faced and the online session may need to be cut short, having a record of the ideas will help to go back to it in the next session and not lose any content generated.
### 6. Follow up
Last but not the least, after the online brainstorming session, follow up with all participants to ensure action items are assigned and progress is being made. As mentioned previously, making use of work scheduling tools such as Trello, Monday.com or Asana, ensures the ideas are then implemented and acted upon.
If you’re wanting to level up your next online brainstorming meeting, why not try the above tips and tricks? Let us know how you go!
Start leveling up your online brainstorming meetings today.
Sign up for a [free 14 day trial](https://login.groupmap.com/new?cc=www-blog) now (no credit card needed).
[Try it free today!](https://login.groupmap.com/new?cc=www-blog)
For more, see [easy ways to develop key collaboration skills](/blog/easy-ways-to-develop-key-collaboration-skills/) and [GroupMap at the Gartner IT symposium](/blog/groupmap-to-showcase-innovative-collaboration-software-at-gartner-it-symposium/).
---
# Transitioning to native AWS services, December 2022.
URL: https://www.groupmap.com/blog/transitioning-to-native-aws-services-december-2022/
## Current state
As you may be aware, GroupMap is currently hosted on the Salesforce Heroku Platform-as-a-Service (PaaS), which in turn is hosted on Amazon Web Services (AWS) Infrastructure-as-a-Service (IaaS) in Amazon’s Northern Virginia (us-east-1) and Frankfurt (eu-central-1) data-centers.
While the Heroku platform has served us well over the last few years, GroupMap has reached a point where we’ve outgrown it and we are looking to set ourselves up for future growth and to improve our product services and security.
## Migrating to AWS native services
We are planning to transition off Heroku to AWS-equivalent native service platforms (within the same data centers) in late December 2022. This migration will be transparent to you, although we hope you notice the improved performance and availability. As part of this migration:
- Heroku Server Dynos will be replaced with AWS ECS Fargate services
- Heroku Postgres will be migrated to AWS RDS Aurora Postgres clusters
- Heroku Redis will be migrated to AWS Elasticache clusters
To further reduce our data footprint we’ll be replacing a number of current third-party processors with their AWS equivalents.
- Sqreen (DataDog Inc.) Web Application Firewall will be replaced with AWS Web Application Firewall
- ImgIX (Zebrafish Labs Inc.) Asset resizing and CDN will be replaced with AWS S3 + AWS CloudFront
## Preparation
Over the last two months we’ve been shaking and performance testing the new AWS environments in parallel to maintaining our existing Heroku environments.
We’d like to thank our friends at Mechanical Rock Inc and Amazon Web Services for their assistance in the planning and implementation of this migration!
## Migration process
Migration will be completed outside of business hours over a weekend, and will involve approximately 2 hours of planned downtime as data is transferred. Advance notice of this scheduled outage will be sent to account owners 48 hours prior to commencement.
## Questions
If you have any questions – please let us know at [info@groupmap.com](mailto:info@groupmap.com)
[Try it free today!](https://login.groupmap.com/new?cc=www-blog)
---
# Creating a psychologically safe space for better collaboration
URL: https://www.groupmap.com/blog/creating-a-psychologically-safe-space-for-better-collaboration/
## What is psychological safety?
Psychological safety is a term coined by [Professor Amy C Edmondson](https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451) of Harvard University. It describes a workplace environment free from interpersonal fear. It is an unspoken belief shared by the members of a group that theirs is a safe space in which they can take interpersonal risks.
As humans, we remain hard-wired with a fight or flight response. We assess every environment we encounter for risk. We pick up on even the smallest of cues, process them and decide if we’re in a safe place or we’re not. If we register we’re not safe, one of our two, pre-programmed reactions kick in. We find ourselves feeling we want to fight or flee.
We never stop assessing our environment. Even when we’re at work, we have our feelers out.
In a world of ergonomic furniture, fire drills and hand sanitizing stations, it’s easy to assume workplaces would be at the top of the safety list. But our assessment goes beyond the physical. We gently register smiles, nods and responses. We pick up on eye rolls, sighs and silences. We tune into how our manager and colleagues interact. All to inform the level of risk we perceive to be aligned to our livelihood.
This process is because of our programming. It interprets ‘my job is safe’ as ‘I am safe’. This is the feeling that’s at the core of psychological safety.
When you are working in a psychologically safe space, your feelers don’t register risk. This means your job receives your full focus. Not only that, the absence of fear means you experience a sense of confidence and trust. You feel you have permission to be both honest and candid. You sense that you can speak up and your voice is valued. This means you feel very comfortable sharing ideas, asking questions and offering comments. It is also a space in which you feel it’s ok to make mistakes.
## What isn’t psychological safety?
Edmondson makes it clear that psychological safety isn’t a workplace goal. Rather, it is a means of reaching a goal.
A psychologically safe space isn’t –
- one that lacks conflict. In fact, conversations in safe spaces can be quite direct, and very candid.
- one where there’s blind celebration of all ideas. Instead, ideas in safe spaces are still explored and assessed.
- one that lacks errors or failure. It’s a space in which people feel safe to take risks and experiment with different solutions.
Most importantly, psychological safety isn’t an excuse to slack off or say whatever you like. There is still an expectation people will act appropriately within the workplace. They will be thoughtful and considerate. They will be productive and professional.
## Why is psychological safety important?
Author Anthony Hood gives two reasons why psychological safety is important –
1. Without psychological safety, people are afraid to speak up. When people are afraid to speak up, bad things happen.
2. A psychologically safe space supports the bottom line.
A lack of psychological safety means fear is present. Fear impacts thinking and decision making. With fear driving our behavior, self preservation is our priority. This means, in a fearful moment, we overlook the bigger picture to protect ourselves. As a result, bad things happen. Those bad things can include planes flying into mountains or patients receiving the wrong treatment.
Psychological safety also supports the bottom line. As work becomes more complex with less resources, team success requires team members to step up. In doing so they are taking an interpersonal risk. When they suggest a better way forward, it will need to be defended when scrutinized. They are presenting themselves as having expertise, possibly greater than that of their peers and manager. They are not ‘going with the flow’. They are ‘rocking the boat’ for the sake of the team delivering value.
High-performing teams typically feel safe enough to take risks. They also care enough to do so. Edmondson’s work reflected this when she examined the relationship between two dimensions – psychological safety, and motivation and accountability
Four zones were identified –
- Learning and high-performing zone.
An environment of high psychological safety and high motivation is called the learning and high-performance zone. This is the ideal space for a workplace team. They are motivated to take risks and are therefore more likely to experience success.
- Comfort zone.
An environment of high psychological safety and low motivation is called the comfort zone. This could be an environment in which there is no fear, but also no sense of buy-in from the team.
- Interpersonal anxiety zone.
An environment of low psychological safety and high motivation is called the interpersonal anxiety zone. This is a space in which there is a great deal of fear and people are disempowered.
- Apathy zone.
An environment of low psychological safety and low motivation is called the apathy zone. It’s a space in which there’s low performance and very little else.
The interpersonal anxiety zone should be of particular concern. This is the zone that can be very impactful on an individual’s mental health and therefore wellbeing.
## How does psychological safety improve collaboration?
Psychological safety improves collaboration in three important ways.
Firstly, psychological safety addresses **groupthink**. [Groupthink](/blog/keeping-groupthink-out-and-teamwork-in/) is when our desire for cohesion influences group decision-making. We don’t want to appear different from the group, so we favor ideas that will help avoid conflict so consensus can be quickly reached. It occurs when we are feeling unsafe.
Secondly, it also addresses **hesitancy**. When we’re unsure we will hesitate before sharing suggestions and ideas. In that moment of hesitation we may self-edit or self-censor. When we find ourselves in a psychologically safe space we readily offer our ideas and feedback. This also means more ideas are shared.
Finally, psychological safety supports the **evolution of ideas**. Without the fear of things such as a judgment or adverse action we freely offer and embrace feedback. We are actively curious and open to possibilities. We will explore the potential of suggestions. This drives creativity and innovation.
In short, psychological safety supports collaboration because we’re not held back by fear. We’re not weighed down by excessive worries about others’ opinions regarding our actions. Our energy isn’t directed to thinking of ways to avoid the potential for embarrassment and other threats. Psychological safety gives us the freedom to engage, explore and create.
## What does a psychologically safe meeting space look like?
Meetings offer a window into the level of psychological safety of a team or group. If the group feels safe, the following four key signs will be observed.
- Participation is high. When meeting attendees feel safe, they happily engage in the meeting. They will offer ideas and suggestions. They will be curious about the topics being discussed. They will ask questions to clarify and confirm their understanding.
- Mistakes will be mentioned. When meeting attendees feel safe they will acknowledge and own their mistakes. Their errors will be used as a learning opportunity because psychologically safe spaces are the ones in which learning takes place.
- Feedback is requested. When meeting attendees feel safe they will actively request and offer feedback. Feedback is seen as constructive. It is understood it is a reflection of the idea and not the person suggesting it.
- There will be conflict. When meeting attendees feel safe they will disagree. It is understood that healthy dissent can stimulate neural pathways and spark creativity. Attendees will share their concerns regarding an idea. They will offer alternative ideas. They will explore the merits of all suggestions and reach a consensus.
## How do I know if my team feels safe?
The best way to find out if your team feels psychologically safe is to ask them. Of course, that’s easier said than done. This is because the way someone is asked about psychological safety can, in fact, affect that sense of safety.
For example, if a manager asks a team member if they feel safe, they are highly likely to say that they do. That’s not because they do really feel that way, but rather because they simply want to shut down a potentially uncomfortable conversation. Claiming they feel safe is the easiest way to do this.
Edmondson shaped seven key questions to help assess the level of psychological safety felt by a group.
1. If you make a mistake on your team, is it held against you?
2. Are you able to bring up problems and tough issues?
3. Do people on the team sometimes reject others for being different?
4. Is it safe to take a risk?
5. Is it difficult to ask other team members for help?
6. Do people on the team deliberately act to undermine your efforts?
7. Are your unique skills and talents valued and utilized?
The questions help to assess the level of group-based fear. The more fear that’s apparent, the less safe the group feels.
As with our earlier example, asking these questions directly to a group member will distort their response. The best way of capturing feedback to these questions is to allow people to respond anonymously. If time allows, it’s also valuable to allow for asynchronous responses. This means people don’t feel rushed or pressured in any way.
As time passes and team members come and go, it’s important to revisit these questions. The shared experience of existing team members can be daunting for new people. Not only that, what makes people feel safe will change over time.
## What can I do to build a psychologically safe space?
While it’s everyone’s responsibility to foster an environment of psychological safety, it is tethered to the top of an organization. Leaders and managers need to model behavior that others will follow.
- Acknowledge mistakes. Keep the saying “to err is human” front of mind. Show that everyone makes mistakes and that the important thing is to learn from them and grow. It’s also valuable to acknowledge those that helped to identify and fix the error. This reinforces the importance of the team.
- Be available to the team. Listen to their feedback, concerns, and questions. Listen to their suggestions. Be curious and ask questions that give your team a platform to speak.
- Respond mindfully. Owning up to mistakes isn’t easy and it should be supported rather than punished. Responding with annoyance, anger or frustration will only diminish psychological safety. It may even teach people to hide their mistakes or blame others.
- Ask for help and offer it. It’s important that asking for help isn’t seen as a sign of incompetence. Instead, it’s an indication of being self-aware. If someone has a particular experience, make the most of them by asking them to assist. If an important deadline is looming, ask others to contribute to lower stress levels. If someone is struggling, offer to help out. Help is a symptom of good teamwork and collaboration.
- Facilitate guidelines. They could range from [meeting ground rules](/blog/5-great-ground-rules-for-effective-meetings/) to a team agreement. Allow the people working together with the opportunity to set the parameters in which they will operate. This will give people the chance to define the behavior that helps them feel safe.
- Nominate a devil’s advocate. Appoint someone to be critical of ideas rather than supportive. This distances an individual from any criticism they may issue as well as helps to ensure all ideas have rigor.
Everyone can contribute to psychological safety by –
- Saying what you would want to hear in the workplace. If you were new, had made a mistake or done a great job, what would you want to hear from your colleagues? Well, say it. Connecting with empathy and demonstrations of support will foster a sense of trust and safety.
- Keeping things in context. You could be a part of a project group, a workplace team, or a committee member. You are a member of a group that has a purpose so don’t make it personal.
- Expressing [gratitude](/blog/three-easy-ways-to-foster-gratitude-in-the-workplace-with-groupmap/). The positive effects of gratitude range from better sleep to an increase in life satisfaction. Expressing gratitude is a way of acknowledging the help that was received. As we’ve said before, help is a sign of collaboration and good teamwork.
## Make your meetings safer with GroupMap
Supporting psychological safety does take some effort but it’s well worth the effort – and GroupMap can make it easy.
Groupmap supports the effective delivery of workshops, meetings, teaching, and training. It boasts [features](/features/) specifically designed to overcome barriers to collaboration, foster a safe environment and increase meeting participation.
You can start straight away with any one of the 130+ templates.
Use GroupMap to [run your next online session today](https://login.groupmap.com/new?cc=www-blog).
[Try it free today!](https://login.groupmap.com/new?cc=www-blog)
You might also like [easy ways to develop key collaboration skills](/blog/easy-ways-to-develop-key-collaboration-skills/) and [how "I" can come back into team](/blog/finally-i-can-come-back-into-team-2/).
---
# Teaching and learning forum
URL: https://www.groupmap.com/blog/lesson-plan-examples-to-engage-students-in-learning/
## How GroupMap is being used in classrooms to facilitate student learning.
<p class="lead">The following are examples of how educators are effectively engaging their students in group discussion, collaborative learning, and speeding up the feedback process for their students. These ideas were presented at the WAND teaching and learning conference held at Curtin University and offer some wonderful examples of how teachers can employ innovative practices in delivering their curriculum.</p>
### Facilitating online discussions with pre-service teachers
Paul from the School of Education presented on how he used Edward De Bono’s “Six Thinking Hats” format to brainstorm inclusive practices for students.
The learning outcome was for students to explore the idea of having a student from a different country joining a classroom. Rather than one specific country, however, he asked participants to imagine that in the future, Aliens had been discovered from Mars and that a Martian was joining the classroom. Using the different perspectives of Edward De Bono’s “Six Thinking Hats”, pre-service teachers could then explore and list a wide range of issues that needed to be considered within the school environment. Given that this was also an online class, it meant that everyone had the opportunity to participate in the process and perspectives from a wide range of participants could be inputted.
Based on the outputs it looks like they had a great session, generating ideas and solutions to cross-cultural bridges. It’s no wonder that Paul received positive feedback from students like “This is the first time in my online course that I actually feel like a student that could contribute. All my courses should be like this.”
### What could you try?
- Using the 6 thinking hats approach so that people are encouraged to think differently about the same situation.
- Integrating GroupMap into your own LMS (Blackboard was used in this case) to make the experience more seamless.
- Augmenting your online course with a collaborative online brainstorming tool.
### Smarter team planning
Bhadra, (manager-Curtin Library Learning Services) went through the way she and her team had used GroupMap for unit planning. Instead of gathering up all the sticky notes or madly writing down notes during meetings, each person added their ideas and comments to a GroupMap over the course of a month. Many hands make light work, and by the end of the process, the team had plenty of useful information in one, easily accessible place. The best thing about it? Everyone was able to have their say and see what others were talking about (without the hassle of scheduling around a dozen people’s busy lives). Less early morning meetings equal more sleep for everyone.
### What could you try?
- Running your online brainstorming sessions prior to your meeting to allow people more think time.
- Speeding up your meetings by having people add their thoughts to a key topic beforehand.
- Capturing thinking as you plan so you have a written record and evidence of the planning process.
### Deeper discussion through a compare and contrast exercise
Naggamal, a clinical and professional fellow, entertained us with her use of GroupMap in the more traditional classroom environment. Naggamal used GroupMap to look at the pros and cons of different medical radiation equipment with her students. Students were asked to expand their thinking by branching out from a given set of medical radiation tools. By comparing and contrasting, students can better consolidate their understanding whilst applying critical thinking to the diagnostic methods. With something as technical as this, she said it was great to see students able to explore topics with no one fixed answer. She also has the ability to comment and give feedback to the conversation as it developed.
### What can you try?
- Provide feedback in real-time to groups as they present ideas.
- Use GroupMap as a formative assessment tool to evaluate student understanding of key topics.
- Facilitate a class discussion based on the overall output by the students.
For more classroom ideas, see [a lesson plan for more effective brainstorming](/blog/lesson-plan-more-effective-brainstorming-on-a-subject-matter-with-groupmap/) and [how smart are your kids?](/blog/how-smart-are-your-kids-2/).
### Can we help?
Want some ideas specific to your classroom? We’d love to help. Just drop us an email with what you have in mind and we will be more than happy to help create a wonderful teaching and a learning experience
---
# Three easy ways to foster gratitude in the workplace
URL: https://www.groupmap.com/blog/three-easy-ways-to-foster-gratitude-in-the-workplace-with-groupmap/
There’s a lot to be said for [showing gratitude in the workplace](https://www.forbes.com/sites/forbescoachescouncil/2021/12/29/the-benefits-of-showing-gratitude-in-the-workplace/?sh=34031a3917dd); and with the end of 2021 insight, it struck us as the perfect time to reflect upon that for which we are grateful.
As passionate advocates of lifelong learning and shameless fans of brainstorming, we’re keen to help you do the same. So we have come up with three simple ways to use GroupMap to finish the year (or any session for that matter) with gratitude.
## Checking in or out with gratitude
Check-ins and check-outs are short activities that happen at the start and end of meetings or collaborative sessions.
They are a perfect opportunity for reflection and are one of the many mechanisms that can be added to your toolbox of useful techniques that help to build team connectedness.
A gratitude check-in or check-out is simply a matter of asking participants for whom or what they are grateful and why. There are a myriad of ways of phrasing this question as well as a number of different mechanisms that can be used to deliver them.
For example, starting with GroupMap’s Blank Wall, add a simple backdrop and invite participants to share who has helped them in the last 24 hours –
Similarly, like a lot of the maps, GroupMap’s Exit Ticket 3-2-1, can be adapted to invite participants to identify examples of gratitude –
If time is limited, adding a survey to your process is an easy way of kicking off or finishing your session with gratitude –
## A gratitude retrospective
A retrospective is an agile project management tool used to support a review; they are a great way of viewing any event or undertaking through the lens of gratitude.
A member of the Groupmap team adapted our Mad Sad Glad retrospective to help us review our 2021.
Here’s a snippet –
While a Gratitude Retrospective can be run synchronously, we decided on an asynchronous approach so we could each work the retrospective around our end-of-year commitments and not rush our responses.
The responses of the retrospective will be shared amongst the team just before we finish up at the end of the year; this way we will end 2021 on a note of gratitude.
## A gratitude brainstorm
If you’re looking for a more flexible approach to embracing gratitude, brainstorm could be more your style.
Here’s GroupMap’s Simple Brainstorm being used to encourage people to share –
## Last of all
Giving people the opportunity to express their gratitude, fosters positive team connections, an atmosphere of understanding and makes people feel valued.
We’d love to hear how you use GroupMap to foster and showcase gratitude in your organization.
You might also like [how "I" can come back into team](/blog/finally-i-can-come-back-into-team-2/) and [GroupMap at the Gartner IT symposium](/blog/groupmap-to-showcase-innovative-collaboration-software-at-gartner-it-symposium/).
### Share your story.
---
# 5 great ground rules for effective meetings
URL: https://www.groupmap.com/blog/5-great-ground-rules-for-effective-meetings/
Effective meetings are important to our working life; after all, no one wants to waste time, engage in unhealthy dissent or increase workloads.
If you’re holding a meeting to share ideas, solve problems, build team morale or train your team members, establishing meeting ground rules (or house rules) can help ensure your time is well spent.
Just like the rules of a sporting match, meeting ground rules ensure all team members are aware of –
- the parameters in which the meeting will operate
- what they can expect of others
- what is expected of them
Meetings that have ground rules are more likely to –
- run on time
- achieve their purpose
- deliver value
- nurture positive connections
- foster a collaborative environment
Of course, some conventions may already exist within your workplace (having phones switched to silent at all times), so meeting ground rules are in addition to those understandings.
At GroupMap there’s nothing we like more than coming together to share, create and inspire each other.
Here are the five great ground rules we use to help us get the most out of our meetings.
We agree to –
## 1. Hit the ground running!
To kick off a productive momentum, show up to the meeting on time, and be prepared to get cracking!
Read through the agenda and supporting documents, and make sure you have delivered any action items assigned to you.
## 2. Stay on task and start on time!
Keep one eye on the timer and another eye on the agenda.
Adhere to the time allocated to a topic, and if a decision, action item, or consensus has been recorded there’s no need for further discussion.
Don’t assume that if you are happy for the meeting to go over time, everyone else is too.
## 3. Be critical of problems, not people!
Everyone should feel comfortable sharing their thoughts, opinions, and ideas.
A great way of achieving this is to unpack ideas. Importantly, if people stick to this rule everyone should feel comfortable enough to tackle difficult topics, safe in the knowledge that –
- healthy dissent is an exploration of ideas not an exercise in judgment
- differing opinions are to be embraced as they can foster creativity and positive change
## 4. Listen then speak!
Sticking to this rule may be more difficult than you think as most people ‘listen to speak’ rather than ‘listen then speak’.
Adhering to this rule helps meeting participants maintain an open mind, and actively listen to what is being said. It also gives them time to think before they offer feedback.
Lastly, but by no means least, this rule is a wonderful mechanism with which participants can demonstrate respect for each other.
## 5. Use a common language!
Words really do have power. They can be inclusive, positive, and empowering, and they can also be the opposite.
Sayings, idioms, and other figures of speech that are usually culturally or generationally based have the potential to be confusing, or even divisive. The use of acronyms can be isolating. Management speak has a reputation for being unnecessarily convoluted.
Keep it positive and simple, while avoiding colloquialisms and corporate jargon.
## Supercharge your ground rules
Buy-in is the secret ingredient that will supercharge your ground rules and keep your meetings focussed and efficient. That’s because the greater a participants’ sense of ownership of the rules, the more likely they are to stick to them. There are some simple ways to achieve this.
### 1. Have the meeting participants shape the rules
Put some time aside to brainstorm, explore and talk through potential ground rules with the people who will be using them. You will discover what they think is important in the meeting space.
GroupMap has made this easy; our **House Rules template** has been designed to guide you through the process. It helps you capture, discuss, and then decide upon your rules as a group.
[](/)
### 2. Remind people of the ground rules
It may seem obvious, but referencing the rules in the meeting is the best way to help people remember them. Include the rules in the agenda itself and have the facilitator start each meeting by running through the rules. Putting aside some time at the start of your meeting to discuss the rules will help people remember what they have agreed to.
### 3. Meeting observer
If meeting participants agree, appoint someone as a meeting observer who can give feedback on how well the rules are being followed, and how they help the meeting flow. This can act as a reminder as to why you set the rules in the first place.
When the rules are followed during the meeting in order to support the meeting experience, the observer can highlight what happened and the positive consequences that resulted. Similarly, if people are not sticking to the rules, the observer can outline what happened, and suggest what could be done better next time.
It’s important the meeting attendees are comfortable with this and see it as a mechanism for continuous improvement rather than judgment.
An alternative to appointing an observer is to have an anonymous feedback mechanism such as a survey designed to help gauge how well people feel the rules have been applied.
### 4. Regularly review the ground rules
Effective rules make effective meetings. To ensure the ground rules are doing what they are meant to do, put aside time to revisit the rules with the participants and update them if necessary.
## Set your meeting ground rules today
[GroupMap](/solutions/meetings/) captures individual thinking first, then reveals the group perspective, all in real-time.
It’s just one of the many ways we can help you conduct [effective meetings](/solutions/meetings/) and collaborative sessions.
Think better together with GroupMap! Start your [14-day trial](https://login.groupmap.com/new?cc=www-blog) now!
[Try GroupMap Today!](https://login.groupmap.com/new?cc=www-blog)
You might also like [the top 3 metrics to measure your workshop success](/blog/top-3-metrics-to-measure-your-workshop-success/) and [tagging ideas to focus your workshop](/blog/workshop-facilitation-feature-spotlight-tagging-your-ideas/).
---
# 5 effective facilitation tools to improve online meetings
URL: https://www.groupmap.com/blog/5-effective-facilitation-tools-to-improve-online-meetings/
Using the right tool for the job makes all the difference. Sure, a brick can crack open an almond but you spend a lot less time picking out bits of the shell when you use a nutcracker.
The same can be said of meetings. Using the right meeting facilitation tools will help you deliver the outcomes you hope to achieve more effectively.
Here’s a list of simple, meeting facilitation tools that can support you at your next meeting.
## 1. Agendas
A [well-planned](/blog/why-meeting-agendas-are-important/) [agenda](/blog/why-meeting-agendas-are-important/) delivers value before, during, and even after a meeting.
- They help you plan a meeting. They’re like a shopping list that requires you to compile a schedule of who says what and when. You can decide on logical order, and allocate time for each point to be covered.
- They help you facilitate a meeting. The agenda makes sure everyone you need is in the right room at the right time. It can be used to guide everyone through the meeting topics ensuring everyone stays on track.
- They help you document a meeting. The agenda includes key information in a logical structure, so the agenda format can be followed as a guide to capture meeting notes. Action items can be recorded against each topic for later follow-up.
Best of all, an agenda is a way of determining if a meeting is even needed. If there’s nothing new to discuss, the meeting can be canceled.
If your meetings have more of a Lean Coffee approach, then have the team add items they would like to discuss at the start of the meeting. This style of real-time agenda creation works well for dynamic teams who value coming together to talk about what is important at the time.
Whether your agenda is pre-planned or in real-time, it can help to –
- focus the conversation
- save time
- ensure everyone has skin in the game
## 2. Brainstorming templates
Templates are a useful way of structuring a meeting, increasing engagement, and supporting collaboration.
Online templates are particularly effective as they –
- support the delivery of face-to-face, remote and hybrid meetings
- support the delivery of both synchronous and asynchronous meetings
- capture all inputs as the session progresses. This means there’s no need to rewrite information from post its or flip charts at the end of the session
- allow participants to contribute anonymously or use an alias, therefore, supporting a psychologically safe space
Templates can directly echo the purpose of a collaborative session. From [stakeholder mapping](/templates/stakeholder-analysis/) or a [SWOT analysis](/templates/swot-analysis/), through shaping [SMART goals](/templates/smart-goals-template-guide-examples/), templates offer a clear and transparent process.
You can also use templates for book-end meetings to increase participation, engagement, and energy.
Here are some examples.
### Icebreaker templates
Icebreakers are a great way of warming up a group and fostering connections between participants. You can run them from a template, or add one of the [icebreaker games built into GroupMap meetings](/blog/icebreaker-games-for-meetings/) as a step in your session.
There are two main types of icebreaker templates –
1. Plotting – participants place their name or avatar somewhere onto an image to represent where they are or how they feel.
2\. Open question – participants respond to an icebreaker question by either writing something down, inserting an image, or possibly both.
### House rules templates
Having teams and groups agree to a set of guidelines within which they will operate increases the likelihood of participation. This is because the participants know what they can expect of others and what is expected of them. These could be a simple ‘Do’s and Don’ts’ template or a positive experience that is reverse engineered with a template into a list of house rules.
### Check-out templates
Checkouts are the last things to happen in a meeting. They can be used to –
- gather information about the meeting itself
- help participants to reflect on the meeting and solidify their thoughts
They can also be used to help you gauge how well your participants thought the meeting went.
## 3. Timers
We all know the agony of a meeting that runs overtime and the ecstasy of a meeting that ends early. So it’s unsurprising that timekeeping is a critical part of meeting facilitation.
Using a timer is a simple way of ensuring that:
- People do not talk for too long without making a decision
- All the topics on the agenda are discussed
- Meeting processes such as brainstorming, voting, discussion or action planning are time-boxed appropriately.
- Meetings end on time!
When people perceive something as valuable, they tend to be less wasteful of it. This is exactly what a stopwatch (or similar) does for a meeting. People are cognizant of the limited time that exists, they are therefore more likely to get straight to the point and less likely to waffle.
A timer can also be used to justify a facilitator closing down circular conversations, parking discussions that are off-topic, and scheduling additional meetings for further exploration of topics.
## 4. Voting tools
Voting allows ideas to be prioritized so conversations can focus on what’s important rather than simply what comes next on the list. It also helps deliver a transparent and equitable process as the loudest voice in the room has just as much sway as the timidest.
Like many other facilitation tools, voting can help support a psychologically safe space, especially if it is done anonymously and independently.
**Anonymous votes** – means that each person can put forward what they really think and not be impacted by ego, fear, or reprise. There is no text attached to their name so they can indicate their preferences freely.
**Independent votes** – means that they are not impacted by what others have already done. You’ll want to avoid mechanisms where votes are seen in real-time as it can easily bias how others vote. This form of anchoring means that sometimes ideas with votes simply get more because they are seen to be the popular ones already selected.
If there are a number of ideas to consider, a facilitator doesn’t have to limit the number of votes a participant can make to one. Each participant can, for example, be allocated five votes so the top five ideas can be discussed and explored.
With a tool like GroupMap, you can also choose between allowing people to vote on only once per idea, or allocating all their votes to a single idea. Votes are tallied automatically. You can also provide written instruction as to what you want people to vote on.
Some common voting criteria are the ideas people –
- most want to discuss
- have the most questions about
- think are the best ideas
- think are the most important
- see as the most creative
Voting is a handy facilitation tool when there are lots of ideas, limited time or you simply want to gauge the energy of the team.
## 5. Discussion toolbox
A discussion toolbox is a set of conversation triggers, tips, and tricks that you can use when you’re facilitating meetings. They help you guide discussions, give participants the opportunity to contribute, and that all options are explored.
A discussion toolbox can be made up of:
- open-ended questions
- closed discussion prompts
- discussion building questions
- probing questions
## Reach for the right tool today
Whether you’re facilitating a brief meeting, half-day workshop or week-long conference, the quality and reliability of your facilitation tools can make a world of difference.
[GroupMap](/solutions/workshops/) was designed by facilitators for facilitators. It’s a powerful online brainstorming and collaboration tool that includes a range of [features](/features/) to help you deliver great meeting outcomes.
See these tools at work: [EMRC council ran a solutions-based workshop to gather public feedback](/case-studies/emrc/).
Start your [14-day free trial](https://login.groupmap.com/new?cc=www-blog) today.
[Try GroupMap Today!](https://login.groupmap.com/new?cc=www-blog)
---
# Using Agile retrospective boards to run online meetings with your team
URL: https://www.groupmap.com/blog/using-agile-retrospective-boards-to-run-online-meetings-with-your-team/
Regularly scheduled, mandatory meetings have the potential to wreak complete havoc on team efficacy and morale. They can come in many guises (a weekly staff meeting, a fortnightly team meeting or even a monthly status meeting).
More often than not –
- you attend because you have to
- the agenda is either exceptionally generic or non-existent
- it could be replaced with an email
When meetings are online the situation can be exacerbated. A virtual meeting environment can allow participants with muted microphones and inactive screens the opportunity to multitask, disengage or simply wander off.
Does this sound all too familiar?
What you need is a way of making that regular meeting –
- engaging and focussed
- relevant and purposeful
- productive and fun
What you need is an agile retrospective board.
## What is Agile?
[Agile](https://www.agilealliance.org/agile101/) is an iterative process underpinned by specific [values](https://www.agilealliance.org/agile101/the-agile-manifesto/) and [principles](https://www.agilealliance.org/agile101/12-principles-behind-the-agile-manifesto/), and was originally proposed to support the delivery of software.
It is a collaborative approach that sees a basic product built up incrementally into something more complex through a process of regular review and improvement (think along the lines of a cake that you improve every time you cook it).
Agile has become more widely applied, and is now often used to describe a project management style that is utilized by multiple industries.
## What is an Agile retrospective board?
Key to the agile process is a retrospective; a regularly occurring meeting during which “the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly”[¹.](https://www.agilealliance.org/agile101/12-principles-behind-the-agile-manifesto/)
All of the ideas generated in the meeting are captured on an agile retrospective board; the board itself can come in many forms –
- a wall or window with post-it notes
- a whiteboard or flip chart page
- an online collaboration tool
Typically, the board will utilize a format or follow a template designed to help elicit input from all team members. Whether a traditional board such as the [agile retrospective](/templates/agile-retrospective/) or a more creative board such as the hot air balloon retrospective, all formats are designed to –
- give all team members the opportunity to speak up
- support the review of recent experiences
- inform decisions as to next steps
- support the continuous improvement of both the product and team
## Why use an Agile retrospective board?
An agile retrospective board delivers value to a meeting in a variety of ways.
- They offer a clear structure that supports a transparent meeting process
- They allow all participants to contribute equally, thereby encouraging engagement, fostering collaboration, and supporting equity
- They provide focus and therefore bring purpose to a meeting
- They facilitate the easy capture of ideas
When built with an online collaboration tool, retrospective boards are particularly beneficial; as well as delivering the above value, they can also –
- allow participants to contribute anonymously. Such a feature helps to side-step group-think, ensure all voices are heard at the same volume and supports a psychologically safe workspace
- automatically capture ideas and comments inputted by participants, significantly streamlining the meeting documentation process
- automatically generated reports that can be shared with all participants
- be used online with co-located, remote, and hybrid teams.
## How do you use an Agile retrospective board online?
Typically, an online retrospective meeting sees video conferencing and online collaboration tools used to create a virtual space in which team members can –
- reflect and discuss their most recent experiences
- prioritize on the key discussion points through independent dot voting
- agree upon next steps and capture actions
The reflection is guided by the type of board or template that has been chosen. For example –
in a [4Ls Retrospective](/templates/4ls-retrospective/), participants share –
- **Liked:** What happened that they really liked
- **Learned:** What they learned
- **Lacked:** What happened that could have been done better
- **Longed For:** What they wish was happening
while in a [Start Stop Continue Retrospective](/templates/start-stop-continue-retrospective/), participants consider –
- **Start:** the activities the team will be doing in the next cycle
- **Stop:** the things that didn’t work and should cease
- **Continue:** the things that worked in the previous cycle and need to be part of the team’s core activities
Retrospective meetings follow four main steps.
### Step 1 – Set the virtual stage
- Choose the tools you will be using to create your virtual meeting space and ensure everyone understands how to use them! A great way to do this is to consider a dry run; this will help participants check that the technology works, and connectivity bugs are fixed.
- Build cadence by locking in a regular time slot in everyone’s schedule.
- Draft some ‘house rules’ for the meeting itself to ensure everyone in the virtual room understands what is expected of them and what they can expect of others.
- Choose a template that will support the needs of your team. The [Start Stop Retrospective](/templates/start-stop-retrospective/), for example, is perfect for a team with little time and are keen to get straight to the point.
- Consider the psychological safety of the virtual space. Allowing participants to contribute anonymously helps to ensure personalities don’t influence the perception of ideas.
- Share the template to counteract recency bias. Sending the template out before the meeting allows participants to add their input as and when they can.
### Step 2 – Collect data
- Start the meeting with an icebreaker to get participants talking then offer an overview of the retrospective.
- Give participants time to review the ideas already included on the board and add more.
### Step 3 – Decide what to do
- Have participants group similar ideas together.
- Vote on the ideas that would most benefit the project then discuss them as a group
- Translate those ideas into actions to be delivered by the team
### Step 4 – Close the retrospective
- Summarize the main areas covered in the meeting, and don’t forget to thank people for their time.
- Share the summary of the meeting along with the actions to which everyone agreed
- Follow up with the team to help them stay accountable and assist them in removing impediments
Retrospectives are considered a great way to support continuous improvement as they make it easier for teams to identify and duplicate their successes and learn from their failures.
In addition to their practical benefits, retrospectives also help build stronger teams. While retrospectives aren’t a team-building exercise per se, they do create supportive forums in which teams come together to learn and improve.
## Start your meeting today
A real-time online collaboration and group decision making tool such as [GroupMap](/) is a great way to facilitate all manner of meetings, including retrospectives. Each participant is able to contribute equally in a psychologically safe space where their ideas and comments are instantly captured.
[Try GroupMap Today!](https://login.groupmap.com/new?cc=www-blog)
For more, read [tagging ideas in your workshop](/blog/workshop-facilitation-feature-spotlight-tagging-your-ideas/) and [using technology at meetings and workshops](/blog/using-technology-at-meetings-and-workshops/).
---
# Facilitating more inclusive meetings for introverts
URL: https://www.groupmap.com/blog/facilitating-more-inclusive-meetings-for-introverts/
Good facilitators use a variety of techniques to build inclusive meetings. One approach is to consider the different personalities in the room and then design meetings around people’s preferred working styles.
Ever since Carl Jung first defined the terms ‘introvert’ and ‘extrovert,’ people have been interested in how our personality affects our lives. Workplace stereotypes suggest introverts want to be alone and work independently, while extroverts are loud collaborators.
Introverts often –
- Enjoy low stimulation environments.
- Reflect before making decisions.
- Prefer quality time with one or two people rather than larger groups.
- Think deeply before speaking.
- Provide written over verbal feedback.
- Have a tendency to listen more.
Extroverts on the other hand often –
- Prefer high stimulation environments.
- Make decisions and speak quickly.
- Like the company of others.
- Talk out their thoughts.
- Make verbal contributions over written ones.
As a facilitator, you know people can fall anywhere on the introvert-extrovert spectrum and not to think in binaries.
At least one-third of people are introverts, according to Susan Cain’s book [*Quiet: The Power of Introverts in a World That Can’t Stop Talking*](https://www.amazon.com/Quiet-Power-Introverts-World-Talking/dp/0307352153/). With that said, making meetings more inclusive for those who may be introverts benefits all meeting participants. Introverts feel more comfortable and engage more, and extroverts benefit from their insight and input.
## Here are five tried and tested techniques to facilitate more inclusive meetings for introverts.
### 1. Send an agenda in advance
Introverts can be unnerved by the unknown, so they will likely want to know what will be included in a meeting beforehand.
Sending out an [agenda](/blog/why-meeting-agendas-are-important/) before a meeting is a great place to start. It will let people know exactly what may be expected of them, and they won’t feel caught off guard should they need to participate. Introverts tend only to speak when they have something meaningful to add to a conversation, so sending out an agenda in advance gives them time to prepare and increases their likelihood of participation.
Not only is a pre-circulated agenda an effective meeting facilitation mechanism, but it could also save the introverts on your team a lot of anxiety. They will feel far more comfortable knowing what is coming up in the meeting and can think about what they would like to say and contribute at that meeting.
### 2. Keep your meetings short
Believe it or not, short meetings are inclusive meetings.
People who are unnerved by meetings will be less inclined to speak if a meeting goes on for too long or over time — providing certainty as to what topics will be discussed and when is more likely to keep people engaged and comfortable in the meeting space.
In the case of introverts, activities or events that go overtime can lead to overstimulation (sometimes called an [introvert hangover](https://icrrd.com/article/231/the-secret-lives-of-introverts-inside-our-hidden-world)); an introvert’s reflex is to shut down in an attempt to reduce the stimuli. They may appear to go quiet, switch off, or even walk away.
In the later stages of a long meeting, introverts may seem distracted and start to appear restless; this is a protective mechanism kicking in that’s trying to protect them from that overstimulation.
With this in mind, break it down into shorter ones rather than holding a single lengthy meeting. If a long meeting is unavoidable, allow people to ask for a break if they feel their minds wandering or exempt themselves if the discussed topic doesn’t apply to them. This is an effective meeting facilitation technique regardless of personality type.
The simple act of setting a timer on a meeting signals the length of the meeting to the team.
### 3. Discuss meeting preferences
The more you know about your meeting attendees, the more inclusive your meeting will be.
Knowing people’s meeting preferences is the best way to ensure you’re facilitating their most effective meeting environment.
The best way to do this is to send a quick email inviting people for a brief one-on-one chat to discuss their preferred approach. This will allow everyone time to consider their preferred meeting style and share it with you outside the context of a large group.
Introverts may be more comfortable –
- Talking over issues in smaller groups.
- With the opportunity to share ideas anonymously.
- With asynchronous meetings that allow them time to consider their input.
- For questions to be posed at the end of a presentation.
### 4. Find opportunities to include introverts in meetings
Exploring the ways in which people feel comfortable contributing to a meeting will make it more inclusive.
If people simply do not wish to say anything during a meeting, they are the perfect person to be the scribe. Have them capture the meeting minutes and ask them to follow up with participants to ensure action items are delivered. Allowing them to express themselves in writing so that they have more time to consider their answers is a fantastic way to equalize the process. You’ll find that their input is often far more considered and detailed, so it’s important not to skip over their contributions and ensure their ideas are heard.
They can also be invited to comment on other ideas, add more descriptions, and provide deep dives for the group.
Provide enough thinking time and reflection time. If you are having an online meeting, this is an excellent time to have people turn off their cameras and mics so that they have some quiet time to think.
Finally, they may be comfortable stepping into the role of meeting observer, gauging the effectiveness of the meeting [ground rules](/blog/5-great-ground-rules-for-effective-meetings/) or the timekeeper for the meeting.
### 5. Enlist introverts as a resource
Introverts may be more comfortable contributing outside the meeting.
They may be happy to –
- Identify gaps in the agenda.
- Deliver tasks aligned to action items.
- Compile information needed to inform the discussion that can happen during a meeting.
- Explore innovative ways to deliver effective meetings.
- Research and provide data that can be use in the meeting.
- Provide their thoughts before the meeting that can be used as examples.
## Start facilitating inclusive meetings today
It’s always helpful to know the strengths and weaknesses of your team and how you can support them as they continue to learn and grow.
Meeting tools such as GroupMap have been [designed with inclusivity in mind](/blog/meeting-facilitation-tools-give-quiet-team-members-voice/). Boasting [features](/features/) built to support equity and psychological safety, GroupMap can help you deliver inclusive meetings and create a comfortable meeting environment for all involved.
- Create a simple agenda that people can add to.
- Timebox the meeting and each step to keep things on track.
- Create a quick survey to find out more about your meeting attendees before the meeting.
- Use individual brainstorming mode to give people their own space and time to think.
- Open up the meeting beforehand for asynchronous meetings and collect ideas beforehand.
[Facilitating a meeting](/solutions/meetings/) has never been easier with the help of GroupMap.
Sign up for your free trial today.
[try groupmap today!](https://login.groupmap.com/new?cc=www-blog)
You might also like [how to make your agile retrospective more effective](/blog/agile-retrospectives-made-simple-and-effective/) and [scenario planning to explore the future of Australia's health](/blog/groupmap-and-your-health-in-the-future/).
---
# The 7 secrets of productive meetings
URL: https://www.groupmap.com/blog/the-7-secrets-of-productive-meetings/
Productive meetings deliver useful outcomes within a set timeframe. They are purposeful spaces in which –
- people quickly connect and collaborate.
- time and effort are well spent.
- good decisions are made.
The best thing about productive meetings is that everyone seems to appreciate them. They tend to be a morale booster. People leave them with a shared sense of purpose and a greater connection to their team.
As much as we like them, productive meetings are less common than you’d expect. In fact, when [Harvard Business School](https://hbr.org/2017/07/stop-the-meeting-madness) surveyed 182 senior managers about meetings, 71% said meetings were unproductive.
So why aren’t we getting the most out of our meetings?
Well, there are a number of reasons for this. Firstly, [meeting facilitation](/blog/5-ways-to-level-up-your-meeting-facilitation-skills/) is a skill not everyone has. Then there is the constant change to the way we communicate in the workplace. A change that may not have been effectively shifted into the meeting space. Finally, productive meetings take preparation, which means time and effort. Let’s face it, both are often in short supply in most organizations.
Life’s too short to waste it sitting in unproductive meetings. So here are some of the tried and tested methods we use to deliver productive meetings.
## 1. A meeting can only be productive if it’s needed
The idea of simply not having a meeting isn’t considered often enough.
You wouldn’t water a garden if it’s been raining for three days straight. So why do we head into meetings when we have nothing to discuss? If a report that’s needed for a meeting isn’t ready. If key people aren’t available. If input, guidance, or approvals aren’t needed. Then don’t have a meeting.
Similarly, if an effective alternative to the meeting can be used, use it!
While years ago it was simpler and cheaper to hand out copies of a report in person, that’s no longer the case. Information can be circulated in a number of faster, cheaper ways.
If an issue only requires the input of one other person, it can be discussed without a meeting. There’s no need to have others sitting in the same room to witness it.
Canceling a meeting is unlikely to upset people. Far from it! People will appreciate that you are considerate of their time and glad they can redirect their energies elsewhere.
## 2. A productive meeting is an organized meeting
There are two things to consider when organizing a meeting –
- An agenda
- A meeting space
First, let’s consider the agenda.
Agendas are a really helpful meeting tool that is [important in](/blog/why-meeting-agendas-are-important/) all sorts of ways. They can help plan meetings. They can help facilitate meetings. They can help document meetings. Importantly, agendas increase meeting productivity.
Agendas list what will be covered when and by whom. They can increase a meeting’s productivity by –
- helping people get organized and prepared.
- setting time limits.
- focussing discussions.
Sending out an agenda helps people organize their schedules. People can also prepare for the topics that the meeting will cover. This means the meeting time itself is more likely to be used productively.
Agendas can help people make the most of their time. They reduce the influence of [Parkinson’s Law](https://en.wikipedia.org/wiki/Parkinson%27s_law). This is when a task takes as long to finish as the time allocated to it. They also help the meeting facilitator monitor discussions. This helps to make sure conversations are focused, and therefore more likely to be productive.
Secondly, the meeting space.
If you’re running a face-to-face meeting you need a room. It needs to be big enough to hold the number of people who will be at the meeting and include any equipment that might be needed. Assuming a space will be available is a big mistake. Waiting for someone to find a room is not a great way to start a meeting.
Similarly, if you’re delivering an online meeting you need an online space. Everyone attending the meeting needs to be able to access the space. It also needs to be able to work alongside any [online](/blog/5-effective-facilitation-tools-to-improve-online-meetings/) tools or [templates](/templates/) needed to facilitate the meeting. This time, the productivity killer comes from assuming everyone knows how to engage in the online space. So it’s helpful to run a practice meeting to make sure everyone is comfortable with the technology that will be used.
Running a hybrid meeting? You’ll need to make sure you have both a physical and virtual space.
## 3. Ground rules provide a solid foundation
Just like the rules of the road, meeting ground rules ensure everyone knows –
- the limits they need to stick to
- what they can expect of others
- what is expected of them
Meetings that have ground rules are more likely to run on time and achieve their purpose. Not only do ground rules create more productive meetings, but they also deliver other benefits. We discuss this in more detail in [5 great ground rules for effective meetings](/blog/5-great-ground-rules-for-effective-meetings/), including how to write them.
## 4. Productive meetings include follow through
Imagine you’ve just emerged from a fantastic meeting. It finished on time. You worked through everything on the agenda. Sure, there was dissent, but it was healthy dissent that led to an even better solution. Then, following the meeting, nothing progressed. Was that time really spent productively?
Nothing undermines a good meeting quite like a lack of follow-through. So to make the most of a meeting –
- ensure meeting notes are captured.
- shape action points.
Make sure someone acts as the meeting’s scribe. They can capture the key outputs of the meeting that are then shared at its end.
Shape action points as part of the meeting. Good action points –
- are clear, precise, and specific.
- start with a verb.
- include a due date.
- are assigned to someone.
- are reported at the next meeting.
Lastly, ensure people follow up on their actions before the next meeting. Send out a list of agreed action points a week before the next meeting. It’s a good way to remind people of what they were meant to do.
## 5. Keep an eye on the time
Time is a limited resource. Productive meetings make the most of the time allocated to them.
Align the meeting to a productive time of day. Some groups may work best in the mornings. Others may be more focused after lunch.
Include an allocation of time for each topic on the agenda. This allows facilitators to shut down conversations that are off track or over time. The time allocations have given them permission to act.
Make sure someone is given the job of timing each topic. They can give a warning bell a minute before people are to move on to the next topic.
## 6. Many hands make productive work
We’ve already mentioned some of the roles that can increase a meeting’s productivity. A facilitator, a scribe, and a timekeeper. While it’s often very tempting to allocate them all to one person, don’t. Allocating them separately increases the likelihood that the jobs will be done well. It also means that meetings aren’t overly burdensome for one person.
Similarly, ensure the action points are as evenly spread as possible. Asking one person to deliver on all of the action points could be problematic.
Finally, consider including one last role that we’ll go into detail about below.
## 7. Commit to productivity
Having people mindful of and committing to meeting productivity will improve it.
One way of doing this is by having someone observe and report back on the meeting.
The observer must be objective. They will look at how well people stick to the meeting rules. They will look at how well people keep to time limits. Importantly, they can watch to see what impact these things may have on the productivity of the meeting.
Additionally, the observer can keep a watch out for anything that happens during the meeting that increases productivity. If someone suggests a subgroup further explores a particular topic. If someone offers to email information rather than running through it in the meeting. If someone suggests putting a contentious issue to a vote. These sorts of things can be noted.
While meeting blocks can also be noted, it may not be helpful to dwell on them. If the information hasn’t been made available to everyone. If no one has a timer. If the meeting starts late. These will have a negative effect but so might focussing on them.
Importantly, the observer will report back on their observations at the end of the meeting. They can help positively reinforce the productive behavior they observed.
Include this opportunity for feedback as a part of the agenda. It will keep participants mindful of the importance of productivity and support a positive wave of improvement.
## Start your next meeting with GroupMap
Don’t worry, these aren’t secrets you need to keep. They will help improve just about any type of meeting you can think of. Feel free to share them with anyone you want to help.
GroupMap was designed to help people think better together. Our online meeting templates are a great tool that supports your meeting process so you can focus on the people in the room.
See it in practice: [EMRC council ran a solutions-based workshop to gather community feedback](/case-studies/emrc/).
Check out our plans today!
[Try Groupmap today!](https://login.groupmap.com/new?cc=www-blog)
---
# Easy ways to develop key collaboration skills
URL: https://www.groupmap.com/blog/easy-ways-to-develop-key-collaboration-skills/
Collaboration is when people work together to achieve a common goal; it’s a practice valued by the majority of top organizations.
Why?
When people work together, they can –
- solve problems faster
- make better decisions
- increase their productivity
- Increase the likelihood of success
That’s right, with solid collaboration skills, actions become more efficient, and communication becomes more effective. It’s no wonder high-level collaboration skills are amongst the top-ranking soft skills employers look for when recruiting.
The great news is, you can easily improve your collaboration skills with these simple steps.
## 1. Be open
Being open or open-minded means considering other points of view and trying to be empathetic to other people (even when you don’t agree with them).
Being open will help you –
- Learn
It’s impossible to learn if you don’t encounter new knowledge and ideas. Expanding your boundaries and connecting with people who have different backgrounds, perspectives and experiences can help you discover new information and fresh ways of thinking.
- Feel happy
Being open can help support a more [optimistic outlook](https://www.huffpost.com/entry/4-ways-being-open-minded-will-make-you-happier_b_58b6fd7de4b0ddf654246265#:~:text=Accepting%20New%20Opportunities,trying%20to%20create%20new%20friendships). It helps you explore new experiences, embrace new friendships and consider alternative ways of doing things, all while being less judgemental.
- Broaden your horizons
The bigger your world, the greater the number of possibilities that exist for you. Unpacking your existing beliefs and considering new ideas can help you gain fresh insight into the world and yourself.
- Build resilience
Staying open to new ideas and experiences can help you become stronger. You learn to better contextualize failure, become more self-aware, develop mechanisms to better deal with uncertainty, and remain motivated.
Becoming more open is surprisingly easy –
- Decide to be open
That’s right, making the conscious decision to consider other points of view and how others may feel will help you become more open-minded.
- Listen
Engage with empathy, suspend judgment, and pay attention to what is being said. While it’s important to seek clarity if points aren’t clear and paraphrase to ensure you’ve understood things correctly, keep in mind this isn’t about what you think, but rather what you can discover.
- Exhibit curiosity
Seek information and ask questions of others so you better understand their points of view; you can say things such as –
- - Tell me more.
- What ideas were explored?
- What was considered?
- How was the decision reached?
and examine your own understanding by considering –
- - The reliability of your information (are they facts or opinions?)
- How much you really know about the topic
- The process you followed to reach your conclusion
- Remain mindful of bias
Unfortunately, humans come fully equipped with a variety of inbuilt biases. There’s [confirmation bias](https://www.psychologytoday.com/au/blog/science-choice/201504/what-is-confirmation-bias) (where we unconsciously pay more attention to things that support our existing beliefs and ignore things that challenge those beliefs); [anchoring](https://www.psychologytoday.com/au/blog/about-thinking/202001/how-anchoring-bias-makes-you-dumb) (this sees us heavily value recent information or experiences and then use it to make judgments); the [halo effect](https://www.psychologytoday.com/au/blog/stretching-theory/202110/the-halo-effect-what-it-is-and-how-beat-it) (we make the assumption that if a person, brand or organization is good at one thing, they will be good at another); the [Dunning-Kruger effect](https://www.psychologytoday.com/au/basics/dunning-kruger-effect) (we perceive ourselves to be smarter than we really are).
There are many, many more types of bias. The important thing is to be aware they exist and to take active steps to overcome them.
- Contextualize expertise
While it’s possible to know a lot; it’s simply not possible for someone to know everything. Strangely, those who consider themselves experts are the most likely to forget this, and tend to more easily dismiss the ideas of others. Additionally, [experts are just as susceptible](https://www.psychologytoday.com/au/basics/dunning-kruger-effect) to bias as non-experts.
When people are open to new information and ideas, decisions can be more creative and better informed.
## 2. Be clear
Communicating clearly is essential no matter your role. When channels of communication break down, it’s likely efficiency, productivity and morale will too.
Successful collaborators are good communicators. They are aware that good communication helps to build rapport, stronger working relationships, and of course, convey information.
They also know that not everyone likes to communicate in the same way; so below we look at the three different types of communication through the lens of collaboration.
- Verbal communication
Always think before speaking. Giving yourself time to consider your question or response will help improve them.
Consider the words you use. Ensure you’re concise, and use language that’s accessible. Avoid jargon and include unnecessary detail. Once your point is conveyed, you can stop speaking.
Pay attention to tone. Using a friendly, warm tone gives the impression you are willing to engage while using a monotone will make you appear disinterested in the conversation. Paying attention to the tone others use is equally important; if someone is speaking softly, follow their lead; people are more likely to pay attention to voices that sound like their own.
- Written communication
Keep the outcomes in mind. If you are looking for a way to capture the ideas and information generated during the collaborative session, obviously writing things down is the way to go. If participants record that information themselves it increases the likelihood that the information has been captured accurately. Having participants write down their ideas will also give them time to think about and structure their thoughts. If however, you hope participants will engage in healthy debate or dissent, doing so in writing requires a lot more effort than discussion and it may impact the level of effort participants are willing to direct to the collaborative process.
Consider time. Written communication is a great way to go if you wish to facilitate an asynchronous collaborative session, or if you are working with remote participants. In such a case, ensure you have conveyed timeframes clearly so people respond when you need them to.
Use a[
collaboration tool](/solutions/workshops/). Using a tool designed to support your collaboration is a game-changer. Not only are they crafted to help you capture and share ideas, but they can also help you structure the collaborative process itself. Additionally, they include features such as surveys, polls, anonymous settings, idea tagging, grouping, and ranking. Participants can enter their own ideas and suggestions with the collaborative tool delivering real-time results and exportable reports that can be easily shared.
- Non-verbal communication
Make eye contact. Our eyes (along with our eyebrows), can convey a number of nonverbal cues. We tend to look towards the person or thing that has our attention, so if you are staring out the window rather than looking at the person speaking during a collaborative session, it’s easy to tell where your focus lies.
Maintain open posture. From our heads to our feet, how we position ourselves speaks volumes. We can convey defensiveness (crossed arms and legs), a lack of energy (slouched shoulders), and honesty (open palms). Adopting an open posture (sitting or standing up straight, facing the speaker) gives the impression that you are listening to what is being said.
Use facial expressions. Facial expressions are the most used mechanisms we have that convey emotions. Interestingly, many facial expressions transcend cultures; a smile, for example, conveys a positive response no matter what language you speak. Engage with your facial expressions; while a quizzical expression will indicate more information is needed, and a smile can indicate agreement, a blank face can indicate a lack of engagement or indifference. People are more likely to respond to positive facial expressions than negative ones.
## 3. Be organized
Members of the GroupMap team are big fans of being organized because it benefits you in so many different ways. It helps you get things done faster, makes meetings more effective, and supports the collaborative process.
Being organized will help you build and deliver a collaborative process within a safe environment. It will allow you to focus on the collaboration rather than the mechanics of it.
- Send out placeholders to book participants well in advance. Holding a collaborative session at the start of a week and month will help you side-step slots that are traditionally aligned to deadlines.
- Gather your equipment. Whether you’re using a whiteboard, flip charts, post-it notes, or an online tool, procuring the equipment you need sooner rather than later will free you up to deal with other details later.
- Design your process. Be clear as to the steps you wish your participants to follow during the session. In broad terms, collaborative sessions tend to follow a combination of the following steps –
- Brainstorm
- Review
- Discuss
- Vote or rate
- Define next steps
- Create space in your own schedule. Ensure you don’t have any pressing matters you will need to address just before the collaboration session. If you can avoid them, don’t schedule meetings immediately prior to the collaboration session, and allocate some time beforehand to deal with the unexpected (flip charts that have been borrowed and not returned, a manager who urgently needs the room you have booked, etc).
- Follow up. After the session, circulate notes and action items. Check-in with participants to see if they need more information to address the actions allocated to them.
## 4. Be critical
No, this isn’t suggesting you become judgemental; far from it.
Considering something critically is doing so clearly and rationally. Critical thinking requires reason, it sees people actively exploring ideas rather than passively accepting them.
A critical thinker will look for the links between ideas, and try to gather the information that ensures they have considered all perspectives. They will analyze and solve problems logically and systematically rather than relying on their instinct or intuition.
To critically consider ideas, you could –
- ask about the source of information
- consider if it is a fact or opinion
- ask if it’s time-proof
- if the idea subject to any type of influence
- weigh up [pros and cons](/templates/pros-and-cons-list/)
To ensure everyone feels comfortable assessing ideas, start with your own. Encourage participants to critique the ideas you offered; have them use the above points to explore your suggestions.
When collaborating, all ideas should be examined critically. Discussing ideas thoroughly will help them improve.
## Start collaborating today
The best way to develop collaboration skills is to practice them!
GroupMap is an online tool that can dramatically improve the outputs of collaboration sessions.
Whether you’re conducting a collaborative meeting online, face-to-face, or a combination of the two, GroupMap can help you plan and deliver workshops where impactful ideas are generated.
Start your [14-day trial now](https://login.groupmap.com/new?cc=www-blog)!
[Start groupmap today!](https://login.groupmap.com/new?cc=www-blog)
---
# How online brainstorming templates, tools and techniques can improve your meetings
URL: https://www.groupmap.com/blog/how-online-brainstorming-templates-tools-and-techniques-can-improve-your-meetings/
When we hold a meeting, we hope that people will openly share ideas without judgment. We hope ideas will be presented in an organized way. We hope that technology will be an enabler, not a barrier.
Instead, meetings are often unproductive, filled with awkward silences or participants who don’t contribute.
An online meeting can have even more difficulties. Trying to manage a flow of ideas in chat or an online whiteboard is also very challenging.
This is where brainstorming templates, tools, and techniques could be the solution.
Online brainstorming lets you take advantage of the virtual space. It can help you achieve things you can’t in a traditionally delivered, face-to-face meeting.
Brainstorming templates, tools and techniques can help you deliver more effective meetings. They –
- shape a logical meeting process
- eliminate production blocking
- allow anonymous input
- increase meeting participation
- allow people to collaborate in real-time
## Online brainstorming templates help you structure your meeting
Brainstorming templates are designed to deliver effective meetings. This makes them the perfect meeting tool.
Online templates are really helpful as they –
- can support many different types of meetings (in-person, remote, and hybrid).
- can work with your meeting time frames (synchronous or asynchronous).
- help to capture all inputs as the meeting progresses.
Brainstorming templates directly reflect the purpose of a meeting. Examples include:
- [Business Model Canvas](/templates/business-model-canvas/) for capturing key aspects of a new or existing business
- [Team Canvas](/templates/team-canvas/) for team cohesion and building team culture
- [SMART goals](/templates/smart-goals-template-guide-examples/) template to create realistic and achievable goals.
Templates offer a clear and easy process. With a clearly structured purpose in plain view, people are more likely to be productive.
### Online brainstorming techniques stop production blocking
Taking a brainstorming session online can stop production blocking and deliver more effective meetings.
Production blocking happens when one person in a group ‘blocks’ other people from offering ideas. Some examples of production blocking include –
- a talkative person dominating the session, stopping others from sharing.
- one person talking may distract others in the group and they forget their idea.
- having listened to an idea that was poorly received by the group, a person decides not to put their idea forward.
Production blocking is really common in face-to-face sessions. Virtual brainstorming can overcome this by reducing the influence of others. People can individually brainstorm their ideas on their own devices before sharing them with the group. It also allows participants time to generate their ideas before they are shared with the group.
With a press of a single button, all ideas can be shared with all participants at the same time. This completely removes any distractions, hesitancy, or other similar influences.
## Online brainstorming tools help build effective meeting environments
Online brainstorming tools let people add their ideas free from fear if done anonymously. This in turn supports a psychologically safe space.
In a traditional brainstorming session, people won’t put forward ideas if they are concerned about what others think. Gathering anonymous input using whiteboards, flipcharts, post-its and pens takes a lot of time. Ink color and handwriting are obvious clues as to who wrote what (even if a neutral facilitator does collect things up). If people don’t feel safe sharing their ideas, they won’t.
Online brainstorming tools help to remove this concern as they allow for anonymous input. People are then more likely to be open and honest with their responses. They will feel more comfortable sharing ideas they think may be controversial.
Online brainstorming tools also let people vote and rate ideas without bias from others. Again, this means people are protected from the opinions of others.
## Online brainstorming increases meeting participation
The main reasons for this are –
- with clarity of process and purpose, people are more likely to be focused.
- the fewer ideas that are ‘blocked’, the more ideas that can be captured.
- the safer people feel, the more likely they are to engage.
Research has reflected this by comparing the performance of brainstorming groups. Online brainstorming sessions generate more high-quality ideas with a higher average of ideas per person than traditional methods. Studies have also shown that loose associations emerge more often during virtual brainstorming sessions. Not only that, and participants tend to be happier with their results.
## Ready to run your own online brainstorming session?
There are many benefits that online brainstorming templates, tools, and techniques bring to a meeting. They can help address issues that come with face-to-face sessions, foster a supportive environment and increase meeting participation.
GroupMap is an easy-to-use online brainstorming tool that can help you deliver more [effective meetings](/blog/5-effective-facilitation-tools-to-improve-online-meetings/). You can start straight away with any one of the 130+ templates.
Use GroupMap to [run your next online brainstorm today.](https://login.groupmap.com/new?cc=www-blog)
[Try GroupMap Today!](https://login.groupmap.com/new?cc=www-blog)
For more on running great sessions, see [how we got 160 people brainstorming on GroupMap](/blog/how-we-used-powtoons-to-get-160-people-to-brainstorm-with-us-on-groupmap/), [the basics of mind mapping](/blog/the-basics-of-mind-mapping/) and [an IAF facilitator's techniques for effective brainstorming](/blog/iaf-facilitator-shares-workshop-and-online-facilitation-techniques-for-effective-brainstorming/).
---
# 6 facilitation techniques to inspire productivity in meetings
URL: https://www.groupmap.com/blog/6-facilitation-technique-to-productive-meetings/
A great meeting coordinator can get a group to brainstorm, discuss, and, most importantly, decide upon many things in a short amount of time. The challenge is that many organizations do not have a specialized facilitator to fulfill that position.
As the modern workplace grows more collaborative and digital, it is becoming increasingly necessary for all team members to understand how to conduct efficient meetings.
Here are six facilitation techniques that’ll help you lead the next productivity-boosting meeting with confidence.
## 1. Start meetings with a quick check-in
Check-ins position everyone in the room to pay attention to the meeting and one another.
During your check-in, ask questions such as –
- What’s on everyone’s mind before we get started with the agenda?
- What is one thing you intend to accomplish during today’s meeting?
- What one word best defines your current state of mind?
Check-ins take only a few minutes and result in substantial benefits. They allow individuals to get to know one another better and bring people’s attention to the room, ensuring that everyone is mentally present for the discussion.
## 2. Establish question-based meeting agendas that promote participation
One of the most crucial aspects of being a facilitator is a neutral status, which entails raising areas of concern or opportunities, preferably in question form. A well-crafted question can help make complex topics more manageable and encourage other members to share their expertise on the subject.
Instead of posting a common agenda like “discuss marketing strategy”, try listing out question-based formats such as – “what major market risks require our attention and how can we best prepare for it?”.
This agenda strategy helps set the meeting tone and help members think of answers beforehand.
## 3. Delegate specific meeting roles
It is acceptable, even wise, for a facilitator to delegate tasks such as note-taking and time-keeping to others.
Allowing attendees to contribute fosters a sense of collective ownership of the meeting’s success.
Remember to rotate the responsibilities at each meeting so everyone has the opportunity to engage and contribute.
## 4. Create opportunities for engagement
The facilitator should be mindful that certain group members may be less outspoken than others, though their opinions remain just as crucial. The facilitator should establish an environment of equality in which they can participate.
Establishing meeting rules underpinned with inclusivity is of paramount importance. Look to those attending the meeting to help contribute to these understandings so that their shared ownership of the expectations increases the likelihood of adherence to them.
When facilitating discussion, ask simple open-ended inquiries to spark their curiosity and elicit responses. Use questions such as –
- What do you think?
- What would you do? and
- Do you have any other ideas?
Given these questions will be asked without notice, offer people the opportunity to “pass” or nominate for the conversation to “circle back” so that those less forthcoming individuals don’t feel put on the spot.
If time allows, consider separating participants into small groups to encourage quieter team members to participate. Then, bring everyone back to the whole group and ask for highlights of the chat.
## 5. Review and combine ideas for greater focus
Once all participants have had the opportunity to respond to the question the meeting is to address, it’s important that those ideas are organized and assessed. Once all participants are on the same page, it’s possible to shape agreed action points.
With all ideas collated, the facilitator can work with participants to –
1. Review all of the ideas
2. Identify any ideas that can be grouped together
3. Vote on the ideas they wish to bring forward to discuss
Involving participants in such a sense-making activity can help them better understand the connection between multiple ideas. It also ensures that the meeting’s time is spent focussed on the more important matters.
Using meeting [facilitation tools](/features/) can be of great help in supporting this process. Such tools can also add value as they transparently capture and report back on the ideas generated by the meeting.
## 6. Conclude with a quick debrief and plan follow-ups
Debriefing time should be set aside at the end of the meeting.
Facilitators can improve retention of meeting outcomes by summarizing –
- The issues covered
- Information acquired
- Decisions made, and
- The tasks and individuals accountable for their delivery
Finally, following the meeting, ensure there is follow-up with participants.
Valuable progress can be achieved at a meeting, but it is meaningless if there is no follow-up to ensure proper execution of the agreed action points.
## Final thoughts
Meeting facilitation is a valuable transferable skill.
While someone new to the facilitation space may make errors; that’s fine! One doesn’t have to be a master facilitator to save a team hours of wasted time.
Facilitation skills will grow as they are practiced, which is why the most valuable advice to a would-be facilitator is –
Get out there, and start practicing!
GroupMap is a [real-time online brainstorming and group decision-making tool](/) that dramatically improves the output of team brainstorming activities.
Start a free trial and boost your company’s productivity today!
[Try it free today!](https://login.groupmap.com/new?cc=www-blog)
For more, see [time-saving tips for your next continuous improvement meeting](/blog/strategy-and-time-saving-tips-for-your-next-continuous-improvement-meeting/) and [tips for online stakeholder engagement](/blog/tip-on-to-improve-online-stakeholder-engagement/).
---
# Want to facilitate an online class discussion?
URL: https://www.groupmap.com/blog/how-to-facilitate-online-class/
## Here’s how…
When it comes to fostering a conducive learning environment, it is important to provide plenty of opportunities for the learners to connect with each other.
Not only do these connections allow ideas to be better shared, explored, and evolved. They also help the learner grow a network and establish relationships that enhance the learning journey itself.
In order to connect with each other, learners need to communicate with each other.
The importance of supporting these communication opportunities is most apparent in an online context.
While there are a number of advantages to online delivery that have made learning far more accessible; the artificial nature of the environment strips away the majority of familiar communication opportunities and cues that are inherent in in-person lectures, workshops, and tutorials.
Unlike in-person discussions, effective online discussions require –
1. An online ecosystem that can support discourse.
2. Training to ensure participants have the skills to communicate in an online environment with a view to achieving learning outcomes.
This is where you come in.
As an instructor, lecturer or facilitator, you are in a position to guide and support meaningful online discussions that inspire the pursuit of knowledge and nurture learning connections.
There are a number of things you can do to facilitate those online discussions.
### Build a framework of small online group discussion
Regardless of the context, we all know it’s easier to both hide or be overlooked in a bigger group.
It’s no surprise, therefore, that small online discussion groups offer students –
- A greater space to contribute with an increased likelihood to feel heard
- The chance to engage in deeper, focussed conversations, and
- The opportunity to help navigate those conversations.
Smaller groups also provide facilitators with the chance to work with sets of a manageable size.
Although the ideal size of a group will depend on its purpose, as a general rule, it’s best to ensure online discussion groups don’t exceed ten participants.
### Offer asynchronous and synchronous discussion times
Embrace the flexibility the online environment can offer. Holding conversations in a virtual environment means there’s no longer a need to search for seminar rooms on a central register.
Include groups that meet both synchronously and asynchronously within the small group framework, along with a variety of time slots.
This way students can self enroll into a group that suits both their availability and learning style.
While arranging discussions that are to occur synchronously is relatively straightforward (they require only a start time, an end time, and a medium for interaction), asynchronous discussions require slightly more consideration. Given it’s possible for one group member to post at the start of the week and others to post at the end of the week, asynchronous discussions benefit from a timeframe such as –
- Friday to Monday
- Monday to Wednesday
- Wednesday to Friday
### Educate students as to how to communicate and collaborate online
While incredibly powerful virtual communication media exists, possibly the most impactful error a teacher or facilitator can make is to assume participants are both familiar and comfortable with online discussion tools.
Yes, many students are highly adept at communicating via social media, however not all students know how to leverage those platforms to support learning outcomes. In fact, the use of ‘social’ platforms may distract them from their learning. This could hamper their studies and their ability to learn by impacting the effectiveness of their online classes.
There is an incredible range of tools available that can support online discussions –
- LMS
- Video conferencing platforms
- Discussion boards
- Collaboration tools
Regardless of the mechanism you use, ensure students are familiar with the mechanics of the tool.
Of equal importance is to be transparent as to the type of data those tools can capture. If those tools are able to capture data to inform reports – share the nature of those reports with your students, especially if the tool is helping to inform the assessment.
### Provide clear discussion guidelines, expectations, and instructions
Just as you would with an in-person small group discussion, the online equivalent requires a purpose, focus, prompt or even an agenda.
All small group discussions benefit from a facilitator to curate the discussion flow. It’s also a great idea to include an observer who offers feedback not on the topic, but rather the mechanics of the discussion and group dynamics.
A discussion could take many forms, from a short presentation followed by questions (with [lecture tools](/lecture-tools/) you can capture those audience questions in real time) through to a debate, or a creative exploration of a topic.
It’s important to ensure there exists a shared understanding as to what constitutes an online conversation, especially as it will differ depending on the tools being used to support that conversation.
For example –
- If using a discussion board, a certain number of different types of posts may be expected.
- If using a video conference platform, perhaps questions and feedback of a particular standard is required.
- If using an online collaborative tool, it’s possible a percentage of input is necessary.
As always, giving students the opportunity to inform both the discussion focus and the discussion forum tends to result in greater engagement.
## Explore and manage the parameters of the tool
Regardless of the tool or tools you use in support of your online discussions, ensure you have set the parameters of each of its features to ensure they are supportive of the outcomes you wish to deliver.
Keep in mind that conversations by their very nature are interactive, so depending on your tool you could –
- Consider the limit of ideas each participant can contribute.
- Review the way responses can be managed.
- Apply images, and video as well as text.
- Avoid infinite threads.
- Enable screen sharing.
- Carefully manage editing options.
Get inspired by the way [online meetings](/case-studies/lucid-meetings-uses-groupmap-as-an-online-collaboration-tool/) are managed or look at how [Zoom breakout rooms](/blog/zoom-break-out-rooms-and-groupmap/) can be used to foster group conversations.
## Personalize and humanize the online environment
As well as numerous non-verbal cues, there exist a variety of courteous behaviors we undertake when conversing with people face to face.
The majority of these familiar communication cues and courtesies, however, aren’t automatically translated into the online environment; this absence of humanity can allow all manner of bad communication habits to evolve. These bad habits can erode the effectiveness of online discussions.
Firstly, acknowledge the difference between the environments and call out those behaviors you wish avoided. Sharing [a light-hearted YouTube video like this one](https://youtu.be/mU9VYcQWSOc) is a good way of going about it.
Secondly, encourage your students to humanize the online environment. Suggest things such as –
- Profile photos.
- The use of names rather than student numbers.
- During video conferencing ensure all videos are on and (this can be a contentious one) audio is unmuted.
Look to your students for further suggestions that will help them –
- Remember they are interacting with people, not bots.
- Focus on the conversation.
## Finally… Research, adapt and change
Check out how others deliver [online conversations](/case-studies/remote-brainstorming-and-collaboration-tool-enriching-engagement-and-learning/) or [engage with students online](/case-studies/outcomes-from-student-engagement-in-collaborative-brainstorming/). You can also see how [judging software helped find the best student start-ups](/case-studies/judging-software-used-to-find-the-best-student-start-ups/).
Consider combining tools (video conferencing with collaborative brainstorming tools), and don’t be afraid to change tack if things aren’t working.
[GroupMap](/) is an online brainstorming tool built to help groups think better together.
You might also like [how smart are your kids?](/blog/how-smart-are-your-kids-2/) and [a critical thinking exercise graphic organizer](/blog/a-critical-thinking-exercise-graphic-organizer/).
If you are looking to create an interactive class brainstorming activity for your students, check out how we can help!
[try groupmap today!](https://login.groupmap.com/new?cc=www-blog)
---
# 5 reasons why your team should start virtual brainstorming
URL: https://www.groupmap.com/blog/5-reasons-to-start-a-virtual-brainstorming/
## Still thinking about reasons why your team should start virtual brainstorming?
We have access to an incredible array of technological developments that can change the way we work; from online collaborative tools and virtual workspaces, through to web-based mechanisms for team decision making.
With so many tools at our fingertips, it’s becoming easier to embrace an online workflow that fosters collaboration and enhances productivity.
Group brainstorming is no exception. In fact, in this Harvard Business Review [article](https://hbr.org/2015/04/why-brainstorming-works-better-online#:~:text=As%20shown%20in%20meta%2Danalyses,traditional%20than%20virtual%20brainstorming%20sessions.) and meta-analysis, creative performance of virtual versus in person brainstorming sessions showed a different of almost 50% of a standard deviation and that “70% of participants can be expected to perform worse in traditional than virtual brainstorming sessions.”
Leading companies, agile teams, and workshop facilitators often use group brainstorming to create –
- Solutions to challenges,
- Answers for questions, and
- An inspiration that sparks new products and ventures.
While group brainstorming can be an incredibly valuable mechanism, traditional brainstorming isn’t always effective. Indeed, traditional (face to face) brainstorming comes with inherent challenges such as –
- A clash of egos
- Groupthink and production blocking
- Not all voices heard
All of which may negatively impact the quality of the decision the brainstorm was to inform. The great news is, there are effective online brainstorming tools that can help overcome these challenges. So if you’re wondering if your team should start virtual brainstorming, the answer is a very loud yes!
Here are five reasons why!
## Why should my team start virtual brainstorming?
### Reason 1 – it creates a level playing field
[Production blocking](https://en.wikipedia.org/wiki/Production_blocking) describes a context that happens when not all participants have the opportunity to speak up or contribute during traditional brainstorming.
There can be many reasons for this. There may be someone with a particularly dominant personality in the group who enjoys the spotlight. Several people may try to speak at once. An idea may be challenged before it is recorded. The group may become involved in a conversation and the idea forgotten before it is recorded.
Additionally, the ideas themselves may influence the information that is shared. Participants may anchor onto the first few ideas and start to converge onto a few thoughts rather than being able to share different perspectives.
Instances such as these limit idea generation.
With virtual brainstorming, each person in the group can share their ideas in real time, free from distraction and bias.
GroupMap, for example, allows people to brainstorm in real time individually, with ideas then being combined on the same brainstorming template. Similar ideas can be seen and grouped.
The chance to brainstorm individually has allowed everyone to put their ideas forward and share those ideas then quickly inspire new ones.
### Reason 2 – it supports a psychologically safe space
When people are apprehensive about a task, they are less likely to contribute effectively to that task.
In the case of traditional brainstorming, people may feel apprehensive because –
1. They may be uncomfortable speaking up in a group.
2. They may be unsure of the subject or lack confidence in the validity of ideas.
To put it simply – they don’t feel safe.
With such apprehension present, the effectiveness of the brainstorming session could be impacted –
1. Participants may limit their contributions to the brainstorming.
2. Participants may self-edit ideas.
These behaviors aren’t deliberate, they are defense mechanisms people unconsciously activate when they encounter a situation in which they feel uncomfortable. They may limit or edit their ideas to lessen the likelihood of being called upon to explain what they meant or reduce the chance of their idea being challenged.
Virtual brainstorming tools often include simple features to hinder the activation of that personal defense mechanism.
Online brainstorming tools allow participants to contribute with full or partial anonymity. In doing so they are more likely to feel more confident about sharing their thoughts and suggestions with the group without feeling judged.
Allowing participants to contribute anonymously often increases –
- Participation and engagement rates.
- The number of ideas generated.
That’s right when brainstorming anonymously, people feel safer, and therefore contribute more!
### Reason 3 – encourages a greater range of ideas
When you’re amongst a group of friends do you ever find yourself agreeing to something that you don’t really want to do? Perhaps heading to a restaurant you don’t particularly like or sitting through a movie you never wanted to see?
Why?
It’s most likely you find yourself in those situations because you want to keep the peace; those decisions aren’t a big deal so you just go with the flow and agree with the group.
You’ve just experienced [groupthink](https://en.wikipedia.org/wiki/Groupthink) – a phenomenon that sees a desire for harmony within a group of people strongly influencing the decisions of that group.
The same thing can happen when brainstorming with a group of people. Once one person sees an idea, they are less likely to share an opposing view. In fact, that idea may influence them to the extent that they suggest similar ideas.
Virtual brainstorming makes counteracting groupthink incredibly easy. It’s possible to manage the process of the brainstorm so that participants brainstorm separately before all ideas are shared (at the same time).
In addition to managing the process, virtual brainstorming tools offer a large variety of creative templates to spark thoughts, so participants aren’t just staring at a blank page. Changing up the templates is a great way to prompt participants and help them to consider different contexts. It’s also possible to adapt those templates (even mid-brainstorm!)
By compensating for groupthink and building a context to spark creativity, virtual brainstorming tends to encourage a far broader range of ideas than a traditional approach.
### Reason 4 – transparent decision making
When it comes to decision-making, transparency ensures those decisions are informed and equitable.
Transparency reduces opportunities for undue influence and bias; so decisions made via a transparent process are less likely to be challenged, and more likely to be accepted and trusted.
Unlike those reached via general discussion, decisions made using an appropriate virtual tool are more likely to be transparent simply because every step of the decision-making process can be captured, reviewed, and quantified.
An online brainstorming tool could allow all participants to prioritize ideas (color coding, positioning on a radar, ratings, rankings, etc) in order to surface those they perceive to be most important. Facilitators can then easily see if participants’ thoughts are aligned, or if different perspectives require exploration.
Features such as anonymous voting allow all participants the opportunity to opt for the ideas they wish, without others knowing how they voted. Again removing the likelihood of influence.
With all data captured, the passage of time (with our propensity for forgetfulness) doesn’t erode the legitimacy of the decision.
### Reason 5 – faster, unbiased reporting
Virtual brainstorming side-steps the need to double handle information.
Unlike traditional brainstorming, there’s no need to copy ideas from sticky notes, flip charts, and whiteboards. WIth participants directly entering their ideas into the tool, there’s simply no need to retype them.
Because it’s digital, ideas don’t have to be limited to the few words that can be recorded on a post-it. Participants can comment on each other’s ideas, they can even add emojis and GIFs! Any grouping or voting on ideas is also instantly recorded, and there’s no risk of a miscount!
That direct entry of ideas also ensures that the participant’s idea or comment is represented as they intended, and not misrecorded or interpreted by someone jotting down the idea on their behalf.
Not only can inputs from a virtual brainstorming session be captured quickly and accurately, but the reports can also be used to assess the elements of the brainstorm.
GroupMap supports reports that can be generated based on a myriad of criteria (the process, the participants, the ideas, comments, and more).
Virtual brainstorming means there’s no need for a ‘scribe’ to capture ideas generated by the brainstorming process. It also means that the facilitator doesn’t need to spend hours compiling information post brainstorm.
### The bottom line: take your brainstorming sessions to another level with virtual brainstorming
Shifting from traditional brainstorming to a virtual space allows team members to feel comfortable in creating more, broad-ranging ideas, that are quickly and objectively captured.
If you haven’t guessed it already and you’re keen to use effective brainstorming tools and techniques to take your team’s brainstorming sessions to another level, you’ve come to the right place.
GroupMap is an online brainstorming and group decision-making tool that helps improve the output and productivity of teams during brainstorming activities.
[Try it free today!](https://login.groupmap.com/new?cc=www-blog)
You might also like [is group brainstorming really a waste of time?](/blog/is-group-brainstorming-really-a-complete-waste-of-time/), [the basics of mind mapping](/blog/the-basics-of-mind-mapping/) and [facilitation techniques for critical thinking at a PD workshop](/blog/facilitation-tools-and-techniques-for-critical-thinking-at-a-teachers-pd-workshop/).
---
# Why meeting agendas are important
URL: https://www.groupmap.com/blog/why-meeting-agendas-are-important/
Your inbox is full to overflowing.
You only have the afternoon to meet not one, but two important deadlines.
You don’t have a second to spare.
Yet you are sitting in a room with twelve other people listening to two colleagues discuss an issue with a supplier you don’t know.
Why?
You’re in a bad meeting.
Unfortunately, we’ve all been there. We’ve all sat through seemingly purposeless, directionless meetings that just won’t end. They feel like a frustrating waste of time.
What you need is something that helps keep things relevant, focuses conversations, and maybe even determines if a meeting is even needed.
What you need is an agenda.
## What is a meeting agenda?
An agenda is an incredibly valuable tool that provides a framework for a meeting.
In very broad terms, agendas typically include –
- where and when a meeting will take place
- who will attend
- what will be covered and by whom
The great thing about them is that if used correctly, agendas can boost productivity and, most importantly, save time.
## How agendas help plan a meeting
Compiling an agenda is like pulling together a shopping list so that you only seek out what’s included on the list and don’t waste time meandering down shopping aisles looking at things you don’t need.
### Call for agenda items
Calling for agenda items means asking people if they have things they wish to have included in the meeting.
It’s a good way of ensuring participants don’t bring things up unexpectedly, so the time allocated to the meeting is appropriate. It also makes people feel valued and included in the meeting process itself.
Agenda items can include –
- any completed actions that were to be undertaken as a result of the previous meeting
- draft resolutions or decisions (with supporting detail) you hope the meeting to consider
- documents you wish to share
- a report or summary to offer an update
- items participants are to bring to the meeting
As a general rule, the more people engage with this step, the more likely the meeting will be effective.
### Drafting the agenda
Drafting the agenda means putting all of the items that have been gathered into a logical order. That order is very much informed by the type of meeting that will be taking place.
Formal meetings such as those mandated by the governance of an organization (board meetings, committees meetings, special task forces, working groups) are likely to have specific topics they are to cover, with discussions and decisions recorded in a particular way.
Collaborative meetings such as decision making meetings, problem solving meetings, team building meetings, and brainstorming meetings, will follow an order that supports its purpose.
In a very broad sense, agendas are usually set out in the following way –
- The name of the group in attendance
- The time, date and place of the meeting
- The people attending the meeting (noting those who aren’t able to attend)
- (if relevant) the notes or minutes of the previous meeting
- (if relevant) the actions that were to be taken following the previous meeting
- The items that are to be discussed
- (if time permits) items that the agenda didn’t include
- The time date and place for the next meeting
Ideally, each of the above should be aligned with an allocation of time; the total of those times adding up to the length of the meeting. This means that people understand how much time they have to present their item and can prepare accordingly. It also means that during the meeting itself, the facilitator can, without causing offense, ask presenters to wrap up if they are running overtime.
The agenda can also be used to ensure the right people are in the room at the right time. If someone with specific expertise is needed to support a particular item, they need not sit through the entire meeting waiting for that item to be addressed. Rather, that item can be addressed first and that expert can then leave the meeting or they can be allocated a time to join the meeting.
It’s at this stage, if there’s nothing of substance to cover, or if there is no progress to report, the decision can be made not to hold the meeting at all. Not only does this mean that participants can make plans to better use that allocated time, it is a demonstration of professional courtesy that will be remembered.
### Circulating the agenda
Circulating the agenda means sharing it with those who will be attending the meeting. Any information, reports or documents that were contributed when items were called for should also be shared.
This step has the potential to save an incredible amount of time during the meeting itself –
- reports and documents can be read beforehand
- resolutions have already been drafted
- concerns or questions can be clarified in advance
- errors or omissions can be identified and rectified
Circulating the agenda in advance will also ensure participants have a shared understanding as to what is to be covered during the meeting, and by whom. They have the opportunity to assess if the meeting is a priority and can even negotiate their absence if need be.
In short, people have been forewarned as to what to expect in the meeting, this will limit confusion and save time.
## How agendas help facilitate a meeting
The meeting is when an agenda truly proves its value.
Using an agenda, a facilitator can help participants navigate through a meeting, ensuring everyone stays on track, starting on time and (importantly) ending on time.
The agenda effectively gives the facilitator permission to shut down conversations that are not on topic or that are running over time; ensuring that which is discussed during the meeting is focused and purposeful.
If important conversations become bogged down, they can be put on hold to be discussed at the end of the meeting (if there is time) or at a completely separate meeting.
If all of the items are covered sooner than expected, the meeting can end. Those who have other commitments can leave without causing offense, those who wish to stay can do so. People are highly appreciative of an efficiently run meeting.
## How agendas help document a meeting
More often than not, notes of a meeting (sometimes called minutes) are to be recorded and kept. When a detailed agenda is prepared, not only has key information already been captured but a framework to structure meeting notes has been built.
Using the agenda as a guide, the person taking notes during a meeting (sometimes called a scribe or secretary), is attuned to the purpose of each item being discussed. They can therefore better focus on recording key points rather than being distracted by conversational minutia.
## How agendas increase productivity
Agendas increase productivity in three key ways –
- they inform schedules
- they timebox discussions
- they focus conversations and effort
Agendas allow people to get organized. Participants can ensure their schedule aligns to that of the meeting, they can prepare for the topics that will be covered and safely ignore the rest.
Agendas minimize the impact of [Parkinson’s Law](https://en.wikipedia.org/wiki/Parkinson%27s_law); that is, work (or in the case of meetings, discussion) expands to fill the time allotted for its completion. At the same time, they ensure discussions are focused, and therefore more likely to deliver positive outcomes.
Finally, agendas facilitate the documentation and tracking of action items ensuring things aren’t accidentally forgotten or overlooked.
## Start planning your agenda today
An agenda is an easy way of bringing considerable value to your meetings.
If you are looking for a tool to help you compile your agenda and facilitate your meetings, [GroupMap](/solutions/meetings/) is here for you.
GroupMap is an online brainstorming, group decision-making, and meeting facilitation tool that dramatically improves the output of collaborative team activities.
Find out how GroupMap can help.
[Try GroupMap today!](https://login.groupmap.com/new?cc=www-blog)
For more, read [time-saving tips for your next continuous improvement meeting](/blog/strategy-and-time-saving-tips-for-your-next-continuous-improvement-meeting/) and [how to make your agile retrospective more effective](/blog/agile-retrospectives-made-simple-and-effective/).
---
# The basics of Mind Mapping — what you need to know when brainstorming online.
URL: https://www.groupmap.com/blog/the-basics-of-mind-mapping/
## What is a Mind Map?
A mind map is a diagrammatic representation of ideas that radiate from a central concept, thought, theme or question. Ideas that branch out from the central node become more detailed and build on the previous idea.
Mind maps are incredibly flexible, and can be used in a multiplicity of ways. They could, for example help you capture –
- the outline of a plan of action
- the different perspectives of a particular issue
- the framework of an essay
- the scope of a project
- the elements a program
Compiled individually or in groups, mind maps can vary significantly from one to another. They can be constructed using a range of media from pen and paper, through to online collaborative brainstorming [templates](/templates/group-mind-mapping/).
Fundamental to a mind map is its simplicity. Their purpose is to capture a summary rather than detail, and therefore it should be possible to construct one in a single, reasonably short session.
This article will go through the fundamentals of mind mapping. Read on below to learn more.
## The benefits of using Mind Maps
Using a mind map yields a number of benefits including the following :
### 1 – Enhanced learning and information retention
Mind maps mimic the way our brains work.
By surfacing the connections between ideas, students can form connections between what they know and the new information they are exploring.
Additionally, human beings are more likely to remember a narrative brought about by connections rather than disparate facts.
Mind maps can therefore be a valuable teaching and learning tool.
### 2 – Complex issues are easier to understand
Mind maps have an inherent clarity.
The process of constructing a mind map sees people distill information. As such, they strip away superfluous detail while visually representing how key ideas are connected.
When shared, only the important details are conveyed therefore increasing the likelihood that they are understood.
### 3 – Better information structuring
Mind maps capture information in a logical structure.
The way in which they record ideas and the relationships between them, means they are able to convey the “big picture” simply and quickly, while reflecting the points that support that “big picture”.
This makes mind maps an ideal planning tool for things such as essays and reports, and scopes of work.
### 4 – Enhanced productivity
Not only is mind mapping an efficient way of capturing information, it can organize that information with goals and associated tasks in clear view.
Mind maps can help a manager identify then delegate tasks or concepts that are aligned; they can also convey how those delegated tasks are linked, and necessary for the success of a project.
Mind maps can be used to break down your complex aspects of a project into smaller steps, which significantly reduces the amount of work done.
### 5 – Sparks creativity
Mind mapping allows us to capture the first thoughts that spring to mind and anything and everything we can think of that is connected. This can foster all manner of creativity.
## What makes up a Mind Map?
A mind map generally includes a combination of the following :
### 1 – A central idea, theme or concept
The central idea is usually called the core, and is the heart of the mind map. The core can be thought of as the firework that’s being launched into the air from which all other ideas will explode.
As the name suggests, the central theme is placed at the center of the page or screen. It can either be a subject or topic, a problem or question, or even a concept or thought that is to be explored.
### 2 – Associations
Associations branch out from the central theme; those that radiate from the center are known as first-level associations.
From there, second-level associations are made, then third-level associations and so on.
With the need for simplicity in mind, it’s generally understood that there should be no more than 6 or 7 association levels, thereby avoiding unnecessary and potentially confusing detail.
When associations are created, and connections between ideas are captured, they tend to be more easily remembered. It’s generally believed that showing those associations as curved rather than straight lines further increases the likelihood of recalling the ideas they connect.
The way in which the associations are represented on the page or screen can add further meaning to a mind map without cluttering it with detail. For example, bold or colored lines could draw attention to small but critical ideas. Additionally, the proximity of the ideas to the central theme can be used to reflect their importance.
### 3 – Keywords
Given a good mind map is simple, the use of keywords are more effective in delivering this simplicity than detailed phrases or sentences.
As a rule, a single word for each association works best, with the associations themselves helping to keep detail to a minimum. For example, “Venue” was used in the mind map pictured rather than “Conference Venue”.
Sticking to keywords also saves time. It allows you to quickly capture the main points needed to support your central theme and avoid getting bogged down in detail.
## In summary
Mind maps are valuable as –
- they can be applied to any field
- there are no right or wrong ways to use them
- they can explore whatever you wish to deliver the desired outcomes
Templates can supercharge your mind mapping, and GroupMap provides many [brainstorming templates](/templates/) that allows you to brainstorm individually or as a team, anonymously and with the ability to ad images, links, colors and files.
[Get Started Today!](https://login.groupmap.com/new?cc=www-blog)
---
# Keeping groupthink out and teamwork in
URL: https://www.groupmap.com/blog/keeping-groupthink-out-and-teamwork-in/
Believe it or not, it’s possible for signs of harmony to point to issues within a group. As strange as it may seem, groups that arrive at swift consensus, appear immune to conflict, and can easily navigate ethical conundrums may have a problem.
That problem is groupthink, and it’s collaboration’s kryptonite.
To counteract this, it’s important for facilitators to be –
- conscious of the potential of groupthink when curating a collaborative environment
- aware of any symptoms that may appear during the collaborative process so that they may be swiftly addressed
As passionate fans of collaboration, we are keen to help you keep groupthink out of your sessions to make more space for teamwork and the positive outcomes that comes with it.
## What is groupthink, and what’s so bad about it?
First referenced in 1971 by psychologist Irving Janis, groupthink sees our very human desire for cohesion influencing group decision making. It is the tendency for group members to override their own critical evaluation of an idea or situation, in order to minimize conflict and reach group consensus.
It’s something we all do from time to time. If ever you have agreed to meet up with a group of friends at a cafe you don’t like, or you find yourself at a quiz night when you were really hoping to head to an escape room, it’s likely you’ve agreed to be there because of groupthink.
Although groupthink is unintentional its consequences can be significant. While agreeing to attend a quiz night is fairly benign, in extreme cases, groupthink can be so impactful that the outputs of the group are irrational or dysfunctional.
Groupthink can actually counteract the benefits of having a group involved in the decision making process; the desire for harmony acting almost as a repellent against diverse opinions, ideas and solutions, and devaluing differing expertise and varied experience.
## What causes groupthink?
Groupthink occurs when we are feeling unsafe; the less safe we feel, the more likely groupthink is to influence us.
This is because groupthink is a byproduct of our underlying wish to fit in, to be liked, and to exist harmoniously with others; it is the result of our unconscious pursuit of ‘safety in numbers’.
Groupthink can be a response to –
- a high-stress situation
- an environment of uncertainty
- recent failure or criticism
- time pressure
- a lack of impartial leadership
## What are the symptoms of groupthink?
A facilitator can ‘test’ for groupthink by looking out for the following –
- new ideas and perspectives are met with silence
- group members self-censor or offer the opinions of ‘anonymous others’ rather than their own
- dissenters are quickly pressured to change their view
- opposing viewpoints are labeled ‘stupid’, ‘weak’ or ‘wrong’
- the problem is only seen from one perspective
The great thing is, by appropriately calling out these symptoms, a facilitator can negate them.
## How to avoid groupthink so better decisions are made
The more supported and safe participants feel in the group environment, the less likely groupthink is to occur.
Here are three simple steps you can follow to help deter groupthink and deliver better decisions.
### 1. Build a transparent process that fosters divergence
A process that side steps groupthink to capture all ideas amongst its initial steps is a great way of encouraging divergent thinking. This can be achieved in a couple of simple ways –
- asynchronous input
- anonymous input
- divergent and convergent thinking cycles
Asynchronous input allows members of the group to submit their ideas individually at a time that suits them. It means participants can give themselves as much thinking time as they need to respond, without the influence of the group. Asynchronous input comes with the added bonus of helping to overcome recency bias.
Allowing participants to submit their input anonymously can be used synchronously or asynchronously. Anonymous input allows participants to be completely honest with their feedback, safe in the knowledge that their ideas will not trigger direct adverse action.
Stepping participants through divergent and convergent thinking expands their context.
- Divergent thinking requires each participant in the group to only focus on new, innovative, and wild ideas. The process is additive, so participants can build upon these new ideas. The goal is to think laterally (beyond the obvious). Conversations are driven by vision, ideals, wish lists and creativity.
- Convergent thinking is the opposite. Limitations and constraints are put in place to encourage consensus building to see what is plausible and realistic.
Moving participants in and out of this cycle as part of your process encourages both forms of thinking which help to foster divergence.
[Online collaborative tools](/) are ideally placed to support this. The more effective tools include features that allow for anonymity or the use of an alias, and remove the possibility of personalities being identified through handwriting. It’s possible to set the tool so that members of the group can’t see each other’s responses until the facilitator allows, so participants won’t be swayed by the thoughts of others.
Ensuring the process is transparent can help remove another layer of uncertainty; knowing how information will be used or shared means participants won’t jump to a wrong conclusion or possibly become defensive during the collaborative process.
### 2. Encourage healthy dissent
According to the [Harvard Business Review](https://hbr.org/2009/12/how-to-pick-a-good-fight), healthy dissent can stimulate neural pathways and spark greater creativity.
Try –
- appointing a member of the group as devil’s advocate to give them permission to spark conversations that trigger opposing views
- having groups track the ideas they wish to dismiss, then ask them to defend those ideas
- allocate participants a different character through whose lens they are to consider an idea
Being able to consider all aspects of an idea is to be encouraged as it will help unearth all manner of creative solutions.
One approach to encourage healthy dissent is to argue like you are right, then listen like you are wrong. This form of active listening gives everyone a chance to put their point across and to feel supported when they speak.
It can be challenging managing conversations that matter to people. They will speak with passion and conviction and it may at times feel like tensions are high. Healthy dissent is about managing and respecting the process and the debate.
### 3. Give the leader the day off
If the group is a team, having the team leader or manager absent themselves from the group decision process can be beneficial for everyone.
When the leader remains in the room, ego, authority, and fear are likely to have an impact. It might not be obvious with a highly collaborative team, but undertones of these will still exist.
The absence of the boss or manager on the other hand side-steps this influence. In self-organized teams, each person has the chance to put themselves first, and address the problem in a way that best works for them.
It allows group members to interact with their peers without –
- the influence of a hierarchy
- fear of reprisal
- any concerns around the lack of impartial leadership
It is a way for a leader to –
- show trust
- gain greater insight into their team
- empower teams to take action on their own.
This is a powerful way of procuring a very honest response from a group, particularly if the group decision omits references to individuals.
## Putting it into practice
[GroupMap](/) is an online collaboration tool that offers all manner of templates to help guide group discussion and decision making; it also offers the flexibility for you to build your own!
GroupMap lets people brainstorm asynchronously, anonymously, change the role of facilitators, and allows individual brainstorming and equal participation to ensure that the voice of the individual, as well as the collective, is heard.
GroupMap lets you capture the three most important views in the brainstorming session: your’s, mine, and ours.
[Try GroupMap Today!](https://login.groupmap.com/new?cc=www-blog)
Keep exploring with [is group brainstorming a waste of time?](/blog/is-group-brainstorming-really-a-complete-waste-of-time/), [creativity tips from five industry leaders](/blog/get-more-creative-with-top-tips-from-5-industry-leaders/) and [an IAF facilitator's brainstorming techniques](/blog/iaf-facilitator-shares-workshop-and-online-facilitation-techniques-for-effective-brainstorming/).
---
# 5 ways to level up your meeting facilitation skills
URL: https://www.groupmap.com/blog/5-ways-to-level-up-your-meeting-facilitation-skills/
With meetings and workshops now commonplace, facilitation is considered a highly desirable workplace skill; of course, it’s no surprise given the incredible difference a good facilitator can bring to such sessions.
Additionally, when one considers [current employment trends](https://www.weforum.org/agenda/2022/01/rising-wages-hiring-trends-2022-linkedin/), facilitation skills appear to be of even greater value; “empathy, judgment and leadership” being both in-demand skills, and core to the fabric of a good facilitator.
So whether you’re looking for a way to deliver greater value at work, or you’re keen to enhance your resume, honing your facilitation expertise is a great place to start.
At GroupMap, helping people think better together is what we’re all about. Here’s what we think makes a great facilitator along with some practical steps to help you get there.
## What is a facilitator?
A facilitator is a person who enables a group of people to work together more effectively so that they may deliver high-quality outcomes.
Those outcomes could be a range of things, including –
- capturing and exploring ideas
- making decisions
- crafting a shared understanding
- finding a solution to a problem
- designing a product
- achieving a consensus
## What makes a great facilitator?
A great facilitator sets the stage so that the group can perform together at their very best. The facilitator does this by supporting the two key elements of a collaborative session –
### 1. The collaborative process
The collaborative process is what happens during the session, as well as how, where and when it happens.
When building a process a facilitator considers –
- the outcome required of the session and the date by which it is needed
- who needs to be involved
- what needs to happen at the beginning, middle and end of the session to deliver that outcome
- how time should be allocated
- if the session is to be in-person, online or both
- when the session is to be held in order to deliver the outcomes when they are needed
### 2. The collaborative environment
A collaborative environment is one conducive to participation, cooperation and focus, and as a result, high-quality outcomes are delivered faster. They are psychologically safe spaces in which participants feel acknowledged, accepted and respected.
In shaping a collaborative environment, a facilitator will demonstrate –
- Respect: by recognizing and acknowledging the intrinsic value of each participant in the session
- Empathy: by putting aside their own context in order to be open to embrace a genuine understanding of that of the participant
- Neutrality: by putting aside any bias, prejudice or agenda, so that only the inputs of the group shape the outcomes of the session
The facilitator will foster open channels of communication, ensuring –
- input is honest
- participation is balanced
- conflict is respectfully addressed
A great facilitator remembers that, despite the fact all eyes may be upon them, they are not the star of the show; the stars are the participants, and it’s their time to shine.
## What you can do to become a better facilitator
### 1. Get organized
Whether you’re delivering an hour-long meeting, a half-day workshop, or week-long training, you need some sort of overview or [agenda](/blog/why-meeting-agendas-are-important/) that outlines –
- the purpose of the session
- who is participating
- when and where the session will happen
- the steps that constitute the session
- a timeframe
If you find yourself pulled in to deliver a session that isn’t supported with an outline, take the time to construct one with the group there and then. A quick brainstorm will ensure the purpose of the session is clear and the group is focussed; the smooth delivery of the session will make up for the time you spend with this initial gathering of thoughts.
- send out calendar invitations along with the session overview well in advance.
- lock in the resources you need to deliver the session
- - book a physical space, and/or prepare a virtual space
- gather your equipment (pens and flip charts or [online collaborative tools](/))
### 2. Open those channels of communication
- Kick off with an icebreaker to warm the group up; icebreakers are known to increase group engagement and focus.
- Take the time to work with the group to establish the ‘house rules’ for the session. When members of a group know what they can expect of others and what is expected of them, the likelihood of participation increases while an environment of psychological safety is supported.
- Don’t do all the talking; you are the conductor not the orchestra.
- Deliver information in easily digestible steps; too much information will be overwhelming.
- Allow for silence and thinking time. It allows individuals to consider their responses before sharing them.
- Listen and paraphrase what is said to ensure you have understood things correctly.
- Look to the body language of participants for additional cues.
- Draw out and make space for reticent or quieter participants to contribute, and stack conversations to support balanced participation.
### 3. Keep an eye on the time
- Allocate a time to each of the session steps, and stick to it!
- Ensure participants are aware of the timeframes within which they are working.
- Call out and wrap up circular conversations.
- Park discussion if consensus can’t be reached and circle back if time allows.
### 4. Maintain the focus
- Use the number of inputs generated by the group as an indicator of their engagement; positively reinforce effort, it will inspire more participation and reinforce focus.
- Check in regularly to assess energy levels; when energy wanes so does focus.
- Listen out for chatter; it is a helpful barometer that can point to –
- The completion of a task – so move the session on to the next step
- Disengaged and distracted groups – so remind participants of the session’s purpose
- If a participant seems off-topic, explore if their opinions support the purpose of the meeting.
### 5. Embrace a facilitator’s mindset
- Be curious. Use questions and phrases such as –
- What did you mean when you said…
- Tell me more about…
- What would that look like?
- Adopt the mantra “it’s not about me”. Despite our very best of efforts, possibly only the most self-actualized of people are able to consistently exude respect, empathy and neutrality; this is a work-around until you get there.
## Start facilitating today
GroupMap is an online collaboration tool designed by facilitators for facilitators. It helps you construct and deliver a polished collaboration process, and includes features that support the curation of a collaborative environment too.
GroupMap can be used to support face-to-face, virtual and hybrid sessions. It captures data as you go; there’s no tedious note transposing at the end of your workshop because GroupMap does it all for you!
See it in a training setting: [ComTeam Group delivers its leadership workshops with GroupMap](/case-studies/supporting-comteam-group-foster-success-through-change/).
[Try GroupMap Today!](https://login.groupmap.com/new?cc=www-blog)
---
# Zoom break out rooms and GroupMap for remote meetings
URL: https://www.groupmap.com/blog/zoom-break-out-rooms-and-groupmap/
Using Zoom break out rooms is great for creating smaller groups for discussion especially if you need to have larger virtual conferences, meetings or workshops. With its recent security upgrades and participants’ self-selection of rooms, it now makes it a little easier for people to navigate to their own space.
You can use GroupMap for each breakout group to capture their ideas which can then be shared back with everyone during plenary. It’s a great way of making sure each group has its own space to think, but then have a quick and easy way for all the ideas to be shared and discussed.
For example, we have created a map for each Breakout room and provided the links to each team for their activity.
## Decide on the break out room activity
What is the actual activity you want participants to do? Do you simply want them to share and capture ideas, come up with a plan or perhaps a round robin discussion in a world cafe format style. Depending on the activity, you can then choose HOW you want people to interact during break outs.
e.g.
- “I want to create a separate activity or discussion map for each group”
- “I have a series of activities for each group to work through with a facilitator”
- “I want to have an open space where people can move in and out of various activities.”
Based on this, you can then set up your maps and workspaces accordingly and add instructions so that participants know what they should do when they first join the room and activity.
With GroupMap you can either duplicate the same activity for all groups which can then be discussed per group, or into a single map for further discussion or action. You can also decide if you want groups to see ideas from others or just to have it to themselves for now.
## Inviting people into Zoom or GroupMap
Assuming you have created your [Zoom breakout rooms](https://support.zoom.us/hc/en-us/articles/206476313-Managing-Breakout-Rooms), you can either pre-assign people to each room, allow them to self select or allocate names to each break out room separately.
If you want separate activities for each group, then you have to share the link with the group chat or share with a designated facilitator. At this point, Zoom does not yet have the feature to allow you to add resources beforehand to each breakout group.
If you have a series of activities for each group, then share the workspace link.
### Add GroupMap link to Zoom chat or invite
Each GroupMap or Workspace has a link which can be shared in the chat window in Zoom. This is useful if you don’t know who will be attending that day or you’ve created a new map.
You can use the same link in your calendar or meeting invites. At this time, Zoom does not have the function to have preset links for each breakout room.
If you know who is coming, you can send them an email beforehand.
People can be invited as viewers, contributors or facilitators.
### Add your Zoom link to GroupMap
### You can also add a Zoom link to your GroupMap.
People can join a map, read the introduction (or in this case check out the bar) and then click on the Zoom invite to join the conversation.
## Provide clear instructions for participants in the breakout rooms
It’s common that when we enter a different room or space that we need a little help remembering what needs to be done in our small groups. A few simple instructions for each breakout room will help remind people what they are there to do.
Here’s an example of a quick instruction in GroupMap for Brainstorm but you can add instructions for each step. E.g. Vote for the most value added, the ones that you think are most important or, the ones that you think are most creative.
## Facilitating remote breakout sessions at meetings
There’s a couple of nifty features in GroupMap that will help your facilitators manage each break out group. This allows each small group facilitator to set timers and move everyone to the same page when doing the activity.
**U****se the Timer to keep conversation flowing.**
Zoom uses a session timer to help manage time as well as the bringing everyone back to the main group page. However, you can also set additional timers for each stage to help time box activities.
**Move everyone to a specific step in a map**
This is handy for bringing everyone in the workspace to the same map so that you are literally on the same page.
If you have several groups with different facilitators, then keep the maps separate so that they can self manage.
**Screen Share the results.**
Move from group to group and screen share the maps on Zoom to allow people to speak from each group. Enabling screen sharing on Zoom allows a spokesperson from each group to speak up, or you can take the lead and share you screen with everyone.
You can also lock the map to prevent further changes or click on ideas to add additional comments and insights.
## Other handy tips for facilitating remote team meetings
- If you don’t know when people will join your session, add links to your Zoom Background or at the footer of your presentation so they can join your map at any time.
- Use a **“Lights Out”** technique when it comes time to individual brainstorming and thinking. This means cameras and mics off so that people can focus on their own thoughts and come up with their own ideas during the break out room.
- Add movement to your meeting. Just like in real life, use the time that people would get up and move to a breakout room as a time for people to stand up, walk around and then move into the break out room.
- If you want to prevent further changes to the map, you can always lock a step, or lock the whole map.
- Manage the ratio between facilitators and participants. A good rule of thumb is 1 facilitator to 7 participants for a 30 minute session.
- If you are looking for ways to allocate people to different rooms, can add topics to a map and have people add their name near each topic. They can then simply move to the relevant room, or you can allocate them.
What's the difference between a map and a workspace?
A map is the specific activity that you want each group in the break out to do. A workspace is a collection of map activities that they can do in succession. You can create a set of activities for each group and use one link and have participants navigate through each map one at a time in a single workspace. Otherwise, you can use individual maps if it is just a single activity.
Can I duplicate a map or workspace ?
Yes, you sure can. Just right click on the map or workspace on your home page and you can replicate the map or workspace or save a map as template.
How much bandwidth does GroupMap use?
We use minimal websockets and also don’t transfer large amounts of video and audio so our requirements are pretty low in terms of what is needed for a compatible device and bandwidth capability.
Are there any specific Zoom integrations?
There are no specific Zoom integrations at this point.
What are the license cost for running a virtual conference?
Depending on the number of facilitators and participants, an event license fee for 1 month starts at $60USD. Please contact us at info@groupmap.com for more information and to get a quote.
Can you help us set up maps for our event and rooms?
Absolutely. You can contact our team directly who can provide you with general advice at info@groupmap.com.
We can also work in partnership with you to directly set up and run your maps on an hourly or full contract purpose.
So whether or not you want to self-service or full service, we can help. You can also check out our list of [certified facilitators](/certified-facilitators/) who can assist with helping to run your event.
[Try Out GroupMap Now](https://login.groupmap.com/new?cc=www-blog)
---
# 5 activities for creating engaging workshops with impact
URL: https://www.groupmap.com/blog/5-activities-for-creating-engaging-workshops-with-impact/
Creating engaging workshops is hard work, with research showing that [our capacity for attention is lower than a goldfish!](https://time.com/3858309/attention-spans-goldfish/)
In addition to this, the digital noise around us can be so loud that only something almost extreme can get through, that we expect so much more from movies, a brand or products to get our attention.
Likewise, we expect no less from our trainers and/or facilitators.
Here at [GroupMap](/), creating innovation to make workshops, meetings and ideas more collaborative, engaging and have impact excites us.
When you need the most creative ideas, honest answers or innovative solutions, GroupMap lets you create anonymous brainstorming sessions. Individual (or silent) brainstorming means that everyone can add their ideas and concepts without being influenced by others, including the boss!
Share inspirations, pictures, hand-drawn images or notes without fear, production blocks or bias.
Here’s five activities suggestions using our workshop tools to more effectively facilitate amazing conversations!
## Activity 1: Set your team culture to start an engaging workshop
Start your workshop by setting and validating your team culture. This means getting shared agreement on expectations, objectives and also the ever so important house rules!
You can easily do this using the Team Canvas ready to use template in GroupMap. The team canvas has been developed to create team alignment, minimize conflict and build a productive culture.
## Activity 2: Define problems
Have you ever heard of the saying that a problem defined is half solved? Create engaging workshops with impact by getting participants to brainstorm through solutions, ideas, and alternatives to defined problems.
Then engage them even more by asking participants to rank and decide on the best possible outcomes.
GroupMap’s Problem Solving template can help guide a group from defining a problem to deciding on solutions and measuring results. You can then use dot votes to indicate the key points in each step.
A simple 5 step approach that takes people from problem definition through to solutions.
## Activity 3: Use the impact effort matrix
Once you have brainstormed solutions to the defined problem/s, you can further engage workshop participants by getting them involved in the process of prioritizing ideas and actions based on impact and effort
GroupMap’s Impact Effort Matrix template is a time saving technique that helps your team prioritize what to do next.
Here you can rank activities to discover quick wins through to major projects.
Prioritize projects and initiatives based on impact and effort.
## Activity 4: Risk mapping and stakeholder mapping
Once you and your workshop participants have prioritized actions, you might need to look through what are the risks associated with each action and which stakeholders do you need to consider with each action.
We recommend creating engaging workshops in this phase by using two methods:
- Map risks: position risks based on likelihood and impact. Using our template you can dot vote on key risks and decide how actions can be taken. The results here can be used to develop a risk management plan.
- Map your stakeholders : improve your communication strategy by deciding who you need to monitor and who you need to manage closely. You can do this easily using our Stakeholder Map template.
## Activity 5: End an engaging workshop with a retrospective
At the end of your workshop, it’s important to get feedback on what they think was great and what can be improved. It also helps with recording what needs to be done next (aka an action list) and what still needs to be addressed.
Using a template such as the WRAP retrospective in GroupMap you can use a technique or game that helps your participants form original ideas by sharing what their Wishes are for an ideal sprint, their Appreciation of what has happened, any Risks they foresee and Puzzles that remain unsolved.
Reflect on what went well for the meeting as well as what you could do to improve next time.
## Try these five activities with GroupMap today!
Want to try these five inspirations to create more engaging workshops with impact at your next workshop?
You can today with [14 days free trial.](https://login.groupmap.com/new?cc=www-blog)
Also, [check out some of our 130+ group decision-making templates](/templates/), some of which we’ve mentioned here.
---
# Top 3 metrics to measure your workshop success
URL: https://www.groupmap.com/blog/top-3-metrics-to-measure-your-workshop-success/
Everyday, tens of thousands of workshops are being run around the world in companies, organizations and workplaces, to explore a specific topic, transfer knowledge, solve identified problems or create something new.
Through [GroupMap’s](/) work and knowledge center, we know that many workshop facilitators are keen to measure the impact of the workshops they organize and run. There are many positive reasons to measure a workshop success:
- If your workshops are funded, good measurements can convince funders to maintain and support the work that you do.
- Encourage people to attend and feel satisfied that the work that you are doing with your workshops is worthwhile and making a positive difference,
- Allow you to compare workshops over time and show improvement or the need for adapting the workshop to be more successful for the intended audience.
- Gives you a way to improve practice, and deliver more value for clients and participants.
- Helps to engage the audience and to give the audience a sense of agency.
In this post, we will look at three types of workshop success metrics that gives you a good measure of the workshops you run! We’ll then show you how to use GroupMap’s Survey feature to collect these easily.
## 1. Workshop specific metrics
Each workshop topic will come with its own sets of success metrics based on the topic at hand – i.e. what we want participants to learn – through to the structure and content of the workshop. These metrics measure the outcomes and goals of the workshop itself.
Some questions include:
- How much more knowledge or understanding have you gained from the workshop in comparison to before you started?
- What do we believe is our return on time invested for this meeting? Was it worth our time?
- Were there any topics you thought should have been covered in the workshop that was not?
- What can be improved in terms of helping you understand the information or reach the outcomes?
- How well do we think we achieved the goal of the workshop today?
## 2. Individual goal setting metrics
Another way to measure the success of your workshops is by inviting each participant to set goals of what they would like to achieve, personally / individually, by being part of the workshop, and seeing if they achieved these by the end of your delivery.
These individual metrics can also be used when participants walk away from the workshops with a concrete plan of action of what else they might want to learn, discover, or practice as a result.
Here are some individual goal setting questions that can get your participants thinking about what they want to see/get by being part of your workshop:
- What are the top 3 things I would like to achieve from attending this workshop & did I achieve them?
- What has this workshop made me realize I need to in terms of \[professional growth, personal goals\]?
- What important lessons can I bring back to my colleagues and organization from the workshop?
## 3. Good workshop leadership & facilitation metrics
Our recent case study conversations with workshop facilitators [David Clark](/case-studies/telescope-advisers-virtual-executive-event-from-analogue-to-digital-in-3-days/) (of Telescope Advisers) and [Dr Zakhar Maletskyi](/case-studies/webinar-digital-facilitation-techniques/) (of Water Harmony Global Initiative) have shown us again the importance of having good leadership to run workshops.
Good workshop leadership is the ability to be able to encourage brainstorming and discussions, make everyone feel comfortable to participate and share their ideas, while making sure everything is on schedule and on time.
For us, measuring good leadership is one of the most important workshop metrics and something that you can ask your participants for feedback. Questions you can ask include:
- Did your workshop facilitator keep the workshop running smoothly and on time?
- On a scale of 1 – 10, with 10 being excellent, how would you rate your facilitator’s skills in making sure the workshop was engaging and interesting?
- What advice would you like to share with your facilitator to make the workshop better led?
- What did you enjoy most from your workshop facilitation?
## Gathering & collecting success metrics from your workshop
There are many ways to gather all of the above metrics for your workshop. The most common way to do this is of course via a survey.
There are also many ways and digital tools available to collect your survey, from paper based directly after your face-to-face workshop or a follow-up email using [Survey Monkey,](https://www.surveymonkey.com/) [Google Forms](https://www.google.com.au/forms/about/) or many other survey services out there.
If you’re already using [GroupMap’s](/) [templates](/templates/), maps and [features](/features/) to run an online brainstorming session for your workshop, then why not take advantage of the survey functionality to keep your participants in the same space and using a tool they’re already familiar with?
## How to create a quick survey for your meeting
1. In your map or meeting template, browse to the side menu to [CUSTOMIZE YOUR MAP](https://help.groupmap.com/article/116-customize-your-map).
2. Then **ADD A STEP** called ****Survey****
3. Choose your questions type based on the type of metric you want to capture. **SAVE CHANGES** and you are now ready to go.
## Ready to get the most out of your next virtual workshop?
[Get in touch](https://help.groupmap.com/article/58-survey-stage#contactModal) or [try GroupMap FREE](https://login.groupmap.com/new?cc=www-blog) with a 14 day trial today!
---
# Workshop facilitation feature spotlight: Tagging ideas
URL: https://www.groupmap.com/blog/workshop-facilitation-feature-spotlight-tagging-your-ideas/
## Let’s talk about tagging ideas!
Running online meetings with your virtual teams can be made easier each time with [facilitation tools](/features/) that can focus conversations and help people think better together.
Our feature spotlights give you insights, tips and strategies to help run engaging and effective remote team meetings.
This post talks about how you can use tagging ideas from your [GroupMap](/) brainstorming session so that you can filter and identify key focus areas. Let’s have a look at how this works.
## Tagging ideas – what is it?
People can now tag ideas and display these on ideas. Filter them to show ideas during a particular stage.
## When and why is tagging ideas is useful?
Being able to tag ideas can help you identify key areas of focus oo categorize data into meaningful themes.
This sense-making activity can help people better consolidate data as well as identify relationships between 2 or more ideas or just use it to assign meaning as part of your process.
Examples include adding:
- Priority (Low, Medium, High),
- Interest areas (People, Process, Community)
- Function (Technology, Finance, Human Resources)
- Owner (Management, everyone, team)
- A Goal or KPI ( Objective 1, Objective 2)
- or any other theme you like.
## How do I create tags?
1. Go to **CUSTOMIZE** your map
2. Under OPTIONS, select **IDEAS FIELDS & FEATURES.**
3. Add in all the tag options.
4. Allow people to **SELECT MULTIPLE** tags or **SHOW BADGE ON IDEAS** as needed.
5. Click ok and then repeat if you want another set of tags.
During your online meeting or workshop, this will show up on the ideas dialogue where people can tag ideas.
You can then filter ideas if you want to focus on a particular aspect.
Click on the stage the click **SHOW IDEAS** by Category.
## Pro facilitation tip
Tagging as you discuss an idea is a neat way to engage people critically as you discuss topics. At the end of the exercise, you can then also manage information overload on the screen by just showing a particular set of ideas (for example all the high priority items) one at a time.
You can talk through ideas that belong in the same field or category and build on commonality as well as see relationships or gaps. And if you would rather not start from a blank sort, [AI grouping](/blog/ai-affinity-mapping/) proposes themes from what participants wrote and leaves the final call to you.
## Ready to run your workshop?
[Get started now](https://login.groupmap.com/new?cc=www-blog) or [Log in](https://login.groupmap.com).
Got a question or a tip to share? [Get in touch](/contact-us/)
---
# Tips for online stakeholder engagement
URL: https://www.groupmap.com/blog/tip-on-to-improve-online-stakeholder-engagement/
Recently, [Andrew Huffer](https://www.andrewhuffer.com.au/author/andrewhuffer), of [Andrew Huffer Associate](https://www.andrewhuffer.com.au/)s, shared three fast tips for online stakeholder engagement.
He has over 25 years of experience in working with organizations, businesses, managers, and communities at a state, national and international level.
Andrew is a Facilitation, Community Engagement & Team Development Specialist, who can help you and your team members be 100% clear on ‘What’s Next’.
Andrew designs and delivers specialist engagement processes, with a focus on facilitating open decision making processes and skill development of clients. He has delivered presentations and workshops at a number of states, national and international conferences. We’re pleased that [GroupMap](/) scored a mention in Andrew’s blog post as an “online engagement tool for people to provide their input individually in real-time during an online stakeholder engagement process.” Thanks, Andrew for the shoutout.
## Andrew’s top three tips
Andrew has been doing plenty of online stakeholder engagement and has learned a few valuable things that he shared in his blog post, titled [“Three fast tips for online stakeholder engagement.”](https://www.andrewhuffer.com.au/community-engagement/online-stakeholder-engagement?mc_cid=e0330fce7d&mc_eid=300631ff5f)
Tip 1: Keep participants above the line
Andrew commented in [his post](https://www.andrewhuffer.com.au/community-engagement/online-stakeholder-engagement?mc_cid=e0330fce7d&mc_eid=300631ff5f) that engagement should be all about “encouraging them to give ideas that are future-focused; thinking about where the opportunities are in relation to the issue and what’s possible.” He calls this keeping them above the line so that their comments and thinking remain constructive, relevant to the future and solutions based.
## Tip 2: Equity in input
We love this tip from Andrew because this is what we aim to provide with [GroupMap](/): “\[give\] people…the chance for that more intimate conversation where they get the chance to be heard. This occurs at all levels from equal speaking time, to equal air time for ideas and include a diverse range of voices.
## Tip 3: Have workshop templates ready to go
Another awesome tip is to get all your templates ready for the online engagement workshop that you are running so that “… you to get the data from the workshop ….. and get it out to your participants as quickly as possible.”
Of course, this is something that can you easily do via [GroupMap’s readily available or custom templates](/templates/) along with a [reporting functionality](/features/) that allows you to download all workshop discussions, voting and comments in a click.
To read Andrew’s full online stakeholder engagement tips head to this [blog post](https://www.andrewhuffer.com.au/community-engagement/online-stakeholder-engagement?mc_cid=e0330fce7d&mc_eid=300631ff5f).
---
# Teaching with technology — going beyond Kahoot, Socrative and other quiz apps.
URL: https://www.groupmap.com/blog/classroom-collaboration-tools/
## 4 collaborative activities using GroupMap in the classroom.
We all love a good classroom quiz competition. The thrill of competing against others in the classroom using tools such as Kahoot or Socrative adds a level of excitement and urgency. But when it comes time for students to come up with and share their own ideas, we need a different tool. After all, you can’t use a hammer to screw a nail.
Classroom brainstorming, for example, requires students to draw on what they know and to see other perspectives. It’s a great opportunity for them to flex their individuality through divergent, collaborative, and creative thinking. Likewise, developing literacy and comprehension skills, self-awareness and agency require reflective practice.
Using graphic organizers helps you scaffold learning, provides some structure for students to organize their thinking – whether it’s reading a text, planning their work or simply being creative.
### Pros of using online graphic organizers
- Being able to create and reuse lesson plan templates without photocopying – saving paper and time.
- Student responses are tracked, moderated, saved, and reportable.
- It helps show the relationship between ideas in an organized way.
- Can quickly share ideas as groups provide feedback directly on student ideas.
- It helps with [comprehension](https://www.semanticscholar.org/paper/The-Effectiveness-of-Electronic-Text-and-Pictorial-Douglas-Ayres/34d753d872690e1e9f9c81ce12ff62bbb46d03f4), and understanding of meaning and relationships.
### Cons of using online graphic organizers
- Limit the students’ writing to whatever content, organization, or style is dictated by the graphic organizer.
- Students need access to technology.
- Traditionally with paper formats, students would only write enough to “fill the space”.
- You need to find the right organizer for the task at hand.
In short, over formatting and regulating a graphic organizer can actually do the reverse of what is intended and limit student independent thinking. At the same time, you still need to have some basic structure to facilitate thinking and discussion.
It makes sense to explore and use a range of context-driven graphic organizers to fit the 21st Century classroom. An online graphic organizer with a tool like GroupMap lets you create a range of graphic organizers so that each student can add their ideas to the template individually or collectively.
We reached out to Ms Jenny Cotham (Masters Education), teacher and community liaison at Winthrop Primary School to share some of the practices she uses both in and out of her classroom. Jenny has used Kahoot and Socrative for creating quizzes along with a myriad of other Edtech tools to enhance her teaching. But when moving to activities beyond Kahoot quizzes, she’s turned to GroupMap.
## School background and classroom context
Winthrop Primary is a technology-rich school integrating technology into all curriculum areas. With its 1:1 Device and Bring Your Own Device initiatives, students can participate in class discussions and access learning resources, giving teachers the opportunity to better facilitate class discussion and achieve learning outcomes.
Jenny Cotham is a Primary School Teacher & Community Liaison who teaches middle school students. Her goal is to help teachers design learning opportunities that encourage students to be collaborative, critical thinking and innovative learners.
During the course of the year, Jenny says “ I need to collect and monitor student understanding of learning before, during and after lessons for formative assessment.”
“I want to give each student an opportunity to contribute to a lesson topic and share ideas.” explains Jenny. “Having this done in an organized, scaffolded way would mean saving me time and providing better feedback for each student.”
“I also needed to differentiate and individualize the learning outcome for each student ”She continues. “Outside of the classroom, I wanted a tool that would help gather and organize ideas and feedback from staff meetings, P&C committees, and the School Board so that we have data for decision making.”
### Teaching strategy and philosophy
Winthrop Primary operates on a [Gradual Release of Responsibility instructional framework](https://winthropps.weebly.com/uploads/8/0/7/0/80700462/winthrop_primary_school_instructional_framework__2_.pdf). Lessons begin by familiarizing students with a concept and end with applying understandings and skills independently. GroupMap is used as an online graphic organizer to capture what students think and to facilitate classroom discussion. It gives each student a voice and keeps them engaged. Teachers can give feedback, facilitate discussion and promote group learning.
Cotham says, “each lesson involves a lot of discussion with students where they can impart and articulate what they understood about the concepts and in turn, learn from each other.” She shares 4 ways she’s used GroupMap as part of her teaching practice and professional life.
## 1. Graphic organizers for SMART goal setting
Developing a child’s ability to intrinsically set and strive for their own SMART goal (Specific, Measurable, Attainable, Realistic, Timely) is a valuable life long skill.
Kicking off the term, Cotham asks her students to think about a SMART goal they want to set for themselves. This could range from behavior to learning strategies to knowledge development.
Students working collaboratively on GroupMap
She asks what kind of challenges they think they might face and what support they needed (from her or others). Finally, she asked them to think about how they would measure their success.
Copy of blank Smart Goals Template – Implementation strategy
Each student enters their own goals in order to create their own printable copy, as well as a digital copy that can be seen by the teacher. “There’s room for individual input without being biased or influenced by what others have said“ Cotham explains.
Goals could be shared semi-anonymously with the whole group. In other words, students can’t see which goals belong to another student, but the teacher can.
As Cotham states, this also helps to “remove bias and the popularity contest. One of the kids the other day wrote that they could help with another person’s goal in GroupMap. They then realized it wasn’t their friend, but that’s not the point. They were to help anyone in the class.”
This allows them to see common goals and to build peer accountability into the classroom. It gives them the big picture and to feel like they are part of a community.
Whole class view of shared SMART Goal setting and planning.
“Going forward, I know which students need help and what kind of help. I can pair up students as needed. I can also ask them to comment on how they are going, and allows me to give me feedback.” explains Cotham.
## 2. Graphic organizers for classroom brainstorming
What would happen if? That was the question put to students during Science when they had to brainstorm a list of variables that would impact how fast an alka seltzer tablet dissolves. (Rate of chemical reaction).
The activity was described to the class and the question was put to them. Using GroupMap as their graphic organizer, each student pair would add variables that they thought they could change as part of their experiment. This ranged from the type of liquid to the size of the tablet.
With the answers displayed in front of the class, Cotham and her colleague could easily facilitate group learning.
Watch it in action here.
Graphic organizers in action – a Science class
It’s pretty clear that teaching with technology can significantly enhance your lesson plan, make it more engaging for students when they are part of contributing to the class outcomes.
Best of all, there’s a lot less work for the teacher which is a great time saver. Evidence of learning and understanding can be seen immediately and feedback could be given in real-time. Debunking myths and recognizing thinking was a lot easier without production blocks, students being scared to be called out or having to collect all the ideas individually.
## 3. Graphic organizers for collaborative, fast staff meetings
As part of their ‘Be The Change Project’, Winthrop school aims to integrate a range of sustainability initiatives as part of the school culture.
The challenge was to bring all the staff onto the same page – and to share their current practices, as well as propose new ones. The statement proposed was:
***How can we do that effectively so that everyone sees what is happening in the school, gain visibility into current projects and be inspired to create new ones?***
GroupMap was for the teachers to share what they were already doing, as well as brainstorm activities around sustainability initiatives, strategies and tactics for the school. This started from a simple list-making exercise that could then be easily grouped into themes.
Common ideas grouped into themes
Cotham then created a brainstorming chart. On the horizontal axis was Local, National and Global to represent the geographic scope. On the vertical axis was the foci of programs such from pure sustainability to a focus on ATSI indigenous Australians.
Grouped ideas and activities could then be positioned across the chart in order to see where the current focus of the staff’s time, energy and resources were going.
Once all the grouped results were positioned, it was easy to visualize current projects in the school. Workload is reduced by identifying projects that could be worked on collaboratively. Opportunities to integrate projects and reduce workload could then be identified.
One of the initiatives explored was the Gardening Project, which teaches students to grow and harvest their own fresh vegetables, fruits and herbs. This helps them understand the food cycle, through to building a sense of community pride as well as getting their hands dirty with nature. They then used this in their own cooking classes and recycle any waste products back to the garden.
A benefit was that all staff instantly see opportunities to collaborate, understand current programs that the school was involved in and then build a sense of school pride.
The outcome, however, was just one benefit. Bringing together a large team of teachers to share their practice is a challenging exercise, let alone getting them to work on the same page. Cotham states “ we are seeing wider school adoption simply because we can use it at our staff meetings as well as the classroom. People get excited to use it and it helps us communicate what is happening a lot easier.”
## 4. Graphic organizers for lesson planning
Teachers are well versed with the idea of the KWL template. It asks students to share ‘What they know’, ‘What they want to know’, and subsequently What they learned’.
Usually, this is done individually – student by student. This is great but just imagine the power of being able to share the collective wisdom of the group, pair up with research buddies and then reward learning by pointing out interesting facts and learnings.
In this example, Cotham asks students to first share what they already think they know about World War 1. Students are encouraged to “teach” each other based on what they already know. This is done semi-anonymously to avoid reticence.
This is a great way for the teacher to facilitate discussion and give feedback, debunk any myths and to reaffirm current knowledge.
Students share what they already know in a KWL template.
The next step asks them to add ideas about what they would like to learn or find out. This helps to build independent thinking and a sense of inquiry. Giving them more also means they are more engaged in their learning. After all, wouldn’t we all be more interested in something that we were curious about?
Cotham even went a step further to build reflective practice by having students look through the list and pick their top 3 areas of interest. Students could see what other kinds of questions people were asking. Paired research becomes possible because you can group students with common interests together.
Alternative to Kahoot or Socrative quiz formats
It’s heart-warming to see the scope and diversity of questioning that students can come up with when given the opportunity. It creates agency and engagement. Teachers can better focus their time and energy on things that interest the students. They can quickly assess current understanding by harvesting the wisdom of the crowd.
All of these examples show how students move beyond selecting (and sometimes guessing) fixed answers from multiple-choice questions with Apps like Kahoot or Socrative.
## Jenny Cotham’s tips for using GroupMap in the classroom
1. There are so many options to help save you so much time. GroupMap supports a wide range of activities from student work, and classroom ideas to general brainstorming.
2. Use the partially anonymous feature where you want to promote safety in the classroom. Ideas can be added by students without worrying about what their peers might say. But because you can see who said what and provide feedback to the relevant students.
3. There are different formats from lists to charts to mind maps. So it’s good to mix up the activities to have a variety of activities.
4. There’s definitely scope outside of the classroom. Perfect examples include staff input at Teacher Professional development days, PD workshops, and even board meetings.
5. The lock map feature is really handy to stop students from typing and modifying the map. It helps me get their attention back to the front of the class when I need to give instructions for the next steps.
You might also like [a critical thinking exercise graphic organizer](/blog/a-critical-thinking-exercise-graphic-organizer/) and [graphic organizers training at the AICT](/blog/graphic-organizers-aict/).
---
# Digital graphic organizers at futures thinking STEAM workshop activity
URL: https://www.groupmap.com/blog/graphic-organizers-steam-workshop-activity/
**Having to attend yet another Professional Development day can feel a little lackluster. That’s something Jonathan Nalder, Director of FutureWe.org and Digital Learning Coach at St Peters Lutheran College seeks to change. He runs STEAM workshops that challenge the status quo. From introducing the Future Literacies Framework to practical learning activities and using collaborative online graphic organizers for brainstorming, Jonathan has a deep-rooted belief that education needs to prepare students for the future.**
## Professional development day insights with FutureWe
We take an inside peek into a STEAM workshop presented by Jonathan and his Edunauts (As they called) at the [National Education Summit](https://future-u.us8.list-manage.com/track/click?u=d62e0473e7f869a49ab8dc782&id=0a3280a437&e=568b401673) where they explored the future of work. Attendees in the “Creativity” stream engaged with what might make jobs safe or doomed in the near future. GroupMap was used to engage the audience in collaborative brainstorming, discussion and reflection.
## Workshop scenario and objectives
The workshop goal was to help leaders implement teaching strategies to build student capacity to create their own job and be prepared for future vocations.
Jonathan says he needed “a flexible solution for quick collaboration and group responses that would deliver impactful results both in the classroom for young adults, as well as a viable solution to use at a professional development day future leaders.” “What we need,” he continues” is to allow participants to record their answers, but then discuss and further analyze while seeing other people’s ideas and being able to interact by voting.”
**This was the workshop scenario**
*“The date is now 2035.* *30-70% of the jobs have been impacted by robotics and AI. Apps write their own code. Universal Basic Income has replaced the need for ‘work’ to define our lives. Humans are an interplanetary species. Biotech is regularly implanted at birth.”*
## Capturing group discussions in STEM workshops
People were presented with the scenario and asked to write down what jobs they thought were either safe or at risk of obsolescence. As each person talked and shared, they would write down jobs under each category. But unlike sticky notes and butchers paper, the results could be seen immediately on everyone’s screens. This made it easier to have a lively discussion about what each job. Setting up simple online graphic organizers help your workshop attendees easily share their thoughts in real time in a structured and organized way.
What seems like a straightforward question actually triggers a few reality checks and deep discussions and debates. As Jonathan explains, “\[By\] having the ability to make the session collaboration and interactive …, I was able to bring a more democratic approach to solving problems in the workshop resulting in a quick and effective consensus.” exclaims Jonathon.
Workshop participants brainstorming with online, digital graphic organizer GroupMap
To round up the exercise and to both add to the collective consciousness, jobs were searched and compared against a public opinion database and poll (willrobotstakemyjob.com). This site was based on a report by Carl Benedikt Frey and Michael A. Osborne called “The Future of Employment: How susceptible are jobs to computerization?” where 702 detailed occupations were processed through a Gaussian process classifier to estimate how susceptible jobs are to computerization.
Jobs that were traditionally great starters for teenagers such as Shop Assistants, Baristas (96%) and even Uber Drivers were at risk. Meanwhile, jobs that required the ‘personal touch’ such as mental health workers, teachers, and writers or professional judgment and skill such as Vets, programmers and lawyers (4%) were considered to be safe.
It is hard to argue at this stage that AI could ever replace the more subtle aspects of creativity and human-centered profession but it’s clear that as citizens of the new world, it will be less about manual tasks and repetition and more about collaboration and creation.
Jonathan shared one defining feature that made all the difference for him while encouraging open collaboration was being able to customize his graphic organizers for his workshop activities.
> “Having the preset templates for easy setup, and being able to make the collaboration interactive with voting… meant we could tweak the map to our needs”, Jonathan explains “It’s fast become a standard tool for supporting live interaction and it has allowed this to happen in a speedy way that fits in with what we are trying to achieve – promoting future-ready literacies that help people thrive in a fully digital era.”
## The Future Literacies Framework
This process underpins the concept of FutureWe’s Be Future Ready Framework. It encourages activities and lessons that encourage students to explore, relate, design, deliver and share.
What stood out to us in the range of skill sets and tools that students need is the need to encourage students to have an open mind and a sense of agency. At the same time, they need to work in a team and understand the collective mindset. Their ability to think, expand their field of vision, give constructive feedback and collaborate and create with others is what would set them apart. Interestingly, these elements could arguably be what is missing in the robotics, artificial intelligence and other automation counterparts.
Jonathan has now used it at over 6 conferences and events in Australia, USA and Asia and also incorporated collaborative brainstorming into his teaching and leadership practice at his school. “The feedback from the audience has been incredible,” says Jonathan. But beyond workshops, Jonathan has also used it with staff resource planning and professional development at his own school.
“I have used GroupMap here at St Peters Lutheran College to gauge staff PD needs with a tiered survey.” explains Jonathan,” they could vote across three levels of support that they thought should be prioritized. We used the 50 responses to them guide our planning and resource allocation.” (Results blurred).
Setting up a GroupMap with audience voting.
We are super grateful to help support teachers managing the challenges of introducing STEM-based activities into their classroom through Jonathan’s workshops. We asked him for his tips for using GroupMap graphic organizers for brainstorming workshop activities.
### Jonathan’s tips for using GroupMap for your STEM workshop activities
- Ask questions that can’t be Google’d and provoke thought.
- Play and explore how customizable the templates are, and don’t be afraid to contact the GroupMap team for further help as they are super helpful.
- Having technology that doesn’t get in the way means you can now have live interactive discussions so allocate more time to that aspect.
- It’s easy to set up and test your activity beforehand so there’s no reason not to. In fact, I even tweeted it out before and after the workshop.
- Don’t forget the discussion and analysis of the ideas themselves. This is what builds collaboration and cross-pollination.
Want to see how Future-ready you are? [Take the Future-Ready Survey now](http://www.bit.ly/future_survey)
For more workshop inspiration, see how [youth leaders ran workshops with a difference in aged care](/case-studies/creating-workshops-with-a-difference-youth-leaders-in-aged-care/).
You might also like [graphic organizers at the TeachMeet SciTech event](/blog/graphic-organizers-at-teachmeet/) and [a lesson plan for more effective brainstorming](/blog/lesson-plan-more-effective-brainstorming-on-a-subject-matter-with-groupmap/).
Want to create graphic organizers for your workshop activity? [Get in touch.](mailto:info@groupmap.com) or [find out more.](/solutions/workshops/)
---
# IAF facilitator shares workshop and online facilitation techniques for effective brainstorming
URL: https://www.groupmap.com/blog/iaf-facilitator-shares-workshop-and-online-facilitation-techniques-for-effective-brainstorming/
One of the major goals of any workshop is effective brainstorming and the equal and free sharing of ideas. With Government Forums and workshops, transparency and being time efficient is also key. In this case study, we look at the facilitation techniques used by IAF Facilitator and Author Paul Nunesdea at a well reputed Government Health Forum.
## Event background
Since 2008, the Annual National Forum on Alcohol and Health (locally abbreviated as FNAS) sees members of both the government and non-government sectors workshop issues on alcohol and its impact on public health.
This forum is organized by the General Directorate for Intervention on Addictive Behaviors and Dependencies. (*Serviço de Intervenção nos Comportamentos Aditivos e nas Dependências* or [SICAD](https://www.gov.pt/entidades/servico-de-intervencao-nos-comportamentos-aditivos-e-nas-dependencias)).
(Photo source: [Architecting Collaboration](https://www.architectingcollaboration.com/))
In May 2019, SICAD invited Paulo Nunes de Abreu (aka Paul Nunesdea) to facilitate the forum’s opening session. We learned how he uses his facilitation leadership style, along with various GroupMap templates to achieve his workshop outcomes.
## Facilitator background
Paul is a certified IAF practitioner at [Col-Lab](https://www.architectingcollaboration.com/about-col-lab), Author of the book series “Architecting Collaboration”, PhD and proud father, manager and organizational psychologist. He obtained his PhD in Group Decision Making from the University of Lancaster. Paul started Col-Lab, the Iberian Summits of Healthcare Leaders in Spain and the Hospital of the Future Forum in Portugal.
He espouses the power and value of collaboration and teamwork. He devotes his research time into the principles, methods, and techniques that foster them. From the concepts of the facilitative leader to capitalizing on the efficacy of digital facilitation, Paul aims to develop the ideal fit between people and process to create change-making outcomes.
As Paul explains, “As an IAF (TM) Certified Professional Facilitator, I am aware that every meeting we design is a touchpoint for anyone to experience an engaging moment in their lives with a tangible purpose that you can measure.”
He specializes in digital tools for visual collaboration and group decision-making. Paul has designed interventions to optimize change and innovation in healthcare and education within regional and national governments. Since pioneering GroupVision in the 90’s, he has recently founded Col-Lab (Collaboration Laboratory), where he continues to work with managers, teachers, trainers and facilitators to achieve extraordinary results.
## Workshop objectives and goals
Paul was approached to do a keynote speech to motivate participants to engage in the overall theme.
A secondary objective was to help the various FNAS members engage with other participants in their own intervention programs.
“The Deputy Director of SICAD asked us to select a topic,” Paul explains. “ After an intensive brainstorming session using GroupMap, the theme that was chosen by the facilitation team was: ‘How can we make the commercial communication of alcoholic drinks evolve in the sphere of sport?’”
The challenge, as Paul elaborates “ was to have the members of the FNAS, (who) normally work independently, to start work collaboratively among each other. That is to say, to increase the level of collaboration among members; to jointly accomplish their commitments and where their sense of identity of being a member of the FNAS is reinforced.”
## The facilitation process used
Simplicity was key, as Paul states “We started with the concept that less is more”
“Using blank templates, we created five maps, one for each session in the Agenda. The first map was used in the opening session, meaning that the delegates had access to all subsequent maps throughout the day”
Paul continues, “In the opening session, we have followed the 1-2-4-all group dynamic to collect participant’s inputs about the question. These were grouped in 5 categories and then subject to vote for selecting the most important ones.”
“The ideas were categorized according to the different focal points of the forum: awareness and education, legislation, inspection, decoupling of alcohol from sport, and the evolution of ideas.
Gathering all the ideas and sub-topics would have been cumbersome and time-consuming. But according to Paul, the participants were able to discuss and collect all the ideas in just under 60 minutes. “
“(GroupMap) was a critical element. Not just during the session, but also afterward to produce the detailed session reports at the push of a button.” Paul describes, “We managed to collect ideas from a large group of more than 50 participants that would otherwise be cumbersome and totally impractical in a 60-minute session.”
(Photo source: [Facilitar Grupos on Facebook](https://www.facebook.com/pg/facilitargrupos/posts/))
## Workshop outputs and participant feedback
Paul shares the overwhelmingly positive reaction that he got from the participants after the session. “(They had a) huge smile on their faces saying, ‘I really enjoy this session’, or ‘I have never been in a meeting like this before’, ‘thank you’,” exclaims Paul. “It is a blessing to receive such comments as it makes us feel that our work as group facilitators is really impactful and makes a contribution to change people’s attitudes and outlook.“
(Photo source: [SICAD](https://www.gov.pt/entidades/servico-de-intervencao-nos-comportamentos-aditivos-e-nas-dependencias))
Paul uses digital facilitation tool to augment his practice and techniques to bring out the best of both the analog and digital world of workshop facilitation. As Paul states, “I never cease to be surprised by the ease of use of this platform. I believe it helps me to bring tangible value to the customers who hire me.”
## Further workshop tips and advice
We were curious to understand what tips and learnings Paul had from running the event. One of these was around reflection and closure when it came to digesting the information produced.
“In the debriefing session afterward, the facilitation team realized that we could have used GroupMap to collectively display results to the group and provide a better sense of closure. A simple way would be to invite the group to read out contributions made. They can then discuss how they felt their voice and comments are reflected in the results to ensure buy-in.”
Paul recommends facilitators familiarize themselves with GroupMap. He believes it is a valuable tool that can help in the flow and success of facilitation activities. As he states” Take the Swiss Army knife approach in choosing the right template to use. It’s like your Swiss Army knife when you go out into the woods. Same with GroupMap templates. Try out different templates to find out what works best for your facilitation activities.”
Thanks to Col-Lab, you can contact them to discover or find out more about the different templates they used for the workshops. You can inquire with [Col-Lab](https://www.architectingcollaboration.com/about-col-lab).
## Going beyond the face to face workshop
Another aspect that Paul finds useful with GroupMap is its remote accessibility. He recalls us about another experience where he had to conduct a workshop from a remote location. He was in Lisbon while the group was in Celfocus HQ in Oporto.
“I remember back in the 90s. I worked with LAN-based group decision support systems. It was so cumbersome to install the system and then have to train participants to use it. With GroupMap, it’s simple and there’s nothing to install. The facilitator can be remote,” he exclaims.
Paul was an expert speaker at the [Remote Future Summit,](https://web.archive.org/web/20200922112619/https://summit.remote-future.com/) the biggest virtual conference centered around the future of the remote workforce.
He ran an online workshop titled “What’s Facilitative Leadership and How Remote Work Immensely Benefits for it.” The session was centered around the concepts of the facilitative leader and how it requires a change to promote teamwork and group decision making.
Source: [Architecting Collaboration](https://www.architectingcollaboration.com/)
“The online participants completed a *Survival On The Moon* activity.” Paul explains,” A moon landing chart with 15 items is given to participants to rank in order of what they think is most important. They do this individually first. GroupMap instantly shows the overall group perspective. They can then debate and discuss to decide on an overall group ranking.”
“The challenge is not only to stay alive but to listen to every member of the team! Each person talks about their own view and the overall team view. This fosters communication and decision-making skills.” concludes Paul. “We could then debrief the results in real-time to illustrate the outcomes.”
## Looking for an event or digital workshop facilitator?
Looking for a better way to facilitate workshops and meetings? Paul can be contacted via Col-Lab [website](https://www.architectingcollaboration.com/contact) or by [e-mail](mailto:nunesdea@me.com) to answer any questions or to elaborate on how he facilitates workshop outcomes.
---
# Facilitation tools and techniques for critical thinking at a teacher's PD workshop.
URL: https://www.groupmap.com/blog/facilitation-tools-and-techniques-for-critical-thinking-at-a-teachers-pd-workshop/
## Case background
Organizing workshops and brainstorming sessions can be a daunting task. If engagement levels are not high, people start to get bored. The fast-paced audience of the 21st Century demands real-time sharing of ideas to get more meaningful discussions.
This case study shows how GroupMap was used by Teach for Australia (TFA) to facilitate a week-long professional development program for 80 associates and 3 workshop facilitators with multiple concurrent sessions and a range of group brainstorming, discussion and idea-sharing activities. These events are designed to cultivate learning and the acquisition of new skills, tools, and knowledge that empower associates to become more effective teachers and community leaders.
[Teach for Australia](https://www.teachforaustralia.org/) is an innovative non-profit organization that aims to address the dilemma of educational disadvantage in Australia by providing all children, regardless of their background, with quality educational opportunities.
They offer extensive programming and resources to both train and give support to up-and-coming teachers and leaders. These activities blend academic practice, with on-site mentoring, practical learning, and leadership development.
Using GroupMap’s highly customizable tools, TFA was able to easily assist with fulfilling a wide array of tasks from scheduling of activities, generating discussion over key topics, uploading and sharing of resources, to a voting system to determine the best pitch. GroupMap addresses these demands to ensure everybody can participate without fear or worry.
## Workshop and event goals
After speaking with TFA facilitators, three main goals were identified:
1. Provide trainers with a better way to facilitate idea sharing sessions using a range of different teaching strategies.
2. Create an easy way for all of the 80 participants and facilitators to share and access teaching resources.
3. Use a digital platform that encourages critical, creative and collaborative thinking.
## Creating a student-focused, collaborative experience
With GroupMap, TFA was able to enhance their workshop using unique tools that provided real-time feedback and allowed better engagement. Here’s how they did it!
### 1. An easy schedule to plan workshop activities
With GroupMap’s intuitive interface, the organizers at TFA found an easy way to plan the workshop sessions and activities, as well as share the learning materials for each session. According to Adelheid Stelter, Teaching and Leadership Adviser at TFA:
*The first map we created was a schedule, outlining daily sessions… Under the individual session tabs, we then uploaded any resources needed, e.g., pre-reading articles, handouts, PowerPoint presentations or links to relevant web pages. This calendar could be accessed by all participants… \[and\] was also very useful to participants for catch-up purposes…*
The participants, on the other hand, found it easier to access the resources they needed including links to websites, videos, Boxx, Youtube and other resources.
### 2. Customized workshop templates for break out activities.
TFA facilitators wanted to create a broad range of activities, such as analyzing journal articles, considering the pros and cons of assessment strategies and brainstorming and exploring alternatives and choices for classroom management case studies.
For each of these sessions, they were able to choose an appropriate map from GroupMap’s extensive template library and then customize it to fit the activity.
As Stelter points out, “*Each session facilitator employed a suitable map for their activities, be it a SWOT analysis of teaching resources or strategies, a brainstorm, a connect-extend-challenge reflection or a check for understanding activity such as claim, explain, question.”*
Each template also had organized headings so people knew what was needed, could their thoughts more easily, and thus add their ideas in a more orderly fashion. These maps were run across several concurrent sessions to capture activity which could later be compared and shared in a large group setting.
Unlike post-it notes and butcher’s papers which could only be seen by a small handful of people, the fact that ideas were instantly collected and shared to everyone’s screens allowed everyone to see and learn from each other. This helped to both encourage greater participation and interest. Not to mention it also saved loads of time since someone did not have to retype all the handwritten notes.
One interesting session significantly enhanced by GroupMap’s platform was the “pitch night”. To encourage innovation in the classroom, the activity called on teachers to pitch their ideas for educational advancement to their peers. The winning presenters then received a cash prize to help bring those ideas to life.
Their peers in the audience were able to listen to the pitch and share comments and feedback via their mobiles. At the end of the round of pitches, they could then vote for their favorite top 3 ideas. The results were tallied in real-time to determine the winner while the other presenters received valuable feedback and support on their ideas.
### 3. Collaborative resource sharing.
Another big benefit TFA found when using GroupMap for their professional development workshop was that it allowed them to create a space for everyone to add and share teaching resources across subject areas and year levels.
Participants were able to break out into their discipline areas and share their ideas for particular subjects.
In the end, the associates had built up a resource library of subject resources that made it easier to plan their upcoming semester. This meant that each associate saved a tremendous amount of time and stress in terms of planning and gathering resources to help them plan for the term ahead.
## Extending the benefits
For the facilitators, the data was also particularly helpful for after-workshop reviews. *“As facilitators, we downloaded reports and could see how many ideas each participant contributed and what those ideas were. GroupMap is a most valuable tool for assessment…”,* states Stelter. Being able to monitor and record participation levels allowed them to implement strategies to improve future engagement among participants.
The benefits of using GroupMap are still seen even after the workshop ended. According to Stelter , TFA now has a resource depository where all the participants can continue to share and discuss ideas, strategies, resources and support beyond the seven-day training: “*Following the Intensive, participants continue to share and draw ideas from this page. \[This is\] an excellent way of fostering a sharing teacher community spirit.”*
Using GroupMap also allowed both facilitators and participants to experience firsthand the platform’s powerful teaching tools and applications, such as the virtual whiteboard and brainstorming tool, many of which can be used to enhance education in the classroom. “*GroupMap… has wide applications across all aspects of teacher education as well as in-school and classroom practice. GroupMap fills a definite gap in teaching and learning practice as a partner in students’ cognitive development,” concludes Stelter.*
**Want to Learn More?**
Our award-winning online collaborative brainstorming and group decision-making platform are designed to help people *think better together*. Use GroupMap for your next meeting, workshop or event. With our unique tools, customizable maps, easy-to-use recording and reporting, you can be sure that you and your team succeed in achieving your event outcomes.
Start your [14-day free trial](https://login.groupmap.com/new?cc=www-blog) today, or [contact us](/contact-us/) with any questions.
.
---
# Strategy and time-saving tips for your next continuous improvement meeting.
URL: https://www.groupmap.com/blog/strategy-and-time-saving-tips-for-your-next-continuous-improvement-meeting/
Having a Continuous Improvement Process mindset is essential in the Fourth Industrial Revolution. One has to be intuitive enough to deal with the intricacies of systems, people, policies and processes whilst still driving change, collaboration and innovation across functions.
As Continuous Improvement Manager for a Food Manufacturing company or almost 8 years, “Patti” helps teams kick start projects in the right direction, run deep dives into project scope and unpacks the complex business landscape from production to waste management using a range of facilitated activities as part of her team meetings.
With specializations in Lean Manufacturing, Operations, Supply Chain Optimization, Coaching, Goods Manufacturing Practice, and Team Building, she uses Six Sigma and continuous improvement methods to provide measurable and sustainable improvements across behavioral, systems, process and regulatory processes.
We reached out to Patti to understand more about how she used GroupMap and to get ideas about what was and was not working for her. With her permission, we’ve been able to share extracts of that interview below.
***What kind of team-based activities and meetings do you run?***
I run project startup and kick-off meetings to help make sure that people are aligned and working on the right solution from the very beginning. This includes defining objectives and deliverables for projects and helping them clearly define them.
Examples of this process include Stakeholder Maps, Risk Maps and tactical shutdown protocols. From a strategic planning process, we might use SWOT Analysis as well as group ratings of strategies for decision making.
In terms of reflective practice, this includes the 4L’s, starfish retrospectives and MoSCoW (Must, Should, Could, Won’t) to name a few. We would take our teams through a process to share what they have learned from our projects and decide on what we needed to start doing, stop doing, keep doing as well as what we needed to do more or less of.
At the last meeting, for example, we had 22 people in a team, who come up with 74 action items based on what we had shared from our initial learning and brainstorming event.
In terms of more ad hoc event, we would use the Impact Effort Matrix to help prioritize our different strategies or projects or develop a continuous improvement plan based on cycle periods. This is a really great way to help teams see the larger picture and to help plan and prioritize our activities overall as well as making sure people across areas are aligned.
**What are some of the practices you use as a CI (*****Continuous Improvement*****) Manager?**
As a CI Manager, one of my key roles is to clearly define problem statements by understanding the scope of the project. For example, when a vision or goal starts to form, I lead them by breaking down the project into what it IS and what it IS NOT. It sounds simple enough but it can lead to some great discussion so it is a great way to manage project scope and to help the team better crystalize and visualize it.
When troubleshooting, I like using a mind map with a root cause that branches out with 5 WHYs to allow people to find root causes of issues and to be able to see the flow-on impacts. The flexibility of being able to add multiple root causes and then have as many WHYs as needed enables every team member to really understand the problem. You identify the original concern and then you can start to deep dive as far as needed to get to the root cause, without being limited or confirming specifically to 5.
For prioritizing ideas, I use Rate by Impact vs Implementation matrix with the team to help prioritize which activities we should focus on, the sequence and how we need to allocate our time and resources.
The means that we would take the action items that were seen to have the highest positive impact on the project with the least barriers to implement as our low hanging fruit and put those into action first. We could then do deep-dive discussions over the remaining items as well as filter out the items that would have the least positive impact and would be the hardest to implement.
**What are some of your “Go-to” questions when talking to your team?**
I would say that my top 5 would generally be questions like…
- What are our main objectives and deliverables?
- What are things that are a must-have versus nice to have?
- Who are we doing this for?
- What does success look like for us?
- How do we do this and how much should we do?
In terms of how we run sessions, we might start with a little ice breaker as a meet and greet and to get the team started with the session. We then decide on key objectives based on what has been given to us by our Principals and flesh out the expected deliverables required. This helps us determine the scope of the activities.
Following this, we are able to break down requirements for certain key requirements to reduce risk and remove uncertainty as well as looking for any constraints that might impede on our program.
Finally, we go through an exercise looking at the interrelations between processes or other projects that would otherwise impact the time, budget or quality of the project.
**What have been some of your experience using GroupMap with your team so far?**
Having facilitated a range of activities for the past 20 years, I was shocked when I realized I was still using the same old process. Sticky notes and markers can only go so far and using online meeting facilitation tools like GroupMap has made my facilitation process easier and quicker. One of the attendees at my workshop came up and said he was so happy because on the plane ride home he would actually get to watch a movie because the work had been done and he didn’t have to re-write notes and ideas from photographs of post-it notes.
There has been a BIG increase in participation of members and ideas produced. At the end of each event, we generate PDFs and excel files for each group map and then share them with the project owners for easier review of their brainstorming activity. It feels like we may be getting 25% more ideas when using GroupMap compared to traditional brainstorming methods.
My colleagues are super positive too. One said, my team and I are absolutely loving this tool! Today I put together some new templates based on some problem-solving models including a 5 Why MindMap and a Cause and Effect Diagram. We are piloting the use of GroupMap to help our root cause analysis structure.“
Another said, “GroupMap has added an incredible amount of value to our manufacturing facility. I am looking forward to finding even more ways to incorporate it in our processes.”
**What would be your top 3 tips as a to other users of GroupMap?**
1. Create as many templates as possible to save time!
2. Import ideas from map to map and arrange them differently to generate a new conversation. Don’t waste time retyping the same information over and over.
3. Push your creativity, look at what processes you can bring into GroupMap to make the process of problem-solving or continuous improvement more effective. It is a HUGE time saver.
This article has been anonymized at the client’s request. All practices, outcomes and feedback was shared through a series of interviews, emails and meeting evaluations.
**Get Started Now**
Ready to use some continuous improvement strategies with your team? **Try GroupMap for your next meeting or workshop.** . Log in, [Start a 14 day free trial](https://login.groupmap.com/new?cc=www-blog) or [contact us](/contact-us/) for more information.
---
# Online brainstorming tools for engaging workshops — talk versus tech.
URL: https://www.groupmap.com/blog/using-technology-at-meetings-and-workshops/
## Technology versus talk- the right balance for effective brainstorming meetings
Is using technology in group activities a conversation killer or can it improve the quality and speed of exchange? Online workshop and business planning tools that allow social collaboration in the workplace remove manual collation but does that now mean we have to operate in a cone of silence? Using sticky notes may be simple and “fun”, but are highly inefficient and manual.
We sometimes hear that a workshop that is full of noise and energy with, it’s of people talking and sharing ideas is fantastic. “This is working so well. Everybody is talking! This is great!” Of course, the extroverts love it… it’s their chance to pulpit their views and declare their thoughts. [Yet this type of behavior can be detrimental to the whole process](/blog/meeting-facilitation-tools-give-quiet-team-members-voice/ "Extroverts in the workshop"). Meanwhile, the more thoughtful and observational introverts, the technicians, and the thinkers are given the task of being scribe.
Bringing in technology is often seen as a danger. “We can’t do that…nobody will talk. Nobody will learn and nobody will get a chance to voice their opinions.” These statements suggest that the art of silence, contemplation, and reflection is a non-productive exercise. Say that to nearly [40% of the population](https://www.forbes.com/2009/11/30/introverts-good-leaders-leadership-managing-personality.html#1619553d5f6a "Introverts in business") (including business) who are introverts and world leaders like Gandhi, Churchill, and Bill Gates who proclaim their need for solitude. The creative process is often nook based, bean bagged, and chin tapping (as opposed to chin-wagging). In fact, they let their fingers do the talking.
We are often inspired by others externally but learn and reflect internally. Of course, sitting together in complete silence seems just as unnatural. Many of us lie somewhere within this spectrum and draw our inspiration from both what’s around us and what’s inside us.
> **” Creating a successful workshop is a balanced mix of chatter and capture.**
>
> **So what’s the right mix?”**
[GroupMap](/) has been used in collaborative meetings ranging from [workforce issues](/case-studies/innovative-audience-response-system-used-to-address-issues-of-future-employment/ "Innovative audience response system used to address future employment"), [improving education](/case-studies/big-brains-for-science-how-to-get-a-group-to-work-together/ "Big Brains for Science"), [innovation in government](/case-studies/how-to-get-150-people-solving-a-wicked-problem-using-innovative-audience-response-system/ "GroupMap innovation in Government"), and delivering better business outcomes. Here are 3-time box formats that we have seen work well based on the challenge you face.
**The challenge**: Complex problems, no right answers
**Example question**: What’s the world coming to?
**The format**: Great keynote, lots of pre-reading and preparation, individual lightning speeches, debating and open floor discussion, small group sharing, and capturing of ideas and concerns.
**How can technology help**: Capture diversity of opinions, look for common issues or concerns. It removes the ego and provides an open and low-risk environment for people to put in their views which creates great fodder for planning and considering perspectives.
***Chatter: 50%***
***Capture: 50%***
**The challenge**: Common problems, lots of “right” answers
**Example**: What should we focus on in the next 12 months?
**The format**: Open forum workshops, short keynote, creativity-based activities, small group idea generation, showcasing results, group prioritization based on audience generated responses.
**How can technology help**: Fast capturing of issues, peer stimulated idea sharing, group filtering, and consensual decision making.
***Chatter: 70%***
***Capture: 30%***
**
The challenge**: Common problems, a few “right” answers
**Examples**: Who are our stakeholders in this project?
**The format**: Focus is on whole group inquiry and confirmation, getting buy-in and action. Brainstorm execution strategies and have small groups discuss and capture potential barriers and solutions.
**How can technology help**: Used to quickly capture the current landscape and then prioritize key action points based on agreed strategies.
***Chatter: 30%***
***Capture :70%***
Do you agree with this mix? What’s your experience and how has technology helped you facilitate better group activities?
Group facilitation technology was never designed to takeover conversation, and it should never be the focal point. It’s part of the reason why we say we are creating conversation maps! If anything it helps to draw the conversation in and focus it on key issues. Once the initial novelty of technology settles, the focus should always be on what the group produces online brainstorming tools or group response tools.
---
# Innovative group response system used as scenario planning software to explore the future of Australia's health
URL: https://www.groupmap.com/blog/groupmap-and-your-health-in-the-future/
**Curtin Research Group uses innovative group response system and scenario planning software to explore the future of Health in Australia**
What is the future of Health in Australia in 2022?
To answer this question, Professor Dawn Foreman and her fellow co-facilitators led a national cohort of health professionals in a scenario planning workshop, commissioned through the Department of Health. Their goal was to introduce brainstorming techniques and scenario planning tools for groups to identify group generated responses as to which factors would impact the Health of Australian citizens in 2022 and its impact on Interprofessional practice and education. (IPP and IPE).
Electronic brainstorming through GroupMap technology was used to facilitate group ideation around the question what would be the key influences on health in 20 years time. Getting everyone’s contribution and perspectives from key stakeholders across the sector was vital to ensure that the participants were engaged and owned the process, and to build consensus within the group.
Team electronic brainstorming was done through iPads. Ideas were instantly shared, consolidated, merged and shown to everyone to allow more time for discussion. GroupMap provided a means for electronic brainstorming on ipads which facilitated collaboration within the group quickly and easily. Team facilitators could see what the individual teams thought and contrast this against the consensus within the room. By making sure that the group was generating, plotting and consolidating the ideas helped to ensure that this workshop belonged to them. GroupMap was also selected for its innovative and novel approach to ensure that the group was exposed to new technology.
90 participants used GroupMap to generate over 136 ideas using a mind mapping format which were then culled back into the top 6. These top 6 were then taken into a 2D (XY) axis chart and plotted against the level of uncertainty and the level of importance. The influences that were the most uncertain and most important could then be used to create the framework for scenarios in the future.
We created our own scenario for you to explore. What would be your ideas for an ideal future in health care? [Add your ideas.](https://join.groupmap.com/542-761-238)
Great result for CHIRI, but also for the participants with two thirds saying they could use GroupMap in their own organizations. It was great to see the health professionals moving towards collaborative technology and practice. The results of the workshop were then published and reported back to the Department of Health for further policy planning.
Professor Dawn Foreman currently works with Leadership Foundation for Higher Education (LFHE) and is planning to use GroupMap as a scenario planning and online brainstorming tool in future scenario planning workshops.
Here are some of our tips on how to use GroupMap for effective group brainstorming:
- **GroupMap is an online and live group brainstorming tool** – Ditch the powerpoints as instructions on the day and use a training / play map to get people into the mood and to break the ice.
- **Make it Visible** – Keeping the GroupMap up on a big screen in the room let’s everyone get a sense of “where everyone is at” and what they are thinking and how it’s changing over time.
- **Pull the group back together** – go through the groupmap to elicit discussion and further debate. (You can lock the map if you want to pause changes)
- **Reiterate, reiterate** – Don’t be scared of giving the group another go. After discussion, it’s interesting to see how people and teams change (or don’t change) their minds. No manual collation means you have more time to make revisions on the go
- **Ask teams to compare their maps against the group** – ask them why they agreed with certain ideas and also why they might have disagreed.
- **Explore the “gray” zone** – A great feature of GroupMap is that it shows those ideas where there is contention between the group. This might appear as ideas which had equal Yes and No votes or where they are all plotted together tightly in a cluster on a 2D chart. This is a great area for stimulating discussion.
We hope you find these ideas for better group brainstorming useful when planning your next session.
---
# How meeting professionals engage their audience — workshop ideas.
URL: https://www.groupmap.com/blog/digital-facilitation-tools/
<p class="lead">Using a digital facilitation tool can take your event from a drab, random hodgepodge of conversations that nobody remembers to an interactive, engaging real-time experience. See how this group of meeting organizers did it.</p>
GEVMExchange, hosted by GlobalSignIn at the American Club, Singapore hosted over 100 meeting professionals and event leaders who came together to share the latest trends and to highlight some of the key issues facing event planners. Speakers and topics included:
- Ben Glynn from Emarsys and Andy Choi from Whispir talking about marketing automation and the need for personalization of messaging.
- SiddarthDAs sharing an inspiring story about Earth Hour and how a small team executes on events being run globally.
- Raven Chai from UX Consulting talking about human-centric event design and principles of design.
- Ken Hickson from SESA sharing updates on ISO standards and sustainability tips.
- Rachel Siah from BRCKTS with her learnings of venturing into social media.
## Capturing key themes through opportunities, challenges and ideas
As part of the conference, GroupMap captured what people thought were future opportunities, challenges and ideas. Based on what was being discussed and shared that day, the wider group could then prioritize the top issues for further discussion.
Next, delegates were given the opportunity to brainstorm and add ideas throughout the day on their mobile, tablet or laptop. The final session was an interactive breakout session for small group discussion. This was a great way to make the workshop more interactive and to make sure that topics were driven by consensus.
## Using dot voting to generate group consensus
To do this, delegates were asked to digitally dot vote on the top 5 themes that they are most interested in.
Event organizers could see the audience votes in real-time and displayed this on the screen, with one of them commenting “this is like the stock exchange” as topics that were popular floated to the top and were displayed larger.
Using GroupMap as a digital facilitation tool meant the results were collated in real time and were a visual representation of what the audience most wanted in the room.
## Guest speakers were then invited to facilitate the discussion on the 4 topics in groups.
1. Social media use cases and examples of viral videos and content for meetings.
2. Automation, marketing, and outreach tools.
3. Use of event technology and sustainability concepts in event planning.
4. Audience engagement.
## Taking brainstorming online and to the edge.
Going one step further, a map was created to ask people to take brainstorming to the edge using the concept of Edgestorming – from the book Disciplined Dreaming. This thinking style is used by Cirque du Soleil to create memorable events that are buzz-worthy and create word of mouth. The goal is to take creativity all the way to the “edge”, rather than simply sticking to the status quo.
The question was what you could do to make your event outrageously…
- Big
- Small
- Loud
- Soft
- Expensive
- Cheap
- Strong
- Fast
GroupMap was the online brainstorming and group response tool used to gather audience insights and voting for key topics at the conference for event and meeting professionals.
For more, see [5 activities for creating engaging workshops with impact](/blog/5-activities-for-creating-engaging-workshops-with-impact/) and [using technology at meetings and workshops](/blog/using-technology-at-meetings-and-workshops/).
Ideas ranged from organizing a surprise flash mob to lightning talks to an event harpist! Check out the GroupMap results below. Veelmal Gungadin, CEO of GlobalSignIn said…..
---
# Is group brainstorming really a complete waste of time?
URL: https://www.groupmap.com/blog/is-group-brainstorming-really-a-complete-waste-of-time/
**Imagine this.** You are that meeting which just seems to go on forever. People have been talking but there is no sign of a decision being made in the near future. The quiet team members have been watching the more outspoken, and at the end of it all, the manager says that should put a few things down and reconvene. As you leave, you think “That was a bloody waste of time!” Sounds familiar? You are not alone. While brainstorming remains a key part of meetings, traditional methods are fraught with dysfunction. It’s no wonder that the average office worker spends [61% of their meeting time](http://www.smh.com.au/it-pro/business-it/workers-spend-61-per-cent-of-their-day-lost-in-email-and-information-20120730-23957.html) writing emails or searching for information.
**The costs of a bad meeting** With 1/3 of the 11 million meetings held every day considered unproductive by American Workers (Romano & Nunamaker), of which 5% are specifically related to brainstorming online or face to face, that equates to a staggering $1.154Bn in meeting costs. Closer to home, each meeting you hold is a factor of each person’s salary multiplied by the amount of time spent. Every time you have to “meet again” this simply doubles the cost. While electronic meeting tools and online brainstorming software exist, some still revert to manual processes like sticky notes and butchers’ paper in an attempt to create engagement. Beyond just the material costs and manual work, the time lag and the context shift form part of the hidden costs of ineffective meetings.
**The good and bad of group brainstorms** Alex Osborn touted that group brainstorming produces 50% more results than individual brainstorming, grounding them in the following principles.
- Initially, no judgment or criticism is allowed
- Go first for quantity of ideas
- Prioritize the most unusual or original
- Combine and refine ideas
However, since the 1950s additional research has demonstrated that the effects of groupthink, [reticence](/blog/meeting-facilitation-tools-give-quiet-team-members-voice/), dominance, anchoring and just the basic lack of focus impede on the effectiveness of group brainstorming. Chamorro-Premuzic, in his article “Why Group Brainstorming is a Waste of Time”, adds the issues of social loafing, social anxiety, [regression to the mean](https://hbr.org/2015/03/why-group-brainstorming-is-a-waste-of-time) and production blocking. Despite this, he states the benefit distributed expertise and improving buy-in and subsequent implementation by everyone in the team due to its democratic style. Finally, one of the key issues is the lack of decision making – or where the decision is not well evidenced or hidden in some minute resolution. Given this, we need to add to the best way to brainstorm list.
**The potential of online collaboration brainstorming software** Susan Cain, the author of “Quiet: The Power of Introverts in a World That Can’t Stop Talking” wrote in the [New York Times](http://www.nytimes.com/2012/01/15/opinion/sunday/the-rise-of-the-new-groupthink.html?_r=1) that: “The only exception to group brainstorming’s’ dismal record is electronic brainstorming, where large groups outperform individuals; and the larger the group the better. The protection of the screen mitigates many problems with group work. It’s a place where we can be alone together – and this is precisely what gives it power.” Online brainstorming can be a way to set the scene, measure engagement, democratize decision making, and allow everyone to contribute equally with results published in real-time. These tools can be integrated into online meeting tools or video conferences to create even better outcomes.
Tips for a great team brainstorming meeting here’s a quick mental checklist for a productive, effective team meeting – ready?We are clear about the objectives and goals.We have invited the right people to solve the problem.We have a basic structure to follow through.We have the logistics (tech, food, room etc) organized.We know how the meeting will be facilitated.There are relevant decision points during our meeting.We have a follow-up point after the meeting.
For those using GroupMap for real-time collaborative online brainstorming, check out our infographic below on getting the best out of your sessions. Want more ideas to make your next meeting fun, quirky or creative? Join in and contribute to this GroupMap below or check out our infographic.
---
# A critical thinking exercise — which would you rather battle?
URL: https://www.groupmap.com/blog/a-critical-thinking-exercise-graphic-organizer/
See how this simple exercise had over 100 people brainstorming and voting on the best arguments. Industry professionals meet VET teachers to bring currency to the curriculum.
## Ask yourself this. Which would you rather battle?
## 1 horse-sized duck or 100 duck-sized horses?
This was the question posed to attendees of the Industry Currency day where over 110 VET teachers were asked to share and debate their views using GroupMap as their audience response system. This professional development session was focused on ways to improve critical thinking skills – a key learning outcome for 21st-century learning in any curriculum.
Each person was asked to pick a side initially. Working in small groups, they then added arguments to be shared more widely as part of the collaborative learning exercise. Here are some of the ideas they came up with.
With the opposing views captured, this became the perfect fodder for a healthy debate. But we wanted to take it one step further to work out which arguments were the strongest.
## Use of voting techniques to identify logical fallacies
Using the concepts of [logical fallacies](https://yourlogicalfallacyis.com/) (flaws in logic) and the simple like/dislike buttons, people voted up the arguments that they felt best made their case. The best and strongest arguments would then float to the top and the results shown. The goal was to focus on the strongest arguments put forward by the each side.
Running through the ideas allowed people to comment and to support and challenge what was being said by their peers. This form of collective learning certainly isn’t something you could do with simple polling.
The group discussed the arguments presented and considered the impact this had on their position on the matter. Whilst a hypothetical discussion, it highlights the importance of forming a good argument free from logical flaws.
Hosted by Training Council (FAPSTC) and held at Curtin University, the Industry engagement forum provided a technology driver environment for the VET sector to interact with speakers and industry representatives. More than 40% of year 12 students undertaking a VET qualification in 2014. The event was an outstanding success.
“Alison Sweet, event organizer from FAPSTAC said: “Teachers can gain insights to help them take industry intelligence and embed it into their classrooms, creating relevant, authentic and innovative environments.”
Part of the session also included an interactive industry Q&A powered by GroupMap. “We wanted to lead by example, “ said Sweet, “and make the most of collaboration tools like GroupMap. It allows audience members to ask questions to presenters as they have them, engaging those that might not be comfortable asking questions in a large group forum. The workshop organizers could see any unanswered questions posed by the group on GroupMap and could respond to them. Teachers could see group brainstorming technology in practice making it easier to implement strategies to engage students in the classroom.”
Additional sessions included test running a new social media platform called FauxBook, insights into careers in business, finance, and technology from Microsoft and BankWest, and industry updates from a panel of industry speakers.
## Ready to try your own critical thinking exercises?
Here are 5 tips to consider to help students become independent learners.
1. **Set examples that do not have a straightforward answer.**These are your non-Google”able” items that challenge the student ability to examine perceptions, inferences and conclusions. “Which is better? Oranges or bananas?
2. **Start and end with “Why”.**This is a clear sign that people are engaging in thinking. A simple technique is to ask Why 5 times so you really drill down into the basic logic.
3. **Aren’t questions great?**Learning stops at an answer and thinking starts with a question. A Socratic style and deliberate questioning with the group will get those neurons firing.
4. **Engage in visual thinking.**In this blog example, we used a 2 column list just to represent opposing views. Additional options such as Plus, Minus Interesting, six thinking styles, or a collaborative mind map provide different thinking activities. The use of space with graphic organizers helps to organize thoughts and to make it easier to see what the thinking is in the room.
5. **Give them time to think.**Want to avoid that awkward silence when you ask a large group a question? Critical thinking exercises require a little introspection and processing time. Give people a chance to brainstorm individually first (yes, this is a feature in GroupMap). They can then share more broadly and with confidence with the wider group.
If you would like to watch a quick critical thinking exercise in action, please watch the below video.
---
# Graphic organizers training at the AICT
URL: https://www.groupmap.com/blog/graphic-organizers-aict/
Held at the AICT in the Central Business District, this Industry currency and vocational competency day were aimed at teachers delivering courses in Applied Information Technology, Business Management, and Computer Science. Kristen Reddin, Founder of Devise PD, aimed to engage participants in a range of new technologies aimed to improve classroom delivery.
The [Australian Institute of Commerce and Technology](https://web.archive.org/web/20230301102537/http://www.aict.wa.edu.au/) had facilities similar to modern schools with teachers being able to see how a good setup can directly impact the learning experience. Sessions included live streams from the States included young entrepreneurs who had developed their own apps through to TedX talks about the shifting culture of technology.
In this session, ICT teachers were introduced to a range of graphic organizers which they could use to customize the delivery of their lesson plans to improve student engagement and the learning experience. Our goal was to arm them with the ability to create more engaging experiences in the classroom and to boost student’s critical and visual thinking.
## What they know… what they want to know
Using a KWL graphic organizer, we asked teachers what they already knew in terms of coding and to get a sense of their current ICT experience and knowledge. This was a quick 3-minute exercise followed by a quick review. Next, we spent a bit more time thinking about what they wanted to know. This would then inform the next presenters and let them focus their session for the audience.
Here’s a snippet of what they said.
This was a fast and effective way of getting a quick “glimpse” into the current skills set of the room. They then dot voted (dotmocracy) to quickly identify the top things they wanted to learn from the rest of the day. This information was then shared with the presenter for the next section of the workshop.
## Question and answer graphic organizer
After this session, the teachers then went on to learn more about app development. Here’s what they did.
*“Later in the day, we used GroupMap in 2 of the following sessions and it worked really well. I set Simon who was presenting through Google Hangouts, with access to a map. As he presented, people wrote questions which he then read out and answered. It was 1000% superior to a basic webinar.” Kristen Reddin – Founder, Devise PD.*
This process lets the people in one room engage with the presenter in another part of the world, all in real-time. Each person asked questions which were suggested to others. If someone else had the same question, they would be able to add it to their own list. The result was a prioritized list of questions, with the most common at the top.
This was a really simple graphic organizer that simply allowed people to create their own lists which then combined into a single list. The bonus, of course, was that with fast session times, more questions could be answered for more people could comment on answers provided.
## Session evaluation
This session was later evaluated by the organizer, which they were kind enough to share with us here. We were completely pleased that they found the session valuable.
## Impact on learning.
Of course, the purpose of this training is to encourage more effective engagement in the classroom and to allow students to be fully involved in the process. Being able to customize the map to the lesson plan lets people sort and categorize ideas, as well as using the group’s own feedback to collectively rank and decide on the key points. It’s a great way to get them actively learning in the classroom. See this [blog post](/blog/graphic-organizers-future-jobs/) here about how graphic organizers were used to explore careers with 200 students.
The next Teacher PD session on graphic organizers in a workshop entitled “Improving Critical Thinking and Decision Making” will be held at Curtin University for the Financial, Administrative and Professional Services Training Council. Tickets have already been fully sold out but if you are interested in further training – please [contact us](mailto:info@groupmap.com). You can also download additional [free lesson plans with a range of graphic organizers](/templates/kwhlaq/).
---
# Meeting facilitation tools to give quiet team members a voice
URL: https://www.groupmap.com/blog/meeting-facilitation-tools-give-quiet-team-members-voice/
When it comes to effective team decision making and group brainstorming, it seems to be hindered by those who shout the loudest that get the most attention, even in the digital space. As an extrovert, my (wrong) approach has always been that introverts are just broken extroverts. They need to learn to speak up, think faster and just learn how to fit in with the way we get our teams to brainstorm and generate ideas.
Susan Cain’s book “Quiet” highlights that Western culture misunderstands and undervalues the traits and capabilities of introverts. While extroverts recharge around other people and process their thoughts out loud introverts generally recharge on their own and process thoughts internally, sharing only when they have reached conclusions. Blend this into the traditional ways team generate ideas, brainstorm and make decisions, means that team decision making is skewed to those who speak the most, the loudest or the last.
This was really evident in one of the companies I led where in our management meetings, we would make decisions and regularly the day after the same team member would come back with an email expressing why they didn’t agree or had a different perspective. It was frustrating not just because they clearly weren’t behind the decision, but because they often had very valuable reasons that would have really helped the decision-making process – had they just given that input the day before when we were making the decision.
From Cain’s perspective, the team member in question was an introvert who processed his thoughts differently to the other members of the team. What we needed to do was find a different way to get his contribution into our brainstorming sessions. As Cain says “There’s zero correlation between being the best talker and having the best ideas.”
> “Introverts are not broken extroverts”
Quiet, shy, introverted people are some of the best thinkers we have in our organizations and we need to find ways to help get their input. GroupMap is one of the meeting facilitation tools that helped me with this. The facilitation process can be customized to our needs – but most importantly it gave each individual their own thinking space – which can then be combined to reveal the group perspective in real time. As an online tool – it also means – people can be given time before the group session to add what they are thinking so it can be captured in that quiet place – rather than only by speaking up in a group meeting.
The bite is this. 40% of our workforce is actually considered to be introverts. That is a significant percentage of our team that we must recognize in order to truly get the results we want. For the collaborative leader, the skills needed to bring everyone into the conversation are key. Greater participation and engagement in the decision-making process can be improved by considering the way we capture and share ideas and solutions to problems.
You might also like [tips for online stakeholder engagement](/blog/tip-on-to-improve-online-stakeholder-engagement/) and [scenario planning to explore the future of Australia's health](/blog/groupmap-and-your-health-in-the-future/).
---
# Graphic organizers used to explore future jobs with 200 students
URL: https://www.groupmap.com/blog/graphic-organizers-future-jobs/
As part of Careers Week, Ashdale Secondary College held a series of interactive activities and workshops focussed on careers – highlighting the skills and attributes students needed in the workplace. Using [interactive technology](/templates/) to improve student engagement, students creatively imagined future jobs then voted for the “coolest”. Based on the top job, they then had to brainstorm online the skills, knowledge, and personal attributes necessary for that job. With such a neat idea, we had to share some of the graphic organizers they used. Lynne Makin from Ashdale Secondary College reiterated the great need for career guidance to be promoted and celebrated in local schools*.* *“It’s important that we invest the time to support young people with advice and guidance which puts them on the right track to careers success at the earliest opportunity,”* She said the initiative was about inspiring students to achieve their dreams and encouraging them to ask the right questions. The session kicked off with Co-Founder Jeremy Lu sharing his personal career journey, then asking students to imagine what jobs would exist in 2050. Here’s the graphic organizer they used – a simple list used to capture the different kinds of jobs. From DNA based credit cards to Exo soldier to nuclear engineers, there certainly wasn’t a shortage of unique professions.
## What jobs do you think will exist in 2050?
 Students were then asked to consider and discuss the different ideas and to dot vote on the one that they thought was the job that would be the most creative and worth exploring further. As you can see, Food Printer topped the list. Seem off the radar? Perhaps not. In fact, talented Dutch industrial [Chloe Rutzerveld](http://www.3ders.org/articles/20141006-the-edible-growth-project-a-study-into-sustainable-healthy-3d-printed-food.html) is already exploring this space creating artistic portions of healthy based finger foods.  With the job of food printer in mind, a graphic organizer was created with the following 4 headings:
1\. **Skills** – What they can do
2\. **Knowledge** – Knowing why they do what they do
3\. **Experience** – Time spent doing what they do
4\. **Attributes** – Personal traits that decide how they do what they do
This was a great way to gather ideas from students about what was needed to secure those future jobs. As students completed their brainstorm online, these were shared in real time with everyone, including the teacher so that it could be used as a tool for facilitating discussions. It was really interesting to see where students struggled and where they were on the right track.
## What skills, knowledge, experience and attribute do you need to be a Food Printer?
 This information and discussion became the basis of the ensuing workshops aimed to hone those skills and knowledge. Industry mentors and representatives were invited to speak to share their experience, as well as some goal setting challenges for each student to consider what they could do to plan for their future career. This was a great scene setter and helped teach students the importance of building and creating your own future. 
**So what did the students think about this approach?**
(Our thanks to the teachers who helped collect and send us this feedback)
*“It was cool to see the ideas on the screen and amazing how the technology brought everyone together.”*
*“Very creative session and fun to work with others.”*
*“This session showed us how easy it was to use GroupMap to help us learn new things in a fun way.”*
*“It helped me relate to the task as technology is a big part of our lives.”*
You might also like [graphic organizers training at the AICT](/blog/graphic-organizers-aict/) and [graphic organizers at the TeachMeet SciTech event](/blog/graphic-organizers-at-teachmeet/).
If you are keen to create your own graphic organizers to improve student engagement in the classroom, you can try the above to run your own career exploration activities or check out more [lesson plans](/templates/). **About the Author** Vicki Hodgson is a business management Lecturer who previously worked within Education in the UK. She has developed and delivered leadership and management programs at one of the UK’s foremost Further Education colleges. Vicki was nominated for two national enterprise awards in 2014 and won the academic staff member of the year in 2012. She has continued her work with Curtin University and Edith Cowan University in Australia.
---
# Graphic organizers at the TeachMeet SciTech event
URL: https://www.groupmap.com/blog/graphic-organizers-at-teachmeet/
Thanks to all science teachers who joined us at the GroupMap session
It was a fantastic turnout as teachers gathered for a lightning 6-minute GroupMap session. This activity involved a frenzy of phalanges as we explored the use of the KWHLAQ model for improving scientific inquiry. Think of it like the traditional KWL (know-What- Learn) template but with a few additional steps to extend student learning. [**Graphic organizers**](/templates/kwhlaq/) like KWHLAQ provide a simple and effective way to complement your lesson plan through a process of reflection, collective sharing, questioning and applying.
We asked a few volunteers on the day to help us out with the activity here using a BuzzFeed video with a few snippets about the human brain. You can see some of the things they added from their iPhone, iPad or table on the day. It’s a quick snap shot of how an edutech-enabled KWHLAQ runs. Of course, this was a quick 5-minute exercise – it’s up to you how deep you want to take each activity.
In practice, this is an activity that you run across the length of your lesson plan, whether or not you have a flipped classroom. Here’s an [example of a lesson plan.](/templates/kwhlaq/ "KWHLAQ Graphic Organizer")
Example 1 – from the teacher participants at SciTech
## How does the KWHLAQ impact student learning?
It may just seem like a series of questions, but each one leads them through Blooms taxonomy from recall through to synthesis and application. The starting point is to pick your topic. This tool is subject agnostic so it can be as simple as *“What is the Sun?”* through to *“What are the key elements of forensic chemistry investigations.”*
Here is the run down on each stage so you can decide how it might apply to what you teach:
### K – let’s start with what you know.
This gets students to recall what they already know about the subject and activates conversations – who knows.. you may learn something new yourself! This is a good way for you to offer feedback or to challenge some of their initial assumptions, encouraging them to back it up with facts.
By quickly capturing the wisdom of the group, you get a sense of the starting point for the group. I recommend doing this as an individual exercise to begin with. Individual silent brainstorming at this stage gives each person the opportunity to draw our more specific information and a way for each student to start thinking about the topic. It gets them all involved straight away and is often a way to see who has “contributed” the most in the first stage.
Once you think there is enough input, open it up to class discussion and feedback. At this point, I like to provide a bit of content, a video or a few slides on the topic to add to or validate what the students have put forward.
### W – what would you like to find out?
This steps promotes inquisitive thinking, giving students the opportunity to design and create their own learning experience. Encourage them to question what might not be known and to consider why they are asking the question. Creativity is key here. You might add a few key things that you have to cover from the curriculum but then provide a little space for new discoveries. Sharing what people have put forward is a good way to inspire new perspectives.
If you are really short on time, you can ask students to vote on the things they want to find out about the most. This will help focus the class on the key questions.
This list can help you design your next class or act as a blue print for the next step.
### H – how would you find out?
This step encourages students to take charge of their learning. They have to think of the sources of information to answer those questions. Not everything should just be Googled. They may have to talk to others, design their own experiments, look at referenced articles or interview an expert. If they are heading towards a design of an experiment, you may wish to separate this out to a separate activity around experimental design. I tend to give the most feedback here because I find that this is where they need the most guidance or lack specificity. Throwing in a few examples you expect from them doesn’t hurt.
Once this is done, they can start their research or activities. This is usually where there majority of time is spent.
### L – what did you learn?
Once the class or activity is over, this reflective exercise asks students to summarize key learning from their work to be shared with the class. This is key to see if there have been any new facts gathered in the process. I love being able to give a thumbs up for new information that I find remarkable or worth recognizing the effort put in. This can sometimes be a step done after student presentations so that it can brings in learning from the whole class.
### A – what actions can you take?
Great job so far. Now it’s time to make it real by asking students to think of a few ways the new found knowledge can be applied on a day to day perspective or to solve a different problem. By translating knowledge into action, this helps them consolidate information into a real application. It’s up to you how much emphasis you want to put to this. Sometimes the thinking is enough, and other times, you actually want to go further to make it real, adding in comments and pictures.
### Q – what new questions do you have?
Often the more we find out, the more questions we have, so this last step captures any new questions that may have come from the first round of activities. It teaches the importance of continued questioning and how our questions advance as we discover more. It might even be the catalyst for the start of a new topic.
Example 2 – [Directed brainstorm](/directed-brainstorming/) with a single facilitator
Whilst you can do the activity above on paper, you can also use digital visual organizers to reduce manual collation and to give better real-time feedback. GroupMap, for example, let’s you switch between brainstorming styles, provide comments to students, vote in real-time and see what individual students as well as the whole class did.
The KWHLAQ template reminds us that we need to build on our existing pool of knowledge, be curious, scientific and deliberate, to share our findings with others in order to build on the knowledge pool and to apply it to solving real world problems. Aren’t these the basic principles of being a good science citizen after all?
Thanks again to the wonderful folks at TeachMeet and SciTech for inviting us along and to @EmCummuskey for this shout out. I hope the above is helpful in helping you deliver your next lesson.
Have you applied the KWHLAQ activity in your classroom? What other tips can you give?
### What is TeachMeet?
**TeachMeet is a volunteer run organization for Teachers by Teachers based on lightning quick presentations of teaching in practice. Our presentation was run at SciTech.**
### About the author
*Jeremy Lu has been a lecturer and tutor at Curtin University for the last 8 years, recognized as Sessional Lecturer of the Year 2014 at Curtin Business School. He is currently the School Business Manager for Science and has also helped start up teams with commercialization of ideas. He has facilitated strategy and planning workshops with previous business management and training in the Health, Education and hospitality industry. He co-founded GroupMap as an online brainstorming tool to help improve the way people share ideas and a tool to help facilitators and educators improve the learning and decision quality of a group.*
**[Want to try this out free](https://login.groupmap.com/new?cc=www-blog)?** GroupMap offers a 14-day free trial so you can see if this is right for your classroom or school.
---
# How do I make my agile retrospective more effective?
URL: https://www.groupmap.com/blog/agile-retrospectives-made-simple-and-effective/
<p class="lead">Retrospectives are great to build a strong, productive team, but there can be a few challenges that impact on the quality of the process. We have a list of what stops an effective team retrospective.</p>
**1\. DEEP DARK SECRETS**
Getting people to be genuinely honest; to tell everyone what they really think is vitally important. Without this, you may as well continue on in a shroud of optimistic candor and hopeful bliss. The problem is that most rather not hurt the feelings of the colleagues directly.. or even the boss. Anonymity is often the key here.
**2\. TIME DRAINERS**
Getting all the ideas down quickly, collated for review, comment and taking action is a manual process especially if you have a large team or one that is distributed. A meeting that takes too long, without purpose or lacks visibility can be a big downer to the process. Keep it quick, nimble and automated.
**3\. ACTION DEPRIVED**
Ensuring you have synthesized the outcomes and people can vote on key focus areas and to take some real action makes sure the whole team moves forward. Don’t leave until you have a few take away action points.
## Tips for your agile retrospective GroupMap
Make your retro ***anonymous***, ask team members to ***work independently for a fixed period*** of time and then allow a chance for everyone to read the feedback and make comments. (Either verbally if the culture is right and everyone is present, or via the comments options against each idea). ***Allocated dot votes*** mean that each person gets their say in what is being taken into the next iteration. How many votes is really a matter of choice? Teams that do weekly retrospectives may allocate 5 dotes representing the working weeks whilst others limit it to 3 to find the top key items.
***Have a record*** of your agile retrospective so it acts as a way to get participation and buy-in from the team. And you can see how each team member has participated.
***Print off a screen capture*** and stick it on the office wall as a way to remind the team of what they selected.
If you want to save even more time, ***open up the map earlier*** to allow people to list down thoughts throughout the iteration or before the meeting itself.
Check out the full recipe here. Use one of the templates or create your own unique question set.Try it out with your next agile retrospective and let us know what you think.
---
# GroupMap exhibits innovative collaboration software at Gartner IT symposium.
URL: https://www.groupmap.com/blog/groupmap-to-showcase-innovative-collaboration-software-at-gartner-it-symposium/
GroupMap technology has been successfully nominated as one of the six Australian companies to showcase at the 2013 Gartner IT symposium. The nominations were made via the Department of Industry, Innovation, Science, Energy, and Resources and represents a unique opportunity to network with CIOs from around the world, as well as receive private meetings with a Gartner Analyst. A big thank you to our supporters, fans, customers, and users who believe that collaboration is key within organizations and teams and its impact on learning, knowledge exchange, and decision making. We are pleased that our latest [features](/features/ "GroupMap V2 features to improve how teams work") continue to improve the quality and productivity of your meetings, workshops, and training activities. [GroupMap](/) is a cloud-based application for teams to brainstorm and collect responses at meetings, workshops, and boardrooms using customizable templates. Individual participants respond anonymously to a problem on their own which can then be shared with others. All responses are aggregated into a GroupMap for comment, discussion, and voting for action. This not only removes manual collation and coordination costs, but it also reduces the impact of groupthink and edit wars which improves the quality and productivity of the team.
---
# How we got 160 people to brainstorm on GroupMap
URL: https://www.groupmap.com/blog/how-we-used-powtoons-to-get-160-people-to-brainstorm-with-us-on-groupmap/
When [GroupMap](/) was invited by digital creative festival organizers to take our online brainstorming tool out of meeting rooms and classrooms to the general public, we needed a fun, eye-catching way to get people’s attention.
The goal was to get people’s ideas about what would make a city more innovative.
Festival folk joined in on the day or online giving us their responses. Everything from changes to transport systems and single owner housing offices through to spaceports and community-driven designs was thrown in.
We ended up with over 160 ideas and even a thank you letter from the city’s CEO. Sweet. We also managed to collect [creativity tips](<http://lnkd.in/v4Ntzv >) from industry professionals about what makes them more creative.
---
# We get creativity tips from 5 industry leaders
URL: https://www.groupmap.com/blog/get-more-creative-with-top-tips-from-5-industry-leaders/
## What tips for creativity can we learn from 5 industry leaders?
In our very first public group brainstorming workshop, GroupMap joined the Pause Fest-Digital Festival during [Innovation Month](/blog/ "Pause…and tell us what you really think!") and had the opportunity to talk to industry leaders about what fuels their creative engine. From the head of the festival, to motion music masters and animation artists, we’ve asked them to contribute to our online brainstorming exercise.
## Our question- what top creativity tips do you use?
**Here’s what each of the industry leaders had to say.**
## George Hedon – PauseFest Digital Festival
When he’s not accused of being too photogenic on camera, George and his awesome festival crew run the digital festival in and out of Australia. Here’s what he had to say…
- **Surround yourself with talented people
**Being around other creative people helps you realize new ways to be creative. They challenge you with good insight or critique.
- **Curate interesting things
**Collecting interesting or new items can give you something to reflect on and “admire”. This can help some people clear their heads or spark new ideas.
- **Combine different things together
**Mixing and matching things that don’t usually go together can help to realize a totally new idea. If something isn’t working for you, try combining it with something else and see where it goes. (hmm… we wondered where kite surfing came from)
## Robyn Fawcett – Shock records
Robyn is the Digital Marketing Manager for Shock Records in Melbourne. Pablo is the co-founder of the creative agency ‘Plenty’. They both sat down for a post-lunch chat to tell us their top creative tips.
- **Research your audience
**It may sound contradictory, but a little research effort goes a long way to focus your message. Creativity doesn’t have to be coming up with a wild idea no one understands, it just has to be one your audience does.
- **Fake it till you make it
**Trick your brain into believing you already have all the answers. If you can act or pretend to be creative, then perhaps the subconscious brain will follow suit.
- **Tap into a dream state
**Relaxing or dozing off can help to ease some stress from your mind and open it to new ideas. Be prepared for a little active dreaming.
## Pablo Alfieri from ‘Plenty
- **PLAY and Brainstorm
**Make it okay to play, then brainstorm and map your ideas visually to help bring order to chaos. Seeing what you’ve been thinking can help you create new branches from existing ideas.
- **Set time limits and give yourself time.
**Some people work better when faced with a deadline. Putting a time limit on yourself can force you to get down to business and get the ideas going. Create both time and a timeline for creativity**.**
- **Meet people and work together.
**If you ask Pablo, he’ll say that he enjoys being with people. It gives him energy and it helps to create energy and inspiration. It fuels the time for self-reflection and private creativity.
## Foo Ching Sung from Squint/Opera
Foo Ching Sung – or ‘Fooch’ as he is better known – heads up Squint/Opera’s Australian division, focusing on architectural films.
- **Teach/Give knowledge back
**Sharing what you know can open the door to a whole new set of thoughts and ideas. By mentoring others you reinforce that knowledge in yourself, while helping others. That’s a win-win win!
- **Steal ideas
**Using other people’s work as inspiration can stimulate your own creativity. By observing other people’s creativity, you can emulate them and create your own unique ideas.
- **Look back
**Pull out that old notebook, those high school sketches, or dust off a previous prototype. There might just be a treasure trove from a snippet of the past. What may not have inspired you then can quite possibly do so now!
## Chris Vik – Ethno Tekh
Chris is one half of the talented duo “Ethno Tekh”. They blend music and movement capture technology together seamlessly to create an amazing visual performance.
- **Collaboration
**It’s not just about blending music and tech. It’s about working with other artists and cranial mind masters to find new projects.
- **Try new things
**Keep an open mind by actively fueling it. What was your last venture into the unknown?
- **Change of scenery
**Sometimes creativity can be blocked by your environment. Taking a walk or moving to a different room can help to refresh yourself and get your thoughts going again. Don’t believe it? Try it.
And finally a few parting phrases from Mark Simpson MC and head honcho of design and animation house [Sixty40](http://www.sixty40.com) – **criticize yourself constructively, persevere, and work hard!**
The GroupMap team wants to give a great big thank you to all our fantastic interviewees as well as the bunch of brilliant minds that contributed to our tips for creativity GroupMap.
From the GroupMap Team.
Want to create your own brainstorm with your team? GroupMap lets you create brainstorming templates to innovate, create, ideate and prioritize. trial it free at [groupmap.com.](/)
---
# A lesson plan for more effective brainstorming
URL: https://www.groupmap.com/blog/lesson-plan-more-effective-brainstorming-on-a-subject-matter-with-groupmap/
Here’s a quick lesson plan for those who are getting started with group brainstorming in the classroom. If you love a Socratic style, harnessing the collective thinking of the class or you are looking for a way to flip the classroom, then here’s a way to amp up your lesson plans.
**Objective:** To get the group to brainstorm ideas, critically analyze ideas from others and to vote on the best ideas and responses.
**Timing:** 20-40 mins
**Number of people :** 5-100
**What you need:** A focus question – e.g. what do you think are the key issues in this case/story? Devices (laptop or iPad) for individuals or per team
**Outcomes:**
- Each person or team has their own responses (individual view)
- An overall response from the whole team (the group view)
- A list of ideas that have been commented on, voted and prioritized.
**Step 1 – Provide the background**
Provide a little background or explain the subject matter you want to group to think about. Are there any constraints or would you like them to go as widely as possible. Providing videos, reading material, images or case examples will help with the depth of discussion and stimulate initial thinking. Alternatively, you may simply wish to see what the group already understands about the subject matter.
**Step 2 – Individual brainstorming**
Have each person/team, enter the GroupMap session and without any initial discussion put down 3-5 things around the question.. Studies show that individual brainstorming produces greater diversity and more implementable solutions, so allow 5 minutes or so for this activity. Make sure the map setting is set so that people work independently.
**Step 3 – Small group discussion (optional)**
Ask people to form teams, if not already and to share their individual responses with each other. People may decide to change their top 3-5 based on those discussions…or not.
**Step 4- Group brainstorming**
It’s now time to open up the floodgates and let the ideas float around the whole room. Change your map setting so that people are now working collaboratively. This will allow people to see from 1 or all ideas at the same time. They can then look at ideas and decide which one they want to add or remove from their map. Use the comment function to allow people to add in any additional thoughts and to capture their rationale behind their idea.
**Step 5 – Prioritization and voting**
Now get people to like/dislike or allocate them with a few dot votes. This will allow you to gauge where people are gravitating towards and will allow you to get a sense of where to focus the conversation and thinking. It help\[s if you give them some criteria as to how they are allocating their votes… e.g. “which ones should we action?”
***Optional***: You may also ask individuals to reflect on why their responses are very similar or very different to the group’s perspective and why that might be the case. Some may wish to share this with the group. *GroupMap is an innovative group response tool that allows individuals to capture, sort and prioritize their own ideas. These ideas are then suggested in turn to others who can add, reject, move or merge these to their views. All individual views are then merged in real time to reveal what the Group is thinking instantly. GroupMap is an online brainstorming and consensus building application that has been used by government, universities and corporate to improve productivity, speed of knowledge exchange and enhance collaboration and consensus decision making in their organizations.*
---
# How smart are your kids?
URL: https://www.groupmap.com/blog/how-smart-are-your-kids-2/
Teacher looks for the “Smart” kids in class.
Most people know about IQ… but our kids can be smart in so many ways. In this example, Mrs Cotham explores the dimensions of intelligence and asks the students what they do to show off their talents. Before you know it, the GroupMap is filled with aspects of art, music, sport, writing and even concepts of social intelligence. Things like helping others to learn, playing fairly and being kind to others were some key stand outs.
Watching them move ideas on the electronic whiteboard and working out where and how to cluster ideas was a joy to watch..It’s a shame lunch came around so quickly. Here’s how they did it:
They talked about what it meant to be smart… or to be good at something – it’s about breaking down the paradigm that if you can memorize and repeat that this makes you smart.
They talked about why it was important to have different types of “smartness” in a group, and in fact, the world, making sure that differences are valued. The students then formed teams and as a group had to start making a list of examples of different kinds of smart.And whilst academic prowess remains in the foreground of assessment and provides at least evidence that satisfies moderators and auditors of a grade, it’s comforting to know that we can all be a little smart in our own way.. And in many ways.Great job guys and gals! Great concentration, focus, and sharing of ideas.Our thanks to Mrs. Cotham and Mrs. Kelly and the class for allowing us to share a GroupMap experience with them.
---
# Finally… "I" can come back into team
URL: https://www.groupmap.com/blog/finally-i-can-come-back-into-team-2/
We liked this article: [The secret to team collaboration: Individualism](http://edola.blogspot.fr/2012/07/secret-to-team-collaboration.html).
It echos the thought that collaboration isn’t just about collectivism. Consensus isn’t about Groupthink and that Teams are still made up of individuals.
It’s part of the reason why GroupMap makes things just a little more awesome. It allows individuals to create their own maps, have space to think and form their own opinions, critically analyzing the ideas from others. GroupMap then aggregates all that information into a collective form for voting and prioritizing for action.
Allowing each individual in the group to express their thoughts, form their opinion and then discover the common ground is the foundation block to building towards a collaborative state. The alternative feels like “well if no one is listening to me, then why should I bother listening to them.”
It makes you realize that in any room, the 3 most important views are yours, mine, and ours!
---
# Co-creating active safety values and winning the IAF Facilitation Impact Award
URL: https://www.groupmap.com/case-studies/active-safety-values-iaf-award/
## Introduction to FUTOUR
[FUTOUR](https://futour.it/futour/) is an agency specializing in empowering people and organizations to shape their future and be the drivers of the change they want to achieve. Its global pursuit is that of generating happy, fulfilled, resilient people and organizations through the power of facilitation. FUTOUR stems from over 30 years of collaboration in the design and implementation of Future Centers, living labs, creativity hubs through its practical experience in facilitating positive change and impact through participatory processes, methods and techniques. FUTOUR has been designed as a nomadic, mobile Future Center bringing facilitation and participatory techniques wherever they were needed. Its team worked in 5 continents and over 50 countries for organizations, companies and communities.
FUTOUR employs a range of participatory methods and tools to foster collaboration and co-creation among stakeholders. Their approach is flexible, offering solutions for dynamic and fixed-site projects, events, and client venues, all designed to harmonize spaces and facilitate creative processes.
## About Paolo Martinez
[Paolo Martinez](https://www.linkedin.com/in/martinezpaolo) is an IAF Certified Professional Facilitator (CPF) with extensive experience in facilitation, creative problem solving and innovation. As a partner at FUTOUR, he specializes in designing and implementing participatory processes that foster collaboration among diverse stakeholders. Paolo has been recognized for his work in co-creating active safety values, leading the italian company, [Autostrade per l’Italia (ASPI)](https://www.autostrade.it/en/chi-siamo) to a Platinum IAF Facilitation Impact Award. His expertise spans various sectors, including health, safety and environment (HSE), foresight and strategic planning, where he applies innovative methodologies to drive sustainable change.
Here, Paolo shares his success story as lead facilitator in winning the [Platinum IAF Facilitation Impact Awards.](https://iaf-world.awardsplatform.com/gallery/vkKDJKKl/LbBYkBwk?search=bb6499cc80b176ef-7)
Workplace safety is a top priority for every company, and [Autostrade per l’Italia (ASPI)](https://www.autostrade.it/en/chi-siamo) has demonstrated how an innovative and collaborative approach can lead to tangible results. Through the “**Co-creating Active Safety Values**” project, ASPI transformed its safety culture, achieving a **significant impact** on incident reduction. This project facilitated by [FUTOUR](http://www.futour.it), which utilized tools like **GroupMap**, won the [Platinum IAF Facilitation Impact Awards](https://iaf-world.awardsplatform.com/gallery/vkKDJKKl/LbBYkBwk?search=bb6499cc80b176ef-7).
## The challenge: promoting an active safety culture
ASPI, the concessionaire of the main Italian motorway network, with **2.5 million vehicles** traveling on its highways daily, launched a strategic transformation plan in 2020. At the heart of this plan was the need to **renew the management model** towards an integrated, sustainable, and technologically advanced approach. One of the key objectives was to **promote a proactive and participatory safety culture**, to involve employees and achieve the goal of zero incidents.
The challenge was to create a safety-oriented corporate environment, in which each employee felt personally involved and empowered. ASPI decided to do so in an **innovative, experiential, and bottom-up way**, actively involving its employees in the decision-making process.
## The methodology: an innovative and participatory approach
To address this challenge, ASPI implemented the “**Co-creating Active Safety Values**” project, involving 50 young talents (under 35 years old) with high leadership potential, from different departments and branches of the group. The project was conducted in several phases, with the aim of developing **concrete prototypes** to improve workplace safety:
- **Initial Phase:** An online opening workshop allowed participants to reflect on three key safety questions. Through an online “**World Cafe**” on virtual tables designed in MIRO, participants discussed and added ideas, autonomously changing room and table at each round.
- **Online Workshops:** Teams were divided into two parallel groups of 25 people for facilitated online workshops lasting 4 hours each. Each group worked on specific challenges, using techniques such as the **TOP ORID flow** and the **Consensus Workshop**.
- **Use of GroupMap:** In this phase, **GroupMap** was used as a digital decision support platform for brainstorming, grouping, and prioritizing ideas. This tool allowed teams to organize and focus their thoughts in a structured way.
- **Interviews and In-depth Analysis:** Teams applied the principles of the **Theory U Sensing Journey** to interview stakeholders and thoroughly understand the safety-related problems.
- **“Safety Walk” Workshop:** In a face-to-face workshop, participants continued to work on their prototypes, using **LEGO Serious Play** to generate new ideas. They also visited a motorway emergency site to discuss safety challenges and prepare video presentations.
## The role of GroupMap
**GroupMap** played a crucial role in this process, facilitating the **collection and organization of ideas**. It was fundamental in the following aspects:
- **Effective Brainstorming:** It allowed teams to conduct online brainstorming sessions efficiently, enabling everyone to participate and generate a large number of ideas.
- **Organization of Ideas:** It helped to **group ideas** logically and prioritize the most relevant and promising ones, making the decision-making process more structured.
- **Decision Support:** It provided a digital platform for **managing ideas**, helping teams make informed decisions based on concrete data.
## The impact and results
The project led to the **creation of 8 concrete prototypes** for safety, which concerned various areas such as construction sites, road safety, infrastructure design, procurement, leisure time, and home safety.
The results obtained were significant:
- **Reduction of Incidents:** The incident frequency rate decreased by 45% between 2021 and 2023.
- **Increased Engagement:** The number of “Safety Walks” increased by 302%, and the employees involved in the Group Safety Week increased from 1500 to 5300, with a 253% increase.
- **Growth of safety coaches and supporters:** The number of safety coaches and supporters increased from 180 to 350 (+94%) between 2021 and 2024.
- **Adoption of Prototypes:** One of the 8 prototypes was selected to be applied throughout the organization, and the other 7 prototypes were incorporated into specific areas of the company.
## Lessons learned
The success of the “Co-creating Active Safety Values” project demonstrates that a **participatory and collaborative approach**, combined with the use of tools like **GroupMap**, can lead to a **true transformation** of the company’s safety culture. The enthusiasm and engagement of the LED team led to results that exceeded expectations.
This project has shown how innovation, **facilitation**, and **technology** can work together to achieve ambitious goals, such as zero incidents. ASPI’s experience with GroupMap highlights how digital tools can support **effective collaboration** and lead to **tangible results**, improving safety and efficiency in the company. The project also emphasized the value of balancing bottom-up and top-down practices in organizational change.
Ready to transform the way your teams collaborate? Empower your teams to drive real change. Start using GroupMap today to turn collaboration into action.
---
# How Strategies for Children uses GroupMap for policy advocacy
URL: https://www.groupmap.com/case-studies/strategies-for-children-groupmap/
[Strategies for Children](http://www.strategiesforchildren.org/) (SFC) is a Massachusetts-based nonprofit dedicated to ensuring that children from birth to age five have access to high-quality early education programs. For 24 years, SFC has been a leading advocate in the early childhood sector, focusing on four major initiatives: The 9:30 Call, The Advocacy Network for Early Childhood, The Early Childhood Agenda, and the Eye on Early Childhood blog.
The Early Childhood Agenda, launched in 2022, brought together over 1,000 stakeholders to identify key priorities for advancing early childhood education. The initiative has since led to significant advocacy wins, new workgroups, and strengthened partnerships in the sector. To facilitate collaboration and consensus-building, SFC turned to GroupMap as a key tool in their engagement strategy.
## About Titus and Marisa
[Titus DosRemedios](https://www.linkedin.com/in/titus-dosremedios-88864241), is the Deputy Director at Strategies for Children (SFC), a Massachusetts-based nonprofit dedicated to advocating for high-quality early education and care. In his role, Titus oversees general operations, staffing, grant writing, budget development, and manages the Advocacy Network for Early Childhood. Since joining SFC in 2008 as a Research and Policy Associate, he has led numerous initiatives, including consulting with local communities on preschool planning and expansion efforts, co-facilitating the New Bedford Birth–3rd Partnership from 2016 to 2020, and facilitating the Massachusetts Partnership for Infants and Toddlers from 2019 to 2022, a statewide public-private collaboration with 60 member organizations. He also served as the inaugural co-chair of the Massachusetts Early Childhood Funder Collaborative’s Community Advisory Committee from 2021 to 2022.
## Marisa Fear
[Marisa Fear](https://www.linkedin.com/in/marisa-fear-17a905134) serves as the Director of Policy at Strategies for Children (SFC), where she contributes to advocacy, research, policy, and communication efforts aimed at enhancing early childhood education and care in Massachusetts. Her responsibilities include managing SFC’s COVID-19 support initiatives, producing daily advocacy calls for the early education and care field, documenting ongoing challenges, monitoring data trends, state and national budget proposals, and policy changes from the Department of Early Education and Care. Marisa facilitates the Speakers’ Bureau (a statewide cohort of early educators) and collaborates with the field to build advocacy capacity in local communities. She also works closely with SFC interns and manages collaborations with external partners. Marisa is a member of the Department of Elementary and Secondary Education’s working group on Early Childhood and Out-of-School Time.
## Challenges faced by Strategies for Children
Before using GroupMap, SFC faced challenges in coordinating input from a diverse group of stakeholders across Massachusetts’ early childhood sector.
*“We needed a way to facilitate meaningful discussions in both virtual and in-person settings while efficiently collecting feedback from educators, families, and policymakers,” said Titus DosRemedios.*
Without a structured system, gathering and organizing ideas from large meetings and workgroups was time-consuming and challenging to translate into actionable strategies.
## How GroupMap helped
To address these challenges, SFC implemented GroupMap as a tool for facilitating discussions, brainstorming, and achieving consensus across multiple engagement levels.
### Large group convenings
*“We committed to hosting large-group convenings on Zoom, roughly once per quarter, after releasing The Early Childhood Agenda in January 2023,” shared Marisa Fear. “Our first such meeting in June 2023 attracted nearly 100 attendees.”*
Using GroupMap, participants provided feedback on how they had been using the Agenda in their work and shared ideas on evolving its structure.
### Workgroup meetings
SFC launched six workgroups to develop solutions for key priorities.
*“Each workgroup relied on GroupMap to break down complex issues, identify key stakeholders, and refine actionable recommendations,” explained Marisa. “For instance, workgroup #4 used GroupMap to list top recommendations, define clear objectives, and anticipate potential barriers.”*
### Stewardship Team coordination
SFC created a Stewardship Team to recognize the need for a coordinating leadership body.
“GroupMap helped us track progress, collect feedback, and foster collaboration among facilitators and partners,” said Titus. “At our first Stewardship Team meeting, we used GroupMap to gather input on how this structure could be most effective.”
## Outcomes and benefits
The adoption of GroupMap significantly improved the efficiency and effectiveness of SFC’s engagement efforts. “Stakeholders reported a greater sense of involvement as they could see their contributions reflected in real-time,” said Marisa. “The tool’s interactive nature made it easier to build consensus and develop policy recommendations collaboratively.”
SFC’s efforts have led to tangible outcomes:
- **Engaged over 1,000 stakeholders in shaping early childhood policies.**
- **Held quarterly convenings with 100+ participants, including an in-person event at Polar Park baseball stadium.**
- **Launched six workgroups to tackle high-priority issues.**
- **Drafted actionable recommendations for publication in 2024.**
### “Using GroupMap has been a game-changer,” Titus emphasized. “It allowed us to structure discussions effectively and ensure that every voice was heard.”
## What participants had to say
“GroupMap provided a structured way to gather and prioritize ideas,” said one participant. “It made complex discussions more productive and inclusive.”
Another stakeholder noted, “I appreciated how easy it was to contribute my thoughts and see how they fit into the bigger picture. It really helped us move from brainstorming to actionable strategies.”
## The future of The Early Childhood Agenda
As SFC finalizes the next phase of The Early Childhood Agenda, GroupMap remains an essential tool for fostering innovation, supporting decision-making, and driving meaningful progress.
*“We are excited about the next phase of our work and will continue to use GroupMap for consensus-building,”* said Marisa.
Equip your team with better brainstorming and decision-making tools. See how GroupMap can strengthen your advocacy efforts today! Start your free trial here.
---
# How GTIA (Global Technology Industry Association) uses GroupMap for group brainstorming and collaboration
URL: https://www.groupmap.com/case-studies/how-global-technology-industry-association-use-groupmap/
How do you bring together global technology leaders to collaborate, innovate, and drive industry change, without meetings becoming inefficient or overwhelming? This is a challenge Chris Phillips, Senior Director of Industry Advisory Councils at GTIA, faces daily. His mission: to create structured, engaging discussions that result in meaningful action. And that’s where GroupMap made all the difference.
## Introduction to the Global Technology Industry Association
[Chris Phillips](https://www.linkedin.com/in/christophermarkphillips/) is a seasoned professional in the technology industry, currently serving as the Senior Director, Industry Advisory Councils, at the Global Technology Industry Association (GTIA). In this role, he is instrumental in fostering engagement within the GTIA community, overseeing programs such as the Member Champions. This initiative brings together highly engaged members who collaborate to enhance member involvement and provide valuable resources to the industry. Chris’s dedication to advancing the technology sector is evident through his efforts to build programs that promote education and resource sharing among professionals.
With a career spanning project management, business development, and community engagement, Chris understands the complexities of leading discussions across diverse stakeholders. His expertise allows him to design and facilitate impactful industry conversations, ones that turn ideas into action.
[GTIA](https://gtia.org/about-us), formerly known as the CompTIA Community (the member association that separated from CompTIA in 2025), is a globally recognized leader in the IT industry, dedicated to empowering IT channel professionals, including managed service providers (MSPs), solution providers, vendors, and distributors. With a strong foundation in education, certification, and industry collaboration, GTIA continues CompTIA’s legacy of fostering innovation, security, and growth within the technology sector.
As a vendor-neutral, non-profit membership organization, GTIA provides trusted resources, research, and networking opportunities to help businesses navigate an evolving IT landscape. By facilitating industry best practices, cybersecurity, and professional development, GTIA ensures its members have the tools and knowledge to thrive in a rapidly changing digital world.
## Their client story
With technology leaders and experts from all over the world, Chris had a challenge as to how to get everyone on the same page during meetings, without it being an over complicated and unwieldy process.
As [Chris](https://www.linkedin.com/in/christophermarkphillips/) explains, *“That’s where GroupMap came in, and honestly, it’s been a total game-changer.”*
One of the key factors with time pressures was how quickly and effectively a group of leaders could come together and brainstorm with clarity and ease. As Chris explains *”GroupMap is super easy to use, and its customizable templates made brainstorming, prioritizing, and refining ideas is a breeze.”*
The first example included having remote meetings where representatives across different timezones could come together to discuss, deliberate and decide in a collaborative manner.
Chris elaborates: *“During our quarterly virtual meetings, council members used it to capture insights, vote on initiatives, and build consensus-all in real time. The best part? It visually organizes everyone’s contributions, so no one’s ideas get lost in the shuffle. It really helped make sure every voice was heard, which is so important for fostering engagement and inclusivity.”*
By ensuring each person’s ideas could be easily seen, prioritized, discussed in depth and then to create engagement and discussion led to improved group decision making.
But besides industry consultation meetings, the use case for GroupMap extended into other aspects of GTIA’s organization. As Chris continues to explain: *“It didn’t stop there. GroupMap wasn’t just used for the advisory councils-it’s been a hit across multiple groups at GTIA. Whether it was structuring discussions, tackling industry challenges, or coming up with actionable solutions, GroupMap became the go-to tool for our member leadership groups.”*
While meetings can sometimes be seen as a waste of time, uneventful, and lackluster, being able to create actions and outcomes is what can transform mundane team huddles into impactful events.
***“**For an organization like GTIA, where collaboration and innovation are at the heart of what we do, GroupMap has been invaluable. It’s helped us bridge the gap between global members and made it easy for everyone to contribute meaningfully. If you’re looking for a tool that can bring people together and get things done, GroupMap is it!”***
We are most honored that GroupMap has been an invaluable tool for an organization like GTIA, where collaboration and innovation are core. It has bridged the gap between global members, streamlined discussions, and empowered teams to generate meaningful outcomes. As Chris Phillips highlighted, GroupMap isn’t just a tool. It’s a solution for organizations looking to enhance engagement, structure conversations, and drive real results.
Want to run more structured and results-driven meetings? [Start using GroupMap today](https://login.groupmap.com/new?cc=www-case-studies) to capture ideas, prioritize discussions, and drive clear decisions.
---
# Streamlining stakeholder analysis with digital brainstorming and mapping platforms
URL: https://www.groupmap.com/case-studies/streamlining-stakeholder-analysis-with-digital-brainstorming-and-mapping-platforms/
## Introduction to OFFB
The Operator’s Association for Emergency Response (OFFB) is a non-profit organization dedicated to supporting several oil and gas companies operating on the Norwegian continental shelf. In addition to providing professional emergency response services, OFFB also acts as a resource and expertise center.
OFFB’s 2nd line emergency response organizations main task is to respond to incidents which carry the risk of affecting or harming people, the environment or physical assets. OFFB trains and exercises its own personnel, the operator’s 3rd line emergency response organization as well as collaborating actors.
OFFB’s Strategic Crisis Communication Team (SKT in Norwegian) advises and supports operators at a strategic level through training and exercises, courses and continuous development in, among other things, writing messages about ongoing emergency situations, media management, media monitoring, stakeholder analyzes and stakeholder follow-up.
The goal of the SKT is to ensure good collaboration between everyone affected by crises, and to make sure that correct information is released at all times.
The organization manages over 100 emergency drills annually, including stakeholder mapping, analysis, and communication strategy development. Learn more about OFFB on their [official website](https://offb.no/en/).
## About Alf Inge Molde
[Alf Inge Molde](https://www.linkedin.com/in/alf-inge-molde-b9702919/) is the head of OFFB’s Strategic Crisis Communication Team, which includes 15 seasoned communication experts. With a strong background in facilitation, leadership, and managing operations, Alf Inge plays a vital role in ensuring the smooth execution of crisis response strategies.
In his role, Alf Inge:
- Leads emergency response initiatives for member organizations.
- Facilitates stakeholder mapping and crisis communication workshops.
- Oversees operations during real-time crisis events and complex emergency simulations.
- With a reputation for fostering collaboration and delivering results under pressure, Alf Inge has been instrumental in driving the success of OFFB’s crisis management approach.
Alf Inge emphasizes, *“Crisis situations demand clarity, collaboration, and precision. Our team’s ability to achieve these depends on having tools like GroupMap that make it easier to manage complexity.”*
## Challenges faced by OFFB
In the oil and gas sector, crises have far-reaching implications for multiple stakeholders, including employees, contractors, and government agencies. Like other emergency response organizations, OFFB experienced that the ripple effect in emergency response situations presented challenges:
- **Stakeholder Complexity**: Creating comprehensive, accurate stakeholder maps for offshore and onshore hazards.
- **Geographical Disparity**: Collaborating effectively with teams dispersed across various sites.
- **Dynamic Situations**: Adjusting stakeholder analyzes and communication strategies to real-time developments during crises.
Alf Inge shared, *“The biggest hurdle was finding a tool that was not only effective but also dynamic and accessible to multiple team members, often working on different locations. GroupMap has proven to be a good choice for our needs.”*
## Strengthened and simplified collaboration through GroupMap
OFFB discovered GroupMap through recommendations from other crisis management professionals. Recognized for its ability to represent complex data and prioritize stakeholder needs visually, GroupMap quickly proved to be the ideal solution for OFFB’s unique challenges.
GroupMap became an integral tool in OFFB’s strategic crisis management processes. Using the platform’s customizable Power and Interest Matrix in the [Stakeholder Map Template](/templates/stakeholder-analysis/), OFFB is able to:
1. **Visualize Stakeholder Relationships**: Identify and prioritize stakeholders’ needs and concerns during crises.
2. **Conduct Real-Time Adjustments**: Dynamically update and refine stakeholder maps during emergency situations.
3. **Simulate Crisis Scenarios**: Support the organization’s 100+ annual emergency drills with tailored stakeholder analyzes.
Alf Inge explained, *“We actively use GroupMap to create stakeholder maps for various defined hazard and accident situations. These maps are indispensable when we need to react quickly and accurately during an emergency.”*
He added, “The ability to adjust stakeholder maps dynamically in real-time is crucial. With GroupMap, we’re able to align everyone on the team, no matter where they’re located, and ensure we’re always making informed decisions.”
For OFFB, GroupMap stands out due to its:
- **Reliability**: Stable and dependable during high-pressure situations.
- **Intuitive Design**: User-friendly interface accessible to all team members.
- **Flexibility**: Adaptable templates for diverse crisis scenarios.
Alf Inge commented, *“It’s not just about the features — it’s about how easily those features integrate into our workflow. GroupMap gives us the stability and usability we need in the moments that matter most.”*
## Outcomes and benefits
Adopting GroupMap has led to transformative improvements for OFFB:
- **Enhanced Decision-Making:** Clearer insights into stakeholder priorities allow faster and more strategic responses.
- **Improved Collaboration:** Enables seamless teamwork across geographical locations.
- **Reduced Stress:** Provides a structured approach that eases pressure during emergency simulations and real crises.
*“GroupMap has helped us focus on what matters most — effective communication and engagement during critical moments,”* Alf Inge shared.
He continued, *“The feedback from our team has been overwhelmingly positive. They appreciate how intuitive the platform is and how it effectively enhances our ability to visualize stakeholder priorities.”*
Alf Inge recommends GroupMap to any organization managing complex stakeholder relationships, particularly in high-pressure scenarios. His advice:
***“Use tools like GroupMap to visualize and prioritize your stakeholders. It’s an invaluable resource for building effective communication strategies and fostering team collaboration.”***
He added, *“Whether you’re in a crisis or running a training simulation, having the right tools can make all the difference. GroupMap has become a cornerstone of our stakeholder management process.”*
Ready to help your team improve collaboration and decision making? **Visit** **[GroupMap](/) today.**
---
# Creating processes for change with effective facilitation
URL: https://www.groupmap.com/case-studies/creating-processes-for-change-with-effective-facilitation/
Effective facilitation plays a crucial role in driving transformation and fostering collaboration. With hybrid and remote work here to stay, online facilitation tools have become indispensable for professionals like [Rachel Gooen](https://www.rachelgooen.com/).
Rachel works with mission-driven organizations that focus on developing healthy people, healthy ecosystems and healthy communities. To do this she facilitates transformative processes to deliver change.
She has found great success in curating those processes with the help of GroupMap.
Here we delve into Rachel’s experience as a client of GroupMap. We explore her use of the tool and the impact it has had on her facilitation process. By harnessing the power of online facilitation, Rachel creates engaging, inclusive, and transformative experiences for diverse groups seeking change.
## Facilitation for the better
Rachel’s journey as a facilitator began with her realization that communities and individuals often require support and guidance to navigate change effectively.
### “I … [wanted to]…bring all the voices together so they could hear each other and we could come up with the direction or solution to what they are talking about.”
Armed with qualifications in both environmental science and social work, Rachel embarked on a mission to understand the intricacies of change management and facilitate transformative processes.
## Discovering GroupMap
Rachel first encountered GroupMap during the COVID-19 pandemic when the world transitioned to remote work.
Seeking tools she could use in the online facilitation space, Rachel explored various options and found GroupMap. While other tools seemed overly complex, with participants sometimes struggling to navigate them effectively, GroupMap provided a seamless user experience, allowing participants to easily contribute their thoughts and ideas.
## The role of process design in facilitation
For Rachel, the process is everything; and with GroupMap, she had a tool that took the effort out of building it.
### “Having a well-designed process allows people to be comfortable, safe and be able to share what they want to share.”
As a facilitator, her key considerations when building her process is the ease of use for participants. “I don’t want to make something with too many steps or too many complex motions. I also think about visual appeal and simplicity. The goal is to help people have an easy time entering their thoughts.”
She often uses
Brainstorm-Vote-Results
Brainstorm-Action-Results when shaping her maps.
Rachel finds the range of templates available in GroupMap particularly useful.
Unlike other online facilitation tools that may require extensive setup, GroupMap’s simplicity and pre-designed templates were game-changers. Importantly, the templates helped save Rachel time.
## Saving time
In addition to the ready-to-use templates, Rachel observed the time-saving effect of a number of other features.
Firstly, the intuitive, user-friendly nature of the tool eliminated the need to allocate training time to her sessions. Participants can easily navigate the platform, contributing their ideas and feedback without any technical difficulties or learning curves.
Next, GroupMap eliminates the need for Rachel to spend time manually writing details up on a whiteboard. Instead, ideas are simultaneously added by each participant, and the platform captures and organizes them in real-time. This not only saves time but also ensures that all ideas are captured accurately.
The ability to export ideas via the report feature is incredibly useful for facilitators like Rachel. They can easily compile summaries of their sessions eliminating the tedious task of transcribing hundreds of post-it notes at its end. This streamlined process of capturing and exporting ideas can enable facilitators to report efficiently, providing valuable insights and outcomes to an organization.
## Enhancing collaboration and engagement
The use of GroupMap has enabled Rachel to gather more information from her participants than face-to-face facilitation tends to deliver. Participants seem to know intuitively how to use the online collaboration tool. They appear to happily use it to contribute their ideas because it’s just so simple to do so.
Rachel shared an example of a meeting with a group discussing invasive aquatic species. By using GroupMap, participants were able to provide input that surpassed the level of engagement achieved in previous in-person meetings.
### “…they all felt like we got more information than we would have if we’d just had a discussion.”
The tool facilitated a more efficient and productive session, resulting in a wealth of ideas and perspectives that might have otherwise gone unnoticed.
GroupMap also helped Rachel deliver an ‘a-ha’ moment that couldn’t have otherwise happened. With the word cloud feature in mind, she used a simple map, and invited participants to quickly offer their thoughts.
“I made a single column map, titled it “Wish it forward!” and gave these instructions: Type in a one word wish for the future WMCC to help them get off to a great start.”
Within a minute, they had created a word cloud. The largest word ‘focus’ appeared at the center. Under it was “collaborate’. Surrounding these were words of encouragement and support.
### “… everyone in the room gasped. It was a little bit of magic, and something I could not do in person.”
The moment had such a positive impact on the group that it was agreed the word cloud would be framed and presented to the new incumbents.
## Adapting to hybrid environments
Rachel has used GroupMap in the hybrid space.
In a recent meeting, she incorporated GroupMap into the session to accommodate both in-person and online participants. It also happened to be a meeting for which a number of in-person participants arrived without a laptop.
Once the spare computers were allocated, there was no need to panic. Rachel was able to guide participants to access GroupMap on their mobile devices.
Again, Rachel’s observation was that GroupMap increased participation levels. This time pointing to the tool’s effectiveness in hybrid settings.
## Creating a safe space
Rachel is a fan of the levels of anonymity the tool can offer as it tends to give people the courage to offer their input with greater ease; even among individuals who might have been hesitant to speak up in a traditional setting.
She shared an example of the importance of anonymity with a mindset mapping warm up exercise. Participants were invited to nominate which one of four mindsets they most identified at that point in time. They were to choose from –
- An Innovator, that is they were ready to think creatively and think outside the box.
- A Relater, that is they were ready to connect with others and build relationships.
- A Challenger, that is, they were prepared to take on a challenge and push the group to achieve.
- An Observer meant they were in the mood to watch and analyze from the sideline.
The group consisted of two Innovators, one Relater, three Challengers and the rest (the majority of the group) identified as Observers. The anonymous nature of their input allowed participants to feel safe enough to honestly share their current mind-set.
Knowing she had so many Observers in the room meant Rachel could tailor her facilitation methods to better connect with the group.
## Final thoughts
“GroupMap has made my online and hybrid sessions flow smoothly. It is an intuitive platform that takes little to no training for my participants. People in my facilitated meetings have commented that it is the best platform they have used. So not only do my clients get great information from the meeting, I have a tool that makes my process successful.”
Thanks to our contributor, Rachel Gooen, Facilitator, Trainer and Coach. Through her consultancy, Rachel connects people and organizations with their purpose.
[Try it free today!](https://login.groupmap.com/new?cc=www-case-studies)
---
# NFP develops a strategic roadmap through collaboration in online meetings
URL: https://www.groupmap.com/case-studies/nfp-develops-a-strategic-roadmap-through-collaboration-in-online-meetings/
Non-profit, Strategies for Children needed to collaborate with their community to deliver on their ambitious strategic plan. To do so, they included GroupMap in their tool kit to help them build their roadmap toward an integrated and accessible system of support.
Titus DosRemedios and Marisa Fear share how they used GroupMap and the change it helped to deliver.
## Who we are
[Strategies for Children](http://www.strategiesforchildren.org/) (SFC) is a small nonprofit organization based in Boston, Massachusetts (USA). It works to ensure that Massachusetts invests the resources needed for all children, from birth to age five, to access high-quality early education programs that prepare them for success in school and life.
We focus on state policy, and work with coalitions, grassroots advocates, state agency partners, researchers, and philanthropy to achieve systemic change.
## We needed to build a roadmap
In our four-year strategic plan adopted in 2021, we were charged with taking our advocacy work to the next level. By convening all early childhood partners in our state to create a unified agenda for early childhood, that would result in systemic change for more positive outcomes for young children, families, communities, and early childhood professionals.
To achieve this, we launched the Early Childhood Agenda in October 2022.
The COVID-19 pandemic shone an important light on the early childhood ecosystem in Massachusetts and created opportunities for systemic change. Early childhood issues are interdependent and can’t be developed effectively in silos.
The Early Childhood Agenda was conceived as a series of convenings, taking a whole-child approach, working across sectors for better policy development and to identify effective solutions that may not be visible from one sector’s viewpoint.
Together, we would build a roadmap – an Early Childhood Agenda to ensure that Massachusetts has an integrated and accessible system of support for children from prenatal through age eight and their families.
## Why we chose GroupMap
The Early Childhood Agenda convenings were virtual – held on Zoom over six meetings, with working groups engaged in content creation during and between meetings.
There were more than 150 active participants, and a larger community of 400 interested partners.
## Our team realized very early on that we would need new tools to effectively communicate, collaborate, and prioritize ideas.
We chose BaseCamp for a virtual home-base of operations, including archived meeting videos and discussion threads.
We then chose GroupMap as the primary tool and platform for our Agenda content creation. We had experimented with Google docs and sheets, Jamboard, and other tools for allowing multiple participants to generate content during Zoom meetings. We liked GroupMap’s features, layout, and settings, and decided to try GroupMap for this project.
We hosted 100 attendees at our first Early Childhood Agenda convening on Zoom. We used GroupMap to review and edit Vision, Principles, Values, House Rules, and Guidelines (see below)
Our audience of participants responded well to GroupMap, so we felt comfortable using it again at subsequent meetings.
For the second and third meetings we broke into five themed working groups, and each developed a GroupMap of the top challenges in our field. Our staff pre-populated the GroupMaps with initial examples, then all attendee participants joined the GroupMap to type in their own ideas.
Brainstorming was very successful, and led to grouping, reviewing, editing, then voting. This took place over subsequent meetings and in-between meetings, prompted by emails and BaseCamp instructions.
In the final meeting, we went into working groups again, to discuss solutions. Our team pre-populated these GroupMaps with solutions that corresponded to the top vote-getting challenges from the previous GroupMap. They also pre-populated a few ideas for “lead advocates / state partners” in the bottom row. Then in the meeting, participants added their own ideas.
As you can see from the examples above, we enjoyed all aspects of GroupMap, especially brainstorming and voting.
## GroupMap as a meeting facilitation tool
We wanted our participants to feel heard, valued, empowered, and that they are making active contributions to the discussion and the overall process. This is much harder in traditional meeting settings where only a few people get to speak.
### With GroupMap, everyone can make their contribution simultaneously, and even offline after the meeting ends.
People who join the process late can catch up, and we have an archive for future reference.
### GroupMap allowed us to meaningfully engage with a much larger audience than we ever had in previous convenings.
The Early Childhood Agenda project required substantial community brainstorm, review, debate, voting, and consensus.
GroupMap enabled us to effectively meet our goals at each step of the process. We had a quick 3-month project timeline: October – December, 2022. GroupMap allowed us to accomplish all our goals and reduced the amount of staff time it would have taken to facilitate this process using other methods.
### Our team at Strategies for Children achieved the impossible – building a cohesive community of early childhood advocates online using Zoom, BaseCamp, and of course GroupMap.
We generated far more (and far better!) content from our partners using GroupMap than we would have with traditional discussion or other online tools.
Thank you GroupMap team for creating this innovative product. Nonprofit organizations, advocacy coalitions, and other community conveners will find GroupMap an essential tool in their toolkit for achieving social change.
Thanks to our writers –
[Titus DosRemedios](https://strategiesforchildren.org/team/), Deputy Director at Strategies for Children. Titus manages the internal team, contractors, and interns, as well as supports fundraising, policy and advocacy, and external partnerships.
[Marisa Fear](https://strategiesforchildren.org/team/), Associate Director of Research and Policy at Strategies for Children. Marisa is the project manager for the Early Childhood Agenda, and leads early childhood policy, research, and data analytics.
[Try it free today!](https://login.groupmap.com/new?cc=www-case-studies)
---
# The SMARTEN project: Building digital readiness for European water-related higher education
URL: https://www.groupmap.com/case-studies/smarten-project-digital-readiness/
The SMARTEN Project is an exercise in preparedness in the truest sense of the word. Its overall goal is to build the digital readiness of water-related European higher education and lifelong learning.
The outputs of the project aren’t the only elements designed with preparedness in view. Its delivery was crafted with agility in mind. The project has been shaped to achieve its objectives while building the responsiveness, adaptability and flexibility of educational activities against external disruptors such as the COVID-19 crisis.
It’s fair to say that SMARTEN walks the preparedness talk.
SMARTEN is a creative acronym for an equally creative project that was publicly launched on 18 March 2021 during Water Knowledge Europe. It stands for Serious gaMes for digitAl Readiness of waTer EducatioN. It focuses on innovative practices based on serious games in education, as it explores the subject of water. The project aligns with the European goals on environment and climate.
In order to deliver its goal, the project strives to support and enhance digital transitions in the fast-evolving education and water resource sectors. This is done to better adapt to pandemic and post-pandemic working conditions.
Those benefiting from SMARTEN represent quite a range of people. From students of water-related programs, and young water professionals, through to water educators in academia and industry, water society and the European community at large.
One of the intellectual outputs of SMARTEN is the Augmented Collaboration Toolkit. [Naomi Timmer,](https://h2o-people.eu/team-members/naomi-timmer/) the Director of [H2O People](https://h2o-people.eu/), led its design.
“GroupMap was included in the Toolkit as it supports the experience of both the facilitator and the participant,” offered Naomi.
“From the facilitator’s perspective, which is where I am most involved, the interface is simple and user friendly. This makes it accessible and easy to navigate.”
“The available templates are versatile and easy to customize. They are handy and can help to plan workshops as well as engage participants. The reporting process is performed automatically and communicates all phases of the workshop.”
“Using GroupMap is a real-time process that starts from an individual brainstorming to a group discussion to a final collective decision. This pathway promotes the bottom-up approach for decision making that is quite relevant to the pressing environmental and climate issues.”
From a user’s perspective, GroupMap leverages the participants’ voices and uses them as a base to move forward with the discussion to reach a final vision or decision. It is fun and interesting to see the different views converge or diverge in the grouping phase. GroupMap is a dynamic and interactive environment that maintains the participant’s attention.”
“All of these features encouraged us to incorporate GroupMap in the SMARTEN Augmented Collaboration Toolkit.”
In June 2021 Naomi led the online event [Human Capital: Collaboration in Digital Space](https://www.youtube.com/watch?v=QFD7C0HMr8w). The digital workshop showcased the range of collaborative tools included in the toolkit including GroupMap which was used in support of an exploration of the transformations needed in the water sector.
“The workshop was rich in interactive features,’ shared Naomi. “It leveraged digital collaboration for a more engaging, seamless experience to match live events.”
“It promoted the SMARTEN Augmented Collaboration Toolkit. Different digital tools were used to discuss topics related to online facilitation: Water-Food-Energy Nexus, and Deep Democracy.”
“GroupMap was used as a tool to facilitate collaborative brainstorming on leadership in the water sector which revealed the different needs and perspectives on this concept.”
Written with the kind support of [Naomi Timmer – H2O People](mailto:ntimmer@h2o-people.eu)
[Try it free today!](https://login.groupmap.com/new?cc=www-case-studies)
---
# Supporting ComTeam Group foster success through change
URL: https://www.groupmap.com/case-studies/supporting-comteam-group-foster-success-through-change/
When it comes to online collaboration, having a tool that caters to the needs of both participants and facilitators can be a challenge. Add in higher level requirements such as security, privacy and reliability, finding the right tool can be even harder. ComTeam needed to run virtual strategy workshops and to facilitate online meetings with their team. So they started a search to find a tool that was structured, easy to use and secure. They found GroupMap.
It was a recommendation from a colleague that convinced the ComTeam Group’s Philipp Zeikat to try GroupMap.
As a user of the online collaboration tool, Philipp’s colleague had firsthand experience of the benefits GroupMap offered. They had seen how little time was needed during a workshop for participants to familiarize themselves with the tool. They had also accessed and used the existing template library, and noted GroupMap’s templates offered a near-perfect match with the topics they were facilitating for clients.
With that in mind, Philipp signed up for a free trial to explore what more the tool had to offer. The rest, as they say, is history.
Neither Philipp nor ComTeam are strangers to the facilitation space. Far from it! [ComTeam Group](https://comteamgroup.com/en/comteamgroup-about-us/) is a consulting and training company with subsidiaries in Germany, Austria, Switzerland and Great Britain. They offer an impressive range of tailor made services designed to deliver effective change at both the corporate and personal levels. With its origins in facilitation and personal development, ComTeam are experts in leadership, change management, and cultural development. Their coaching and facilitation services include communication, decision-making processes, change projects, conflict resolution, leadership development and personal growth. They cater to a wide range of clients from public organizations through to leading medium-sized and large commercial enterprises.
## Before GroupMap
Prior to their adoption of GroupMap, ComTeam had identified opportunities for change with regard to their virtual sessions.
“For notetaking and brainstorming during online-workshops we were using shared documents, mostly based on the Office-365 suite,” offered Philipp. “So we wanted a tool that would ensure a transparent and up-to-date distribution of information during, and after the workshops. We also wanted to avoid the linear and versioned distribution of documents that can happen with email.”
Another requirement was an easy and cohesive way of creating separate workspaces for recurring events.
“The most important factor,” noted Philipp. “was the tool’s usability for both creators and clients. We didn’t want to have to spend a lot of time training participants on the ins and outs of the tool. We also wanted our creators to have a well-structured pool of resources they could use along with access control.”
GroupMap delivered on all of these requirements. Starting with virtual sessions and growing to include hybrid contexts, it’s the online brainstorming and collaboration tool ComTeam uses regularly to support client consultations and training, as well as internal strategy and brainstorming sessions.
## A highly intuitive tool
Compared to other online collaborative tools, Philipp notes that GroupMap offers a highly intuitive user interface. This is great news for facilitators who, with only seconds of explaining, are able to induct their clients as to how to use the tool. This means the focus of the session remains on the topic at hand.
Indeed, ComTeam’s facilitators adapted quickly to GroupMap. Used predominantly to support clients’ brainstorming sessions, when it came to using other features (such as grouping and voting) learning how to do so was quick and easy.
## Delivering workshop value
ComTeam’s online client workshops address a variety of issues. What they have in common is they all require a tool that supports the creation of solutions to complex problems.
ComTeam curates a workspace of templates designed to foster high-level conversations around strategy. Using those templates, facilitators guide clients through brainstorming and small group collaborative sessions to explore constructive approaches to individual cases.
GroupMap is also used to support the delivery of ComTeam’s internal strategy meetings. DIfferent features such as color coding and voting features are used to support the different aims of the meeting.
## Delivering client value
Both ComTeam and their clients have benefited from GroupMap’s reporting feature.
“This is especially useful,” said Philipp. “It gives our clients a record of exactly what they agreed on; what they said they would do, without us needing to compile an extra document. The proceedings of the workshop are generated by the workshop!”
Written with the kind collaboration of Philipp Zeikat, Project Manager ComTeam.
[Try it free today!](https://login.groupmap.com/new?cc=www-case-studies)
---
# Human centered stakeholder workshops excel online with the right collaboration tool
URL: https://www.groupmap.com/case-studies/stakeholder-workshops-excel-online-with-derby-museums/
Derby Silk Mill is widely regarded as the site of the world’s first modern factory.
Hannah Fox is the Director of Projects and Programs for Derby Museums, an organization that manages 3 public museums of art, history and natural history located in Derby, United Kingdom: The Derby Museum and Art Gallery, Pickford’s House, and their latest project, the Museum of Making located at Derby Silk Mill, an £18 Million development due to open in Spring 2021!
As an organization, Derby Museums uses human-centered design (design thinking) and co-production approaches to develop their projects, programs and activities with their communities.
To learn more about this approach you can read [DERBY MUSEUMS Human-Centered Design Handbook.](https://www.culturehive.co.uk/wp-content/uploads/2020/10/Derby-Museums-HCD-Handbook.pdf)
They also deliver online training for other cultural organizations that are interested in using human centered design and co-production approaches.
## Facilitating collaboration online
Collaboration is at the heart of Derby Museums’ projects. They work together internally as well as with external parties and use design-thinking tools to capture and prioritize the desires and needs of their communities and stakeholders.
Before the pandemic, most of Derby Museums’ development sessions and workshops took place face to face and were facilitated through flip charts and post-it-notes… **lots of post-it-notes!**
As many companies have in recent times, Hannah needed to take Derby Museums’ activities into the digital space and required a platform where they could facilitate their sessions online. The need to transition to a new modality for what had been outcomes driven by human contact meant that processes had to be re-engineered and meeting tools used to ensure that the values, outcomes and methodologies of Derby could be maintained, if not enhanced.
## Finding the right collaboration tool for remote teams
It was important for Hannah to find a platform that could offer a choice of tools for collaborative human-centered design brainstorming and thinking. She also needed the collaboration tool to be intuitive, flexible and able to provide a great experience for both the facilitator and participants, with the massive price tags and steep learning curve.
Before finding GroupMap she had tried other collaboration tools, but found they were either too restrictive, with limited ways to engage, or too open, which led to participants interrupting each other’s contributions and as a result the experience became messy and the session less effective.
‘**I’ve been looking for a great digital platform that allows us to do similar things online as we do in person – brainstorming, empathy mapping, journey mapping etc. and have tried several – Miro, Mural, Google Jamboard etc. and I think GroupMap is by far the best user experience**‘. – Hannah Fox
## Workshop facilitation tools and techniques
Derby Museums have been using GroupMap to support them in their Museum of Making project.
They have conducted a wide range of collaborative development sessions with staff, volunteers, and stakeholders in groups of between 10 to 50 people. These sessions were conducted through a range of virtual meetings and workshops and a range of activities and techniques were supported.
These included:
- General Brainstorming
- Empathy Mapping
- Value Proposition
- Stakeholder Mapping
- Program Design
- Project Development
- Teaching
Empathy Map with GroupMap
### Hannah's GroupMap experience
‘**GroupMap provided an invaluable collaborative tool that allowed facilitators to plan and deliver sessions effectively, enabling the journey mapping of sessions ahead of time and creating ways to run a workshop and gather insights that seamlessly enabled collaborative thinking. The participant experience was enjoyable, interesting and fun!**‘ – Hannah Fox
Hannah was impressed by the abundance of templates GroupMap provides to help get you started, noting that they were very relevant and hugely useful.
Hannah also reflected that the ability for the group to brainstorm and generate lots of ideas quickly in GroupMap had been particularly useful.
As a facilitator, being able to see who is contributing enabled her to offer prompts to support the quieter contributors to increase overall engagement and participation.
She received great feedback from the participants of her development sessions with the most common compliments being how intuitive and easy it was to use the platform.
‘**Really enjoyed the session you ran using GroupMap – it was a fantastic way to collaborate!**’ – Meeting participant
Value Proposition with GroupMap
## GroupMap: supporting organizational outcomes
For Derby Museums, GroupMap has been a huge success, helping them achieve their organizational outcomes of:
- Collaborative planning
- Human-centered design and co-production activities
- Sector teaching opportunities
‘**At last, a platform that supports the way we think and gives us a fantastic digital space to develop ideas and collaborate with others! It helped us take our normal project planning and in person activities online during the pandemic, but will continue to be a hugely useful addition to our resources once a little bit of normality returns.**’- Hannah Fox
Derby Museums will be continuing to use GroupMap for planning and developing their internal projects, as well as externally to engage with partners and communities in developing ideas, gathering data and for delivering workshops and activities. These partners include corporations like Rolls-Royce, as well as museum organizations internationally.
## Want to try GroupMap as an online brainstorm tool?
[Schedule a demo](https://calendly.com/groupmap/groupmap-demo) with a GroupMap team member at a day and time that suits you best or have a go of our easy to use, supported online brainstorm tool for [FREE for 14 days](https://login.groupmap.com/new?cc=www-case-studies) today.
---
# How the Business Model Canvas and Pestle analysis helped businesses pivot during COVID-19
URL: https://www.groupmap.com/case-studies/business-model-canvas-and-pestle-analysis-help-business-pivot/
Morehouse College Innovation and Entrepreneurship Center [(MIEC)](https://mcecenter.com/) is a unit of Morehouse College, a historically Black, private liberal arts institution for men located in Atlanta, Georgia. Its focus is to educate men who are intellectually, socially and morally equipped to meet the challenges, and opportunities of their professions and communities. Noted Alumni include 16th U.S. Surgeon General David Satcher and Academy Award winning filmmaker and director Spike Lee.
The MIEC is a global model for higher education and industry collaboration that connects education with student leadership development, and community-focused resources and support. MIEC runs a program called the Accelerating Growth Activator’s Program ([AGAP](https://mcecenter.com/)). This program consists of business owners participating in bi-weekly sessions focused on Leadership Development, Marketing, Sales, Finance, People Management, and Securing Capital.
It is a 24-week program designed to be the catalyst to support businesses in securing funding that ignites economic growth by exercising strategic agility, procuring new customers, expanding market share, and increasing jobs.
Business Owners receive 1:1 coaching by Subject Matter Experts and participate in Executive Round Table discussions.
We asked the Program leaders Danita Harris to share insights into how they used GroupMap to help them achieve their goals in this amazing entrepreneurial program and how they helped their students build entrepreneurial capacity and knowledge. This is what they had to share.
AGAP Launch Event
## Choosing an online brainstorming tool for student engagement
“We needed a collaborative brainstorming tool that allows our business owners to capture information throughout each of the sessions. These sessions were aimed to help them develop their strategic plan, capabilities statement, sales pitch, and growth plans. We selected [GroupMap](/) as a collaborative online brainstorming and meeting tool to support the Accelerating Growth Activator’s Program [(AGAP)](https://mcecenter.com/). This would allow our coaches and subject matter experts to guide and facilitate sessions with each business owner, offer an organized way to collect their ideas and inspirations and help them refine their business models”.
“GroupMap offered over 80 easy to use customizable templates and the ability to set up a workspace for each of our businesses. Each business leveraged their workspace to collaborate with other business owners in the program and/or share with their respective teams. We primarily used two templates to support our needs: PESTLE Analysis and Business Model Canvas to support the goals and outcomes of the program”.
## PESTLE analysis
Business Owners leveraged the Pestle Analysis to document Political, Economic, Social, Technological, Legal and Environmental factors that impacted their business and industry. This interactive template was most beneficial in capturing the impact of COVID-19 on the businesses who found the online tool to be easy to use. They also used the reporting function to download and share the map. This environmental scan and understanding of the changing business landscape served as the foundation for developing their business model canvas and overall strategy.
Below is an example of a business owner’s Pestle Analysis.
By completing the PESTLE analysis, each of the business owners had a clearer understanding of the business environment and could assess how each of these factors could directly or indirectly affect their business which would inform the next stage of completing their business model canvas.
## Business Model Canvas (aka Strategic Canvas)
The second template business owners leveraged was the Business Model Canvas. To meet our needs, we renamed the Business Model Canvas to the Strategic Canvas as it served as an agile approach for strategic planning. The Strategic Canvas consisted of nine boxes that captured the business’:
- Vision Statement/Value Proposition
- Pestle Trends
- Customers
- Assets & Partners
- Key Activities
- Key Resources
- Marketing & Engagement Strategy
- Cost to Launch
- Expected Revenue
The Strategic Canvas is only a few pages compared to an overloaded Strategic Plan that usually ends up on a bookshelf and rarely executed. Having the ability to use the Strategic Canvas to leverage a more agile approach to strategic planning was most beneficial to the canvas.
Also, because of the online functionality, updates can easily be made to the Canvas, and it becomes a LIVING document. It is a succinct, precise way to capture information needed to create a Capabilities Statement, Sales Pitch, Growth Plans, and many other uses. It can easily be shared with potential investors, employees, potential partners, and shareholders versus the traditional business plan.
Feedback from business owners included
1. Online centralized collaborative platform
2. Ease of Use
3. Invaluable tool to narrow down to a core actionable idea(s).
It is recommended that the novice user set aside time to explore the many features GroupMap has to offer. Businesses can directly contact GroupMap to get answers, learn more about plans and even give suggestions for future templates.
## GroupMap and MIEC: bridging the gap in facilitating collaboration online
While the sleek and sophisticated designs can seem somewhat intimidating at first glance, we found GroupMap to be extremely user friendly. The templates were already created, and Business owners were able to successfully leverage GroupMap and effectively use the Pestle Analysis and Strategic Canvas.
GroupMap’s customizable and user-friendly templates are directly in line with MIEC’s need to have an online
Collaboration tool for business owners, and are great for remote or distributed teams.
[Try Out GroupMap Now](https://login.groupmap.com/new?cc=www-case-studies)
---
# Remote brainstorming and collaboration tool helps to enrich engagement and learning
URL: https://www.groupmap.com/case-studies/remote-brainstorming-and-collaboration-tool-enriching-engagement-and-learning/
*With the aim of improving the way their community discusses complex issues in order to arrive at better decisions, the Colorado State University* [*Center for Public Deliberation*](https://cpd.colostate.edu/) *is an impartial resource for the local northern Colorado community, that is able to assist local government, schools, and community organizations in problem-solving key issues.*
*Core to the CPD’s process is working with partners to invite those affected by the issue ‘into the room’ where students trained in small group facilitation guide participants through sometimes challenging conversations.*
*So, what happens when no one is leaving their own home let alone stepping foot into ‘the room’?*
*As a result of the pandemic, like many other organizations, the CPD needed to quickly pivot and take those conversations online without eroding their effectiveness.*
[*Professor Martin Carcasson*](https://www.libarts.colostate.edu/people/mcarcas/)*, the Director of the CPD and a Communication Studies academic, shared with us how he and his team used GroupMap to embrace the challenges they faced and realized the opportunities offered by online facilitation with GroupMap.*
Since 2006 the CPD has served its community through its efforts to enhance local democracy. They work with their city and county governments, school districts, and community organizations to increase the capacity needed to address difficult shared problems, and elevate the overall quality of conversation and engagement regarding those issues.
It has done so by creating open spaces for citizens to come together equipped with information and skilled facilitators to explore important issues relating to community problem solving and public decision making.
The CPD trains Colorado State University undergraduate students as facilitators; their team of 30 can turn an audience of around 100 participants into small groups, thereby paving the way for vastly different conversations to take place and avoiding the problematic experience of participants speaking one at a time at a microphone and simply talking past each other.
Prior to the COVID pandemic, the majority of the CPD’s small group discussions happened in person.
“Covid obviously forced us to quickly adapt and move online,” said Professor Carcasson “though, as a silver lining, it fast forwarded everyone’s comfort with online meetings, so it actually opened up a lot of opportunities for us”.
“As we looked into various options of software to use to assist with our processes once we moved online, we learned about GroupMap, and it seemed the best fit to what we needed.”
“I came across GroupMap in two ways at about the same time. I was helping a local facilitator, Chris Hutchinson of the Trebuchet Group, with a project, and he used GroupMap. I also had a graduate student with the CPD do a project last semester exploring various online platforms for synchronous engagement which led to the [NCDD Online Engagement Showcase](https://qiqochat.com/e/YYvWXrZRGwPpnKUDCvXbOnggs/KZUgbNkhYhxcxWJiPvrdCwRCt). GroupMap was one of the platforms that participated in that event.”
## Easier group discussions that deliver deeper engagement
In addition to making the online transition easier, GroupMap helped address other challenges associated with group engagement.
“The problem with small groups, however, is you are limited in the natural diversity (demographic and viewpoint) of the group, and participants are always curious what is going on with the rest of the participants.”
Prior to their use of GroupMap, the CPD used an audience response system during in person events whereby participants submitted responses to questions using a small handset. To connect the large group and small group processes, multiple choice questions were posed that the whole group could answer and then respond to in the small group. However, this approach was limited to the multiple choice format.
The CPD then switched to an online service that used participants’ smart phones, which meant participants could respond to open ended questions. Although this allowed the CPD to move beyond a multiple-choice structure, the response flow remained rigidly one-way.
## Meaningful online conversations
“As we moved online, we saw GroupMap as a much more flexible and interactive version of this. It allows us to not only get input from the large group, but people can also comment on each other’s ideas, as well as voting and prioritizing those ideas”.
Professor Carcasson’s work aims to allow people to express their opinions, then interact with each other’s ideas and work to elevate those that are stronger. He notes that while GroupMap facilitates both of these endeavors, he perceives the second is crucial.
With this in mind, Professor Carcasson aligns his group and map management to bring the greatest value to his discussions.
“We have successfully used GroupMap with Zoom breakouts to have small group discussions with multiple groups on the same map.”
“We like small discussion groups of around six to eight, but GroupMap groups of around 40, so maybe five to six small groups per map. We have student facilitators in each group helping explain things and spark discussion, while a separate facilitator watches the map. We have run some processes with 120 people, so we had numerous small groups but four separate maps. It enabled us to collect wonderful ideas and get have people prioritize and engage.”
“One map template I’ve created and used a lot is a Polarity Map, based on the work by Barry Johnson. GroupMap has been very helpful for me to help people create polarity maps and for me to have a place to brainstorm and refine my maps.”
“GroupMap helped participants see more ideas from the entire room – not just those generated in their small group – while also likely working better for introverts that prefer to write than speak. I think that is a critical aspect of GroupMap, since most of our processes are inherently biased toward extroverts that like to think out loud and can dominate processes. GroupMap provides some nice balance to that situation.”
Overall, GroupMap has had a positive impact on the work of Professor Carcasson and his team.
## Enriching learning with asynchronous collaborations
Professor Carcasson has continued to innovate with GroupMap.
“In terms of my teaching, GroupMap has been very useful to integrate synchronous and asynchronous work. I like to have my students engage the readings between classes and start the conversation online, so then our in-class discussions can be much richer. Doing that well has always been a challenge, and GroupMap has provided new strategies that have worked very well so far.”
“One other thing we’ve done that I really liked that GroupMap facilitated was engaging alumni of our program (or, alternatively, allowing people not at the initial meeting to react to and contribute to an exercise). We have a facilitation training exercise in which students react to a variety of problematic statements and design a response to reframe them. We used GroupMap to collect the initial ideas and have people respond or talk through them. I was also able to send the link to our alumni through social media, which allowed them all to engage.”
The CPD has found the response to GroupMap has been very positive.
“The fact that people can publicly see the information and can be sent a view link afterwards to engage it is also important to transparency.”
“Students have enjoyed GroupMap because it is a significant improvement upon writing a paragraph response on the reading at the course website. I use a single map to ask questions like –
- What is something that you want to talk about more?
- What is something you disagree with or want to push back on or didn’t make sense?
- What is something that gave you an Aha moment during the reading?
- What questions do you have?
Students populate the four questions between classes, and the night before, I ask them to all rank which responses they most want to discuss in class. I use that ranking to finalize the class discussion and process.”
GM Written with the kind collaboration of [*Professor Martin Carcasson*](https://www.libarts.colostate.edu/people/mcarcas/) *Director of the CPD.*
---
# Hackathon brainstorming and team judging
URL: https://www.groupmap.com/case-studies/case-study-hackathon-brainstorming-and-team-judging/
GroupMap was used as the collaborative idea management tool for teams to create new marketing ideas using the lean model canvas and as an online competition judging software so that judges could score the team pitches in real-time. The Curtin University Marketing Hackathon was a 2-day event held at Technology Park. High school students, current undergraduates, and professional marketing gurus came together to brainstorm innovative new ideas to improve student attraction and retention.
Kicking off was a spread of ideas from student festivals through to a make your own “course”, teams then formed comprised of a minimal of 3 skill sets along with the founders.
Hustlers (someone who has professional industry experience) hipsters (the creative types able to expand upon ideas and generate content) and hackers( the programmer and/or website-maker of the clan), combined with an honorary high school student create a dream team of mixed superpowers (special skills and talents).
But how do you coordinate the diverse views and conflicting views to create a more consensus approach? With time ticking, it was important that each and every person in the team was focused in the same direction.
Using the Lean Model Canvas as the foundation – with a small tweak customized to suit – teams rapidly planned out their plan of attack, consolidating their idea.
Teams could plan their approach, share this with their mentors and test which assumptions they needed to most validate.
“Using the lean canvas on GroupMap was a really handy tool that allowed our group to systemize our strategy. It helped us find our feet using the template as a guide as it was really easy to go astray,” said Sean Eamer – current student and Hackathon participant. “We had to deconstruct our grandiose business idea into smaller pieces and proved to be a good way to go through and re-evaluate things.”
The next 48 hours was a fun, intensive and grueling event, with pivoting of ideas, validation with key customers and reaching out to people online, face to face and in classrooms.
Finally, it was time for teams to pitches. Judges representing internal departments, agency partners and student representatives provided feedback and scores against criteria, in real time, using GroupMap as a contest judging software.
We obviously can’t share what the winning ideas were, but congratulations to the winning teams from both the judges and from the People’s vote. We wish you a truck load of success as you move to the next phase of bringing these initiatives to life.
So why run a Hackathon and how do you smash out amazing outputs over 2 days? Here’s what some of the judges had to say about the event. Read the [full story on Curtin University News](http://news.curtin.edu.au/media-releases/innovation-the-key-at-curtin-marketing-hackathon/).
“We use startup methodology and processes to rapidly test some ideas on our customers, generate break-through thinking…. We were able to accelerate the design and development of new ideas over two days to such a degree that we had multiple test websites built, channel plans developed and initiatives practically ready to launch.”
*Ty Hayes (Chief Marketing Officer)*
“The diversity and quality of ideas generated demonstrated how a traditional marketing problem can be resolved quickly and effectively across a broad range of marketing platforms using innovative thought processes.”
*John Discoll (CEO at Marketforce)*
“With the university sector increasingly targeted towards online learning environments it is vital we maximize our use of emerging technologies and processes to become a recognized international leader in research and education.”
*Valerie Raubenheimer (VP Corporate Relations)*
## Feeling inspired to run your own hackathon?
We thought we would share a few learnings and tips.
### 1. Support from the top
It’s great to have energy on the day. In fact, the participants bring this with them. But the message from decision-makers and leaders is about supporting both the wins and fails of the day and nearly shouting out from rooftops about why they are supporting the event. The last thing you want is a room full of personal mental blocks full of people worrying about what they need to get done by as part of their day to day job.
### 2. Space matters
Over cater just by a little, don’t skimp on the coffee, keep the brain health and don’t forget the right levels of cush for the toosh. Whether it’s bean bags, sound bytes or a good dose of fresh air, make sure both the devices and participants are juiced up and ready for action.
### 3. Structure for synergy
Using collaborative software to allow for the pollination of ideas. Set the ground rules but don’t be an administrative nazi. Give people space to think but capture things quickly and encourage quick but effective decision making so that they can get on with validating the idea. Use team voting to get past blocks. Coach mentors to be add ons. They should offer direction, not just critique. Finally set a few milestones to keep teams on track.
### 4. Start with the end in mind
Okay, so this is a concept espoused by Steven Covey, but it applies even in the world of Hackathons. With limited time frames, teams need to focus on the key action points that will drive the greatest value and aim for a particular outcome by the end of the session. The judging criteria will drive behavior and so it makes sense to create the context about how teams will be judged on their final outputs. Making sure your criteria meets the goals of the event. Think of this way…imagine the perfect demo and then work backwards from there.
### 5. Give feedback to teams and plenty of it
Whether or not your judges scribble things on little bits of paper or a worksheet, or use a real-time judging software, the key thing is to get that feedback to the actual teams. They have worked hard, and if there’s no feedback, there’s no learning. And isn’t that the whole point? Of course, we would recommend you open it up to the audience to give feedback to teams. The worse teams have the most to improve so every piece of feedback matters. Take a peek at what happened.
Want to use online brainstorming or competition judging software at your event? [Get in touch with us](mailto:info@groupmap.com).
---
# Check out these facilitation techniques by award winning facilitator
URL: https://www.groupmap.com/case-studies/andrew-huffer/
Andrew Huffer runs facilitation, community engagement, team development, and training consultancy that supports government, business, and community organizations to do their best work.
## Group Map case study – Andrew Huffer
**Who is Andrew Huffer?
**His work takes him from Broome to Launceston; Perth to Port Moresby, Albany to Auckland. Wherever you are, he and his team can be on your patch, working with you to get the results you need, when you need them most. Andrew Huffer is the proud recipient of the *2015 Australian IAF Global Facilitation Impact Award.*
**1\. What was the event, meeting or objective you were using GroupMap to resolve?
**
The Australian Dairy Leaders Alumni Forum
**2\. What were the details of the event in terms of size, name, and location? Is there a link we can refer to?**
A national gathering of over 50 leaders from across the Australian dairy industry, held in Melbourne in December 2015. The summit enabled participants to identify how they would invest in their community, their industry, and importantly – themselves. Involved facilitation of interactive, speaker, panel, and workshop sessions and a program debrief with the planning team.
**3\. What was the main challenge you wanted to resolve?**
Sharing multiple views and solutions across a range of topics with over 50 participants in less than 90 minutes.
**4\. In what way/s did you use GroupMap?**
Participants chose one of four topics to work on within a break-out group. Each group identified three BIG ideas to develop to provide leadership to their community or industry in relation to the topic.
**5\. What was the response from the audience?**
Very positive, especially in the reporting back session.
**6\. What outcomes/output did you achieve from using GroupMap?**
GroupMap allowed more time for discussion of the topic as the reporting back time was much more streamlined. The information recorded was exported straight into the workshop report that the client had delivered to them within 24 hours.
**7\. Is there anything else you want to say to people considering using GroupMap for themselves?**
If you’re using GroupMap, you still need to plan sound, simple, and logical facilitation processes. With reasonable planning (and a decent wifi connection) it will give you loads of flexibility in capturing and sharing individual and group ideas.
[Read Andrew Huffer’s full blog about GroupMap Here!](http://www.andrewhuffer.com.au/facilitation/facilitation-tool-kit)
> It’s a great alternative to the omnipresent flipchart paper that can often bring groans of ‘you’re making us work’ when they’re rolled out in a workshop.
>
> ANDREW HUFFER | Andrew Huffer and Associates
---
# Case study: Tuna Blue uses innovative facilitation tools to engage stakeholders
URL: https://www.groupmap.com/case-studies/tuna-blue-facilitation-using-groupmap/
Tuna Blue Facilitation supports groups to make their best decisions together by providing tailored facilitation processes paired with innovative digital technology.
## Group Map case study – Tuna Blue Facilitation
**Who is Tuna Blue?**
Tuna Blue Facilitation supports groups to make their best decisions together by providing tailored facilitation processes paired with innovative digital technology. It’s an approach they call Long Haul Facilitation and it’s been refined in 1,300+ workshops with Government, community, and corporate groups in a diverse range of sectors. Always ready for the long haul, Will and Bevan at Tuna Blue have worked across Australia and the Asia Pacific to help groups get the buy-in and engagement they deserve.
**1\. What was the event, meeting, or objective you were using GroupMap to resolve?**
Stakeholder review of the Model of Care for Palliative Care in Western Australia.
**2\. What were the details of the event in terms of size, name, and location? Is there a link we can refer to?**
Over 100 passionate stakeholders (primary and specialist care, allied health, consumers, etc.) at a one-day forum in Perth, WA plus a further 13 regional and remote representatives via Webinar later in the month.
**3\. What was the main challenge you wanted to resolve?**
How to gain really focused and pragmatic input on changes to the Models of Care from a diverse range of expert stakeholders in a way that allowed everyone to have a voice but reached some pretty clear consensus before 4 pm.
**4\. In what way/s did you use GroupMap?**
We created a number of maps for the different workshop sessions throughout the day:
- A ‘Burning Issues’ session straight upfront, within 3 mins of the forum beginning.
- A service delivery ‘Gaps and Solutions’ session with the solutions specifically linked to particular gaps through the use of the comment function.
- A ‘world café’ style session focused on the 5 priority areas for review within the Models of Care, and
- A shared 10 year Vision session.
**5\. What was the response from the audience?**
We worked in collaborative mode and the participants loved the ability to discuss and enter their views in small groups plus build on other groups’ input. Most of all though, they were astonished that a level of consensus could be reached with 100 people present and that they could leave at 4 pm with a good idea of the overall strategic direction and a clear head. The sponsor closed the forum by saying ‘after running things this way, I don’t think we can ever go back to butchers’ paper and texts, this absolutely changes how engage’.
**6\. What outcomes/output did you achieve from using GroupMap?**
With the wealth of input from the GroupMap sessions and plenaries, we developed a detailed Outcomes Report for the client to guide their review of the Models of Care with the smaller Steering Group. At a deeper level, the stakeholder group was engaged and felt a greater sense of ownership over the changes to the Models of Care that will affect their daily work and their patients.
**7\. Is there anything else you want to say to people considering using GroupMap for themselves?**
We always stress to participants that GroupMap is the technology but the discussion between people is the really catalytic part, where change will occur. So make sure you’ve designed some robust facilitation processes to coincide with GroupMap and you’ll be sweet!
[Read more about Tuna Blue’s mission statement here!](https://www.tunablue.com.au/about)
### “GroupMap has fundamentally changed the way we do business. As a facilitation consultancy that spent the last 20 years on butchers’ paper, GroupMap has met a real need for ourselves and our clients. Plus it’s made us review and refresh the way we facilitate workshops.”
**Will Bessen, Tuna Blue Facilitation**
---
# Case study: AHCWA uses interactive tools to facilitate engaging workshops
URL: https://www.groupmap.com/case-studies/how-to-use-facilitation-tools-to-create-engaging-workshops/
## Setting the scene
Aboriginal Health Council of WA (AHCWA) is the peak body for the 22 Aboriginal Community Controlled Health Services and was looking to engage their delegates with interactive facilitation tools at their conference.
The conference involved sixteen wonderful presenters discussing subjects ranging from environmental health issues to sexual health and social issues. 12 engaging workshops over 2 days involved key stakeholders from healthcare professionals to community members to policymakers. GroupMap (workshop facilitation tool) captured thoughts, opinions, and potential solutions from over 250 participants in real-time. Read on to find out how.
## How were the workshops run?
Each workshop began with a presentation and a short discussion involving the workshop issue. After discussion, the audience broke up into groups, with each table having a digital scribe to record thoughts and comments onto a private map.
Each table was able to contribute in real-time, as well as comment and vote on ideas they felt most strongly about. As participants did so, the results were displayed via projector for the whole room to see.
As the workshop progressed, it was great to see the culmination of the room’s ideas and audience response captured and displayed front and center. Participants brainstormed what issues currently exist, what are the gaps, what has worked well, and what needs to be done.
This ultimately culminated in a group discussion on concerns relevant to the group, with a range of possible solutions to propose to the government.
## Top 5 takeaways for conference planners
1. ### Driven by audience feedback
Feedback from last year’s conference saw a need for more audience interaction and contribution and this was the driving force behind this year’s workshop structure. The engagement was semi-structured with a lightning presentation on a key topic, grouped table discussion which was captured, shared, and discuss with the whole group in real-time, followed by questions and comments from the room.
2. ### Ask the right questions
The questions you ask direct the minds of participants and guides discussion. In this case, the questions were focused on what are the existing gaps, and what solutions or steps should be taken. Clear and concise questions acted as signposts and made it difficult to wander off-topic.
3. ### Using interactive workshop facilitation tools
Collaboration is time consuming when people have to take turns speaking. Interactive facilitation tools (in this case GroupMap) allowed workshops to rapidly collect and store ideas in order to dive right into the discussion. As ideas were shared on the big screen, all the views in the room could be seen and added to the goals of the event.
4. ### Mix it up
The conference also showcased a musical number from an Indigenous Youth Group, inspiring storytelling, and a plethora of different topics.
5. ### Following through
Often we go through all the hard work and forget to capitalize on our efforts. Collating all the sticky notes can be too daunting a task. As there were separate reports for each topic and workshop, this could then be easily reviewed and an action list created.
## What was the reaction?
It was great to see everyone engaged and enjoying the workshop collaborations. Workshop facilitators were able to customize how the audience interacted with GroupMap (in this case mainly through voting on the most important ideas and issues) leading to a more effective and focused discussion. Having a real-time brainstorming tool allowed people to share their ideas and to have this captured in real-time.
Having concluded the interactive workshops it was time to wrap things up with a review of everyone’s comments and ideas. The facilitators printed off their reports during the morning tea break, and shortly after the group as a whole enjoyed each facilitator’s presentation on what workshop participants had to say about the issues at hand.
## Looking for more?
Inspired to use GroupMap at your next conference? [Start your free trial today](https://login.groupmap.com/new?cc=www-case-studies), and if you need help or have any questions **[get in touch with us](/contact-us/).**
---
# GroupMap: A collaboration tool supporting community leaders to continually succeed
URL: https://www.groupmap.com/case-studies/groupmap-collaboration-tool-supports-community-leaders/
## 100% clear on “what’s next?”
Andrew Huffer is a Principal Consultant for [Andrew Huffer and Associates](https://www.andrewhuffer.com.au/) – a facilitation, community engagement and team development specialists focused on helping team members to be 100% clear on ‘what’s next?’
Andrew’s main role is in program design and development and facilitation. As a recent [GroupMap](/) Certified Digital Facilitator and user for over five years, Andrew has used the online brainstorming and collaboration platform with up to 35 clients, to deliver 100+ workshops.
Recently, Andrew was engaged to facilitate the Community Leaders – Stepping Up and Stepping Out Forum. The workshop aimed to challenge participants to consider how they can step out and step up to support their communities once their leadership programs finished.
The forum was hosted by the Victorian Regional Community Leadership Program (now known as Regional Leadership Australia).
The intended outcomes of the forum were:
- Gain exposure to strategic thinking beyond the group’s own localities
- Use insights to broaden the group’s leadership capacity
- Expand the organization’s leadership support base
## A collaboration tool for face-to-face and digital facilitation
Over 80 people attended the forum which was held concurrently with participants in Melbourne and Canberra (where a program group was visiting Parliament House). Andrew and his team used a participative approach for the forum to:
- Share insights from experienced leaders
- Understand the potential impacts of regional population growth
- Consider future opportunities for regional leadership
Over his many years and experiences in delivering and facilitating workshops, Andrew found that a face to face setting presented a challenge of laboriously tracking and managing participant input using paper-based tools (flipcharts, templates, post-it notes etc.)
Documenting reports was time-consuming and arduous.
Meanwhile, in the online space, Andrew discovered there were a few tools available, but they were mostly focused on project management or very ‘clunky’ to use from a design and participant perspective.
## GroupMap: supporting facilitation
Five years ago, in 2015, Andrew was introduced to [GroupMap](/) by a colleague who was really into tech-based approaches to facilitation.
Andrew’s overarching goals for an online collaboration tool included:
- Easy to use and navigate for participants and facilitators alike;
- Template-based;
- Suited and enhanced facilitation digitally, face to face or in a hybrid situation.
## Collaboration tool for better engagement
Throughout his years of using GroupMap, Andrew indicated that he has seen many benefits the online collaboration tool brings to achieving outcomes for facilitated workshops, conferences and meetings.
At the recent Community Leaders – Stepping Up and Stepping Out Forum, Andrew designed the workshop so that participants worked in breakout groups in both locations to undertake a Wave Analysis to identify:
- New Edges Emerging Trends, and,
- Established Norms and Dying Practices in regards to regional leadership.
Participants then identified a ‘big idea’ that they wanted to implement and used the [action planning feature of GroupMap](/features/) to outline how they will make it happen.
> ***“With participants being split across two locations and most using Group Map for the first time, it was important that the workshop process and steps were clear,” said Andrew.***
>
> ***“Being able to outline the objectives for each workshop step within GroupMap templates made this easier. Group Map is also fairly intuitive and simple to follow for most users.”***
>
> ***“For displaying results and reporting it’s easy \[in GroupMap\] to zoom in and highlight different elements of each map. The templates are fantastic for design purposes.”***
## Loved by facilitators and participants
Over the years of using GroupMap, Andrew has noticed that his participants loved how easy it is to use. This often led to participants seeing the potential for using GroupMap to further collaborate more meaningfully with their own teams and community stakeholders.
From his recent Community Leaders – Stepping Up and Stepping Out Forum, Andrew noted how GroupMap also provided an effective tool to enable meaningful participation amongst participants concurrently across multiple locations.
> ***“My client was very happy that we had a robust tool to enable this \[forum\] to happen. With the participants doing the documentation, I could focus my efforts on checking in with the groups to help them where needed.***
>
> ***“Being able to see outputs generated in real time is a great way to check in to see if groups are ‘on track’.”***
The forum resulted in several initiatives identified for participants to implement that will benefit regional communities as part of their leadership programs.
## Andrew’s GroupMap and digital facilitation tips!
Andrew has also kindly shared his digital facilitation and GroupMap use tips that focus on making sure that any virtual workshops, activities and meetings are even more engaging and effective than ever.
### Digital facilitation tips
Andrew has created a series of videos focused on sharing his online facilitation learnings. In this [video](https://youtu.be/t_8jh3ERNjM) titled: “One percenters to keep your participants engaged,” Andrew shares top tips to help keep your participants engaged and productive throughout your online workshop.
Some of the best practices we love:
1. Make more effort to keep your events engaging.
2. Deliver in shorter blocks of time than you would face to face
3. Think of ways to incorporate non-screen based activities
4. Focus on the core elements of (1) tapping into the diversity of the group (2) helping it
5. to do its thinking and (3) deliver outcomes
### GroupMap: Collaboration tool tips and tricks
In his five years of using GroupMap, Andrew has certainly picked up a lot of learnings and tips and tricks for using our online collaboration platform.
Here’s some he has shared:
1. Design your Group Maps to match the purpose and outcomes that you’re trying to achieve (not the other way around). There’s plenty of templates and design options in Group Map to enable this.
2. It’s also best to keep processes reasonably simple when you start or for people new to the online space. Ideally it’s great to have scribes or co-facilitators working with breakout groups to help them stay on track where needed.
## Try GroupMap for your next engaging meetings, workshops or events!
Thank you Andrew for sharing your GroupMap journey, story and learnings with us. If you’re a facilitator like Andrew or belong in a team who are looking for a more engaging and effective way of brainstorming, [try GroupMap today, FREE for 14 days.](https://login.groupmap.com/new?cc=www-case-studies)
---
# Lucid Meetings uses GroupMap to deliver best online collaboration
URL: https://www.groupmap.com/case-studies/lucid-meetings-uses-groupmap-as-an-online-collaboration-tool/
## Successful meetings everyday!
[](https://www.lucidmeetings.com/about)
[Lucid Meetings](https://www.lucidmeetings.com/about) is an innovation meeting company, focussed on helping teams run successful meetings everyday.
The Lucid Meetings team focuses on the underlying systems that make successful meetings a regular part of your organization’s culture – being agenda management reliable records.
The organization’s educational programs also helps teams design and lead successful everyday business meetings.
Elise Keith is the founder and CEO of Lucid Meetings and has been using GroupMap to enhance collaboration in public educational events and private training programs.
> ***“Lucid Meetings helps thousands of teams worldwide run successful meetings every day,” explained Elise.***
>
> ***“In 2020, Lucid Meetings was recognized as*** [***one of the top-10 global influencer brands***](https://web.archive.org/web/20240516171504/https://onalytica.com/wp-content/uploads/2020/03/Remote-Working-Report.pdf) ***on the topic of remote work and virtual meetings.”***
## The search for an online collaboration tool
Elise had wanted to find an online collaboration tool to support brainstorming, sensemaking, and decision making activities for large groups.
> ***“The free tools I’ve used–like Google Slides or Jamboard-lack the features and power needed to make it easy for large groups to get right to work, through no fault in design because that’s not what they were built for,” commented Elise.***
>
> ***“Many other visual collaboration and decision support tools require lots of setup, time during the workshop for training participants, or they don’t produce usable results you can work with later.”***
## Hitting the sweet spot with a group collaboration tool
Elise found [GroupMap](/) when first researching online brainstorming and decision support software to integrate with Lucid Meetings platform in 2015.
Her [thorough research](https://blog.lucidmeetings.com/blog/25-tools-for-online-brainstorming-and-decision-making-in-meetings) is well documented and initially looked at 25 tools for online brainstorming and decision making and has now been updated to 35 tools.
> ***“Five years later and after comparison to many, many others, GroupMap remains my favorite for most educational workshops,” said Elise.***
>
> ***“In my opinion, GroupMap hits the sweet spot. Participants find it easy to use with minimal instructions, it supports the multi-step processes I need to run, and it gives me useful data afterward.”***
## Using GroupMap for collaborative brainstorming courses
Elise and the team at Lucid Meetings recently conducted a public, online event, exploring “Meeting Technology.” The event included a deep dive with Scott Wharton, the VP and General Manager of [Logitech Video Collaboration.](https://www.logitech.com/en-au/video-collaboration.html)
In this event, participants used the [brainstorming functionality of GroupMap](/features/), a variation on polarities and a variation on nine windows.
Online collaboration occurred in a GroupMap workspace that Elise had set up (see below) with three brainstorming sessions.
A customizable template was used to create the three brainstorming sessions for this Lucid Meetings event – starting with a polarities exercise below.
This was then followed by a four and nine windows template where participants can type in their ideas, comment on others’ thoughts and also vote using the thumbs up functionality.
## A solution for meeting facilitators
Elise noted that the recent online event on “Meeting Technology” using GroupMap as an online tool brainstorming was well received.
> ***“After the event, several facilitators said they’d check it out, because it was slick.”***
Elise also commented that GroupMap supported the focus on Lucid Meetings events, which are on the ideas and content, not the technology itself,
> ***“Most of my participants didn’t say anything about GroupMap at the event, which is actually perfect. When we use other tools, we often get many comments about either challenges they’re having, or remarks about how much work it looks like we did to set it all up.”***
>
> ***“For public events, I don’t want my participants thinking and commenting about all the prep work I did, so I’m really grateful when the tech can disappear so they can do the work. I feel GroupMap achieves that.”***
>
> ***“In my private programs, we run a series of mini-workshops over the course of several months. GroupMap makes it easy for me to take content from an earlier session and build on it later. Brainstorms from one session turn into the content we sort and analyze in later sessions.”***
>
> ***“This makes it easy for everyone to see both how their ideas are evolving, but also to pick right back up from where we left off.”***
As a meeting facilitator herself, Elise indicated that using GroupMap gives her access to easily harvestable and analyzable data.
> ***“I can also publish pretty maps, which enhance the post-event value.”***
## Want to try GroupMap as an online collaboration tool?
[Schedule a demo](https://calendly.com/groupmap/groupmap-demo) with a GroupMap team member at a day and time that suits you best or have a go of our easy to use, supported online collaboration tool for [FREE for 14 days](https://login.groupmap.com/new?cc=www-case-studies) today.
---
# GroupMap helps ISACA, a global IT summit, turn virtual
URL: https://www.groupmap.com/case-studies/groupmap-helps-isaca-a-global-it-summit-be-a-virtual-event/
## Introducing ISACA
[ISACA](https://www.isaca.org/) (pronounced “eye-SOCK-uh”) is a global, professional organization for IT audit, security, governance, risk, and privacy professionals. For more than 50 years, ISACA has equipped individuals with knowledge, credentials, education, and community to help progress their careers and transform their organizations.
The organization has more than 145,000 members worldwide, most of whom are affiliated with a local chapter. These [220 “little versions” of ISACA are located in more than 90 countries](https://www.isaca.org/membership/browse-chapters#sort=relevancy) and are run entirely by volunteers who are elected by the members of their respective chapter.
Megan Moritz is the Director of Global Volunteer Engagement at ISACA Global, headquartered in the suburbs of Chicago, Illinois, USA, and oversees the teams that interact and work with all ISACA volunteers, at the chapter and global levels.
> ***“The chapter relations team ensures the highest level of support is provided to these individuals, equipping them with the tools and resources they need to run their respective ISACA chapter.”***
## The need to move to a virtual event
Every other year, ISACA invites more than 450 chapter leaders to attend its [Global Leadership Summit (GLS)](https://www.isaca.org/training-and-events/conferences) to help define the strategic vision for the organization. In 2020, due to the global pandemic, the event was held virtually.
Despite going online, ISACA’s goals for GLS remained the same:
- make the event as interactive and as much like an in-person event as possible;
- obtain input from attendees;
- ensure the most impactful ideas rose to the top; and
- share output with ISACA’s senior leadership team and Board of Directors.
To deliver the above goals, the facilitators of the event needed a tool that would assist with the facilitation process.
> ***“We were looking for something that would automate a lot****** — ******if not all****** — ******of the processes and were also brainstorming different methods/matrices we thought would work for this particular event.”***
>
> ***“We wanted the tool to be highly intuitive/easy to use, secure, and web-based, so people did not need to install anything on their computer.”***
## GroupMap to support ISACA’s virtual event
Prior to making the decision to hold GLS virtually, ISACA had already planned to use [GroupMap](/) as an effective means of capturing data and quickly collating or elevating the information as they walked tables through a facilitated process.
The team wanted to find an effective way to collect information that was easier and faster than what had been accomplished in the past via use of flip charts, Post-It notes, scrap paper, and emails.
> ***“Once we knew we the event was going to take place virtually, GroupMap still made perfect sense. We know it is not limited to a virtual setting, and we are excited to use it again at a future, in-person event.”***
The ISACA team requested a [demo with GroupMap](https://calendly.com/groupmap/groupmap-demo) to explore how it could be used for digital facilitation during GLS and were immediately impressed with the functionality and flexibility of the platform.
## Successful and engaging virtual global summit
The ISACA team attributed GroupMap’s intuitive platform, with features that promote efficiency and accuracy along with the organization’s personalized service, as winning elements to support ISACA’s first-ever virtual Global Leadership Summit (that was held in August 2020).
*130+ easy to use and customizable templates*
> ***“From the beginning, we knew we wanted to use the SOAR matrix, but after Jeremy \[from GroupMap\] shared all the*** [***other options,***](/templates/) ***we started to think about how we could use two different matrices to achieve an even more impressive end result.”***
>
> ***“We also thought, after three days of being in the SOAR matrix, people would be ready to move onto something different.”***
The team used the [How/Now/Wow matrix](/templates/) for the last two days of the virtual event, and found it to be just as user-friendly and intuitive as the SOAR matrix.
*Download report in one click*
> ***“The most impressive part of GroupMap came with all the*** [***report functionality.***](/features/) ***We were able to generate what we needed so quickly and efficiently, it was mind-boggling.”***
Their team indicated that, from a feature perspective, GroupMap’s reporting capability was their favorite.
*Personalized and helpful service*
> ***“The willingness of the*** [***GroupMap team***](/) ***to guide us through things, answer questions****** — ******sometimes repeatedly****** — ******and take calls at odd hours, given that one facilitator was in Chicago and the other in Hawaii, was extraordinary.”***
>
> ***“But the most exceptional aspect of the experience was how the GroupMap team truly wanted to understand the entire process. They wanted to make sure GroupMap was not just a tool we used, but an experience people would remember. It was awesome!”***
## Strategic results for ISACA
The team commented that having [GroupMap](/) as a digital facilitation tool meant the meeting facilitators could focus on preparing and running the virtual event. In addition, attendees knew the data they entered was going to be immediately visible. This saved everyone involved an immense amount of time and work after the event concluded.
> ***“Instead of requesting information via email, pestering people with reminders, and worrying about people forgetting to do things, we had all the data we needed as soon as the event concluded. The participants could see and feel that, as well, which made for a very powerful conclusion.”***
GroupMap’s easily downloadable report feature meant that the 475 attendees of the virtual summit were able to develop and provide the senior leadership team and Board of Directors with detailed action plans for nine key initiatives.
> ***“These important plans will be crucial information used by the ISACA Board of Directors during their strategic planning session on 21-22 September 2020.”***
>
> ***“Details of which action plans/strategic items were included in both the short- and longer-term planning will be shared during a GLS follow-up session in Q4 2020, to which all GLS participants will be invited.”***
## Want to try GroupMap as your virtual event solution?
[Schedule a demo](https://calendly.com/groupmap/groupmap-demo) with a GroupMap team member at a day and time that suits you best or have a go of our easy to use, supported online collaboration tool for [FREE for 14 days](https://login.groupmap.com/new?cc=www-case-studies) today.
---
# Trebuchet Group grows in strength with the right online brainstorm tool
URL: https://www.groupmap.com/case-studies/trebuchet-group-grows-in-strength-with-the-right-online-brainstorm-tool/
## Providing clarity and confidence for leaders
[](https://www.trebuchetgroup.com/)
[Trebuchet Group](https://www.trebuchetgroup.com/) is a purpose-based and management consulting firm with a head office in Colorado.
Since 2002, hundreds of organizations and executive leaders have worked with Trebuchet Group to help their companies and teams get lasting results.
Chris Hutchinson is the CEO of Trebuchet Group and plays an important role as a Facilitator, Meeting Designer, and Organizational Supporter.
> ***“We enable connection between team members so they can work together well. We help people dream within a framework exploring what they collectively want to achieve, avoid, and preserve in the future,” said Chris.***
Trebuchet Group provides the outcomes that their clients need by helping them explore ideas, then get aligned and make decisions.
> ***“We support teams in creating strategic plans to chart their business path forward into uncertain territory.”***
## From face-to-face to online meetings
Trebuchet Group’s proven method of working together in person was challenged when COVID-19 hit and meeting face-to-face was not an option. Most of the work they did with other teams was dependent on being able to be in the same room with groups of people.
> ***“One specific challenge we encountered this year was how to continue to support a project with the City of Fort Collins. We needed to gather where a community-based committee to advise the City on on how and where they could provide services for people experiencing homelessness.”***
>
> ***“This project was a collaboration with over 40 leaders from nonprofits, clergy, public health, business leaders, real estate professionals, human services and police in Northern Colorado. We had been meeting in person for six months before COVID-19 hit***.”
Due to COVID-19, Trebuchet Group paused the group meetings for three months, but it quickly became obvious the group would not be able to return to in-person meetings in the near future.
## The search for the right online brainstorm tool
The Trebuchet Group team knew they needed to find a way for people to work together effectively online. They looked at several online brainstorm tools suggested by colleagues and through their own research before choosing [GroupMap.](/)
> ***“We asked others and did online research to find tools that could help us in our work with teams. One article that was very helpful was a*** [***blog by Lucid Meetings***](https://blog.lucidmeetings.com/blog/25-tools-for-online-brainstorming-and-decision-making-in-meetings#groupmap)***.”***
>
> ***“We liked the combination of accessibility, functionality and reasonable*** [***price***](/pricing/) ***of GroupMap. We also loved how GroupMap mirrored many of the*** [***same processes and tools***](/features/) ***we use with groups in person. In many cases, the tool made the input and voting process quicker than in person.”***
Other features Trebuchet Group like about their new online brainstorm tool include:
- [Standard templates](/templates/) that are customizable – *“We have starting standard templates which we can customize to fit each engagement – even making changes in the middle of a meeting as needs arise. We also appreciate the ability to create our own templates.”*
- Ability to [choose level of anonymity](/features/) – *“This online brainstorm tool also gave us the ability to have anonymous inputs or not allowing for clients to share their inputs without worrying about their comments being attributed to them”*
- [Downloadable reports](/features/) – *“Finally, GroupMap makes our reporting easier – no more deciphering handwriting and keeping track of sticky notes after the meeting.”*
## Working with GroupMap
> ***“As an online brainstorm tool, GroupMap gave us the ability to help groups explore ideas and get aligned even while working remotely.”***
Trebuchet Group uses many capabilities in GroupMap – brainstorming, clumping ideas, and voting capabilities – to virtually engage with their clients.
Their work continued online through the combined use of Zoom, GroupMap and Drive, bringing their community members back for the important Fort Collins project.
The team explained their remote meetings and workshops process:
1. *Start with an icebreaker:* To help participants get comfortable with the GroupMap tool, we created an initial icebreaker map where people could enter inputs and then vote on them.
2. *Breakout rooms for brainstorming:* The team used small group breakouts where participants entered brainstormed ideas into a shared map. When everyone came back together into a large group, people asked questions about ideas from other groups, and then multi-voted on the ideas they liked best.
3. *Engage to discover the best idea:* Comments or thumbs up were used as a way for participants to add to or indicate support for an idea. The [impact-effort maps](/templates/impact-effort-matrix/) were also helpful for people to assess which ideas would be most valuable to start with.
4. *Online voting functionality:* Individual voting solved a problem the team faces in person where they mainly hear from the most vocal participants — using GroupMap voting allowed Trebuchet to aggregate the wisdom of all participants.
5. *Retrospectives:* Trebuchet Group also used the maps at the end of meetings to capture what people would like to [continue, start, and stop](/templates/start-stop-retrospective/) for the future meetings.
> 
>
> Example of an Impact Effort Map
>
> ***“Using GroupMap supported our facilitation of \[Fort Collins\] community group working together in spite of the limitation of the pandemic.”***
>
> ***“We were able to share ideas and align around what is most important for our recommendation for services for people experiencing homelessness in Fort Collins.”***
## Online brainstorm tool gets tick of approval
> ******
>
> ***“Our clients love GroupMap. They are asking for help in using the online brainstorm tool with their own teams.”***
Trebuchet Group outlined some of the reasons behind their clients’ love for GroupMap:
- *Easy to use:* “There is a small learning curve, and once people get up to speed the interactivity is vital.”
- *Promotes equity: “*We also found introverts felt more comfortable sharing without the pressure of needing to interrupt or call attention to be heard.”
- *Creates a safe space:* Partial anonymity helped at least one organization break through groupthink and allow people to be truly honest about difficult and sensitive issues.
> ***“This tool supported our business success in the 2020 shift. Without it, we’d be in a very different place. As a result, our clients continue to experience success and high levels of engagement, despite working remotely.”***
>
> ***“We’ve heard from multiple clients that the meetings we use this tool in, ‘are the most productive online meetings this team has ever had.’”***
## Want to try GroupMap as an online brainstorm tool?
[Schedule a demo](https://calendly.com/groupmap/groupmap-demo) with a GroupMap team member at a day and time that suits you best or have a go of our easy to use, supported online brainstorm tool for [FREE for 14 days](https://login.groupmap.com/new?cc=www-case-studies) today.
---
# The Outside develops virtual workshop to help organizations move forward
URL: https://www.groupmap.com/case-studies/virtual-workshop-to-help-organizations/
## The Outside’s forward movement
[](https://www.findtheoutside.com/who-we-are)
[The Outside](https://www.findtheoutside.com/who-we-are) is a cohort of talented strategists, coaches, facilitators, evaluators and project leads who help set the stage for organizations to grow, change and find a way that benefits them most.
The team is supported by an energetic back-end team, covering legal, branding, design, communications and administration.
The Outside is committed to supporting systems change with equity at the center. “This means that issues of race, class, gender, and other issues of power are foundational to any systems change efforts The Outside takes on. They do this with a range of [international partners and clients.](https://www.findtheoutside.com/ourwork)
The Outside team uses three key interdependent elements to make their work successful and unique in the field of systems change and equity:
1. Systems Change Strategy;
2. Participatory Leadership; and
3. Developmental Evaluation + Prototyping.
Tim Merry and Tuesday Ryan-Hart are co-founders of The Outside and together, with their team, they’ve achieved many milestones, including:
- Empowering the [International Committee of the Red Cross](https://www.icrc.org/en) to respond to conflict and post-conflict situations globally.
- Transforming the conditions that impact young people, starting with a pilot in Malmö that aims to reduce a 30% child poverty rate.
- Building greater participation and innovation across the European Commission leadership with the [European Commission](https://commission.europa.eu/index_en) and [The European Union Agency for Fundamental Rights.](https://fra.europa.eu/en)
***“Our approach and business model has been developed over 20 years of working on the front line of significant change efforts. The Outside is not a service provider for the individual elements but a delivery partner in a combined approach for systems change.”***
Tuesday Ryan-Hart
Tim Merry
## The search for a virtual workshop solution
As a result of COVID-19, and the inability to deliver any in-person training, The Outside had to re-develop and deliver five virtual workshops on capacity building for the [*New York City Administration for Children’s Services Workforce Institute*](https://www.nyc.gov/site/acs/about/workforce-institute.page) *(NYC ACS WI),* in June 2020.
The Outside had been working to transform the Workforce Institute and make the child welfare system more equitable and responsive. To achieve this goal, they needed to deliver workshops was that allowed staff to:
- get \[re-\]connected and see a bigger picture together,
- identify how we will work to support each other in a post-COVID world and,
- to articulate some of the leadership to articulate some of the leadership opportunities that could be realized at the Workforce Institute at this challenging time.
In combination with [Zoom](https://zoom.us/), The Outside was looking for a technology partner to help them deliver an engaging virtual workshop experience.
The group knew that they can do the strategic work online – with groups of almost any size – the challenge was to humanize the virtual workshops, bringing in the relationship / magic / synchronicity that happens when people meet face-to-face.
***“We were looking to humanize and energize our online delivery. It was important to us to be able to create the conditions for participants to collaborate in iterative processes with each other.”***
## GroupMap chosen as a virtual workshop tool
The Outside knew that they had to be able to create powerful and practical virtual workshop at the center of their delivery of systems change, rather than as an add on.
The team immediately started researching platforms that would work with sophisticated and participatory process design and ended up landing on a shortlist of Stormz, Powernoodle or [GroupMap](/).
***“GroupMap – Jeremy specifically – seemed to fit us really well. We deliberately look for a good fit to our mindset and approach as we talk to partners and team members. They must be curious, open, ready to learn and adapt and bring a strong skill set that meets our needs***.”
***“In addition to his obvious tech skills, understanding of process and general willingness to be in it with us figuring it out, it was also great that Jeremy was a point of contact. We want our team and delivery partners to reflect the type of diverse world we are working towards.”***
***“It also had to be simple to use. No big explanations, click here and it works. GroupMap gave us all of that! Great.”***
## Virtual workshop collaboration at its best!
The Outside used [GroupMap](/) to deliver a range of different processes and formats that accommodate the groups they worked with in a virtual workshop environment.
This included breakouts, participants identifying, clustering themes and self organizing into work groups, presentation, open conversations, participants placing themselves on a model.
In a face-to-face workshop, they would have taped out the model on the floor and asked participants to stand on it. The Outside were able to replicate this on GroupMap as an online workshop activity.
***“We used this methodology as a way to feed back from smaller breakouts and conversations and identify themes and outliers for the whole group to consider. We gave groups graphic templates to fill out to advance their work, sliders to identify where they stand on issues and proposed action plans.”***
Tim Merry, co-founder of The Outside, identified specific key features of GroupMap that made the platform highly suitable to turn face-to-face activities into online workshops that kept the human element of engagement:
1. **Collaborate anytime, anywhere:** GroupMap allows The Outside’s clients to collaborate anytime, anywhere.
“***When working with international clients, navigating multiple time zones, nationalities, backgrounds, beliefs, we rely on a platform that works with us. We are often diving into issues of equity – race, class, gender, power distribution.”******“The platform we work with has to work fluidly for these types of topics to sustain momentum in an online space. If we do not address these topics in large scale systems change we will make lots of change but very little meaningful difference.”***
2. **Customized templates:** Although [GroupMap comes with 130+ best practice templates,](/templates/) The Outside found the ability to build templates based on their models and experiences invaluable. This way they were able to recreate their online workshops with their own style and methodologies.
3. **Easy combination with other technology:** Tim explained that one of his most favorite features is the ability to use GroupMap with other online meeting and workshop platforms such as [Zoom](https://zoom.us/). ***“While Zoom provides the personal break out rooms, GroupMap serves as the house in which to store our real-time thinking, ideas, and next steps.”***
1. A GroupMap expert at hand: Having a GroupMap point of contact help adapt and design their online workshops on the fly have really benefited The Outside’s online workshops. “***We were able to respond real time to changes in the direction driven by the group and our design expertise. I would recommend using a GroupMap facilitator to start with.”***
## Achieving more than just online collaboration & client satisfaction
The Outside were able to continue critical work during the COVID-19 full shut down with their partners and clients by using GroupMap to translate their face-to-face activities into online workshops.
***“Unbelievable really. We pivoted, we adapted and we came back with a solution that is GroupMap and got to work again.”***
The participants involved in The Outside’s online workshops were able to be highly engaged due to the ease of use of the [GroupMap platform and various features](/features/) – such as real time collaboration, ability to visually see outliers and themes and interact with each other’s ideas via comments, thumbs up or down and votes.
Thumbs up or down voting feature in GroupMap
***“The consistent feedback we receive is that people appreciate that GroupMap is user-friendly, and they really like the ability to collaborate and document in real-time. We also hear from folks that people appreciate seeing the bigger picture when we show group learning and aggregated themes / outliers and an ability to interact with each other’s posts through comments and likes, etc.”***
Lastly, The Outside identified that through GroupMap, they have been empowered to further their commitment to implement large scale systems change towards greater equity.
***“As a global consultancy we often fly all over the world burning carbon and contributing to climate change, while at the same time doing good work to help shift some of our most entrenched and stuck systems.”***
***“The irony is not lost on us. We had committed over the coming years to massively reduce our carbon footprint to get to a point of net zero carbon emissions. The shift to GroupMap has radically accelerated our ability to do that. What I had expected us to take 2 years to get to, we did it in two months! It has been a massive lift but a worthwhile one.”***
***“I believe we can now build a model going forward which will enable us to work globally and massively reduce the carbon footprint of our organization. Our team alone lives and works in 5 different countries – our clients are spread even further.”***
## Want to try GroupMap for your next online workshop?
[Schedule a demo](https://calendly.com/groupmap/groupmap-demo) with a GroupMap team member at a day and time that suits you best or have a go of our easy to use, supported online collaboration tool for [FREE for 14 days](https://login.groupmap.com/new?cc=www-case-studies) today.
---
# Patvocates continues cancer advocacy work with online brainstorming
URL: https://www.groupmap.com/case-studies/patvocates-continues-cancer-advocacy-work-with-online-brainstorming/
## Patient advocacy group looks towards online brainstorming
Jan Geissler of Patvocates
The [Patvocates Network](https://www.patvocates.net/) is a consultancy, social enterprise and think tank on patient advocacy, health policy and patient engagement in medical research.
The network believes that patients, carers, patient advocates and patient organization representatives have unique knowledge and experiences to move towards truly patient-centered prevention, diagnosis treatment and care.
Patvocates works to make sure that patients have a seat at the table when healthcare decisions are taken.
The network is run by a team of leading pan-European patient advocates with extensive knowledge of pan-European healthcare systems, institutions, stakeholders, cultures and the pan-European patient community.
Jan Geissler is the CEO of Patvocates and one of the founding members of [WECAN](https://wecanadvocate.eu/), the Workgroup of European Cancer Patient Advocacy Networks.
***“Patvocates provides unique insights, experience and connections in patient advocacy through to establish effective engagement frameworks, policies, processes and projects for patient advocacy groups, authorities, healthcare institutions and the private sector.”***
## The move towards online brainstorming & virtual meetings
The [WECAN](https://wecanadvocate.eu/) network consists of the 24 pan-European cancer patient advocacy umbrella organizations, with the leading patient advocates of these organizations spread all across Europe.
The network usually does not have a budget to meet up in one place and conduct their brainstorming and advocacy work face-to-face. The COVID-19 pandemic also made traveling around Europe impossible.
However, the network still needed to meet to identify the challenges and impact of COVID-19 on cancer patients and patient organizations in terms of:
- psychosocial and financial impact,
- patient management challenges,
- research-specific challenges and challenges of patient organizations.
***“The network decided that brainstorming strategic discussions and prioritization needed to move to a virtual space.”***
## A solution for engaging & flexible online meetings
WECAN COVID Challenge session with GroupMap
To facilitate an online brainstorming session with [WECAN](https://wecanadvocate.eu/) beyond a teleconference, Jan looked at [various digital tools](https://wecanadvocate.eu/virtual-meetings/collaboration-tools/). He also received a recommendation from [GroupMap](/) from his wider network.
***“We then tested \[GroupMap\] and liked the flexibility to set up interactive brainstorming and mapping tools instantly for different purposes.”***
***“We ran a couple of tests in our community and really liked ease of set-up and use, so even those with little technical affinity were able to use it instantly.”***
## Ease of use & ability to contribute anytime, anywhere
Jan explained the process that the network used for their most recent online brainstorming using [GroupMap](/):
1. Participants were first provided with a [step by step guide](https://wecanadvocate.eu/virtual-meetings/groupmap-setup/) on how to use GroupMap.
2. The participants first defined the four pillars of impact of COVID-19 on patients and patient organizations and created these pillars using a [custom map:](/templates/)
- psychosocial and financial impact,
- patient management challenges,
- research-specific challenges and
- challenges of patient organizations
3. The facilitator then asked the leaders of the 24 patient umbrellas to brainstorm on the key issues in those four areas.
4. The moderators then grouped, rephrased and rearranged the contributions.
5. The community was then invited to rate all factors in terms of impact on their patient community. The [ratings on GroupMap](https://help.groupmap.com/article/111-rate-ideas) helped showcase the spread of opinions on each factor – whether the community agreed on the impact of that factor, or whether there was a wide spread of responses between very unimportant to very impactful.
The simplicity of using [GroupMap](/) was a main benefit to the network as it made it easy for the patient community and [WECAN’s](https://wecanadvocate.eu/) Non-Government Organizations partners to use the digital tool.
Jan also indicated that it was great to be able to continue the online brainstorm and add to it over a period of 14 days. This also helped to get the ideas and innovation from the key advocates who were not able to attend the set meeting times.
Brainstorming ideas under categories with GroupMap
***“Ease of use, and the opportunity to use \[Groupmap\] asynchronously over a longer period of time – so people could either contribute during a teleconference or in the week after if they couldn’t make it – were benefits we all appreciated from using GroupMap for our online brainstorming.”***
## Focus on contribution & content
From [WECAN](https://wecanadvocate.eu/)’s perspective, the [online brainstorming session](https://wecanadvocate.eu/covid-19/) allowed their network of 24 member organizations to still be able to work collaboratively to get data that informed their actions on how to improve cancer patient care in light of COVID-19 challenges.
***“Evidence-based advocacy, supporting our opinions with data that represents the opinion of our wide community, is a key tool we use, and GroupMap helps us to collect priorities and opinions in a well structured way in a very timely fashion.”***
From the participants’ perspective, the overall feedback was that the GroupMap is really straightforward and easy to use. This resulted in removing technology barriers or fears. Instead everyone could focus on contribution and content.
Rating ideas with participants using GroupMap
***“\[GroupMap\] really makes our advocacy work much easier at times where we can’t travel and meet, and where talking on a teleconference is just not enough.”***
***“It helps to interact in a well-structured way, complement and collect our ideas, and find out what is most important. I have not seen similar tools like this before which are so easy to use.”***
## Want to try GroupMap for FREE?
[Schedule a demo](https://calendly.com/groupmap/groupmap-demo) with a GroupMap team member at a day and time that suits you best or have a go of our easy to use, supported online collaboration tool for [FREE for 14 days](https://login.groupmap.com/new?cc=www-case-studies) today.
---
# GroupMap Open Space virtual methodology
URL: https://www.groupmap.com/case-studies/virtual-groupmap-open-work-space/
## Introducing TFK Consulting
[](https://www.tfk-consulting.com/)
[TFK Consulting](https://www.tfk-consulting.com/) is a group coaching and changing advisers based in Hamburg, Germany, who provide their service via virtual workshops, digital facilitations and face-to-face meetings or events.
[Thomas Krecker](https://www.linkedin.com/in/thomas-krecker-23293167/) is the Principal Consultant who has had extensive experience as an events manager and conference organizer. [Thomas](https://www.xing.com/profile/Thomas_Krecker/cv) believes in the power of technology to help deliver a more sustainable, accessible and engaging event.
He has been working with digital tools for team building since 1995, using them for online and offline facilitating.
Thomas also co-creates and co-facilitate online workshops for consultants across various industries and disciplines, who want to continue with their existing service offerings and methodology without going too deep into the online world.
***“Good coaching is not reserved for companies and executives. Much of the technology used today in business… can, of course, be used for all human issues, regardless of the environment in which we are located.”***
## Challenges with offline Open Space
Having run many conferences, events and conducting coaching sessions for businesses and companies around the world, Thomas saw the increased importance of new methodologies.
The challenge Thomas saw when conducting traditional conferences face-to-face are:
- - *They can be dysfunctional.* Studies, including that by University of Utrecht *(Stroebe, 2010)* show that brainstorming in groups is less effective than thinking for yourself. Continued interruption, group dynamics, hierarchy, extroverted vs less extroverted leaders were some of the main reasons found that can block free thinking!
- *They can be inaccessible.* Face to face events are expensive to run and have a time resource effect as well. This can influence attendees’ ability to attend and participate.
- *They can be admin heavy.* Most of the breakout and workshop sessions still use flipcharts, pinboards and needles to capture feedback. This often needed to be typed up, transcribed, and translated – a heavy time investment.
- *They do not meet the demands of modern agile Teams*
***“In 2014, we wanted to program our own solution for better meetings. Since then I have been permanently screening the market for a solution.”***
As a solution they combined the Open Space meeting methodology with the advantages of digital facilitation using GroupMap, tablets and beamer instead of pinboards and flipchart, creating instant anonymity, silent work and inspiration, exactly as the participants needed.
[](https://en.wikipedia.org/wiki/Open_Space_Technology)
[Open Space](https://en.wikipedia.org/wiki/Open_Space_Technology) – often called Barcamp or a non-conference – is participant driven and less organizer-convener-driven. Participants would decide about the conference agenda themselves and are also free to join or leave every conference session, depending on what interests them most.
The next challenge was, to bring this format into the online world.
This process was driven by the conviction that the so-called “new normal” in workshops and team development will need to be a mixture of online and offline meetings. The latter was to be run based on a needs capacity, and as appropriate to the teams’ priorities, such as sustainability, time and money considerations.
## GroupMap Open Space as a solution
***“It turned out that transferring an Open Space into online using GroupMap was much easier than expected.”***
Thomas and his team synchronized individual [Zoom](https://zoom.us/) meetings with GroupMap by pinning the meeting address on the related map. Each map was then turned into online “rooms” each with a descriptive image that made it feel like you were physically somewhere!
For example, the “Foyer” was used not only as the first point of welcome or entrance to the “GroupMap Open Space” but also a teaser practice for writing on a map. Meanwhile the bar and the information counter became easy points for participants to return, get help or just chat outside the other sessions.
 
Being able to enter the rooms without a host’s permission lets you stroll through and join the sessions as you would like – similar to if it was a face to face event.
***“The experience and the idea of room matters a lot to the human brain. It gives orientation, security and inspiration. It adds “a feel” to the screen.”***
## Virtual Open Space is a hit!
According to Thomas, the “GroupMap Open Space” style is one of the most successful formats he has run.
***“One of the major advantages of \[GroupMap\] is the simplicity and the Pinboard look and feel. Especially in online workshops, where same participants are still stressed and get sidetracked by technical issues, the simplicity cannot be overrated.”***
Through GroupMap Open Space conference can be successfully run through combining the use of features such as:
- - ***The ability to create your own maps*** – GroupMap’s self customized [template](/templates/) options allowed Thomas to transform many existing methodologies – such as many of the [liberating](http://www.liberatingstructures.com/) structures, root cause analysis, ZRM (picture based resource evaluation), Ishikawa and many more – into the GroupMap templates.
- ***Rating functionality –* the ability to rate in different dimensions for brainstorming sessions help to define and weigh each idea in the brainstorming session.**
- ***Automatic reporting –* the ability to have all the information from every session downloadable, without having to transcribe and type up – is a time and resource saving.**
- ***Create new maps and workspaces instantly*** – the ability to create new maps, add new workspaces and sessions while participants are working in other maps allowed for a very agile and responsive way of delivering conferences.
## GroupMap build teams and encourages brainstorming
***“GroupMap is the core of team building and brainstorming for our customers, like*** [***Google***](https://www.google.com/) ***or*** [***Microsoft***](https://www.microsoft.com/en-au) ***is the core for the standard processes.”***
Thomas indicated that the feedback on “GroupMap Open Space” has been predominantly very good, with most participants being impressed by the speed and the platform’s ability to create a real “group feeling” online.
***“The best feedback I heard was from a group of 35 consultants who ended up using a GroupMap Open Space as a substitute for a personal meeting during the COVID-19 pandemic.******“They had doubts that a virtual open space would work. In the end, they came out with better and more results than in any physical meeting before.”***
## Want to try GroupMap for your next online meeting?
[Schedule a demo](https://calendly.com/groupmap/groupmap-demo) with a GroupMap team member at a day and time that suits you best or have a go of our easy to use, supported online collaboration tool for [FREE for 14 days](/?rc=TFK) today.
---
# Webinar digital facilitation techniques: Keeping our most precious resources safe & secure.
URL: https://www.groupmap.com/case-studies/webinar-digital-facilitation-techniques/
## Leadership in water management via digital facilitation
As a member of the [Water Harmony Global Initiative (WHGI)](https://www.nmbu.no/en/research/groups/process-technology-and-data-science-water-treatment) and research group on Water, Environment, Sanitation and Health (WESH), Dr Zakhar Maletskyi runs global webinars and digital facilitation.
He takes on a facilitator role for both organizations and its related groups, managing workshops and webinars. These events are attended by global researchers, government officials, security experts, not for profit specialists. Together they brainstorm and develop solutions for challenges our world face when it comes to securing and protecting our most valuable natural resources.
Some key facilitation highlights for Dr Maletskyi include:
- The Water Harmony Global Initiative (WHGI)’s webinar to further the teaching of water related education globally, with participants attending from Africa, Asia, the EU and North America.
- Interactive webinar to discuss the opportunities and threats that digital technologies bring to our water source.
- Water, Society and Climate Change interactive workshop on “Solutions to water & climate change nexus.”
- [SWARM+ Erasmus project workshop](http://www.swarm.ni.ac.rs/news-events/eventdetail/37/-/fronties-in-water-resources-management-webinar) on Strengthening of master curricula in water resources management for the Western Balkans HEIs and stakeholders.
Dr Maletskyi presenting at the 2022 IWA Congress
***“As a facilitator, my responsibilities are to drive group work through brainstorming and establish the most prudent solutions to water resource management issues that countries are facing globally.”***
## Challenges of running webinars & digital facilitation
Webinar digital facilitation brings many benefits – the obvious ones being a wider, more global audience, time and cost savings from travels, physical venue bookings and materials.
One of the main challenge of webinar digital facilitation for Dr Maletskyi is interaction, which covers a wide range of further challenges, including:
- Lack of visual cues and feedback
- Lack of engagement
- How to build connection between participants
- How to connect well as the facilitator
With so many digital facilitation options available as well, wading through to find one that presents solutions to all of the above can also be a challenge in itself. The goal was to find a simple visual tool that was process driven that could help engage interaction and collaboration centered around the key themes.
## GroupMap creates successful webinar digital facilitation
Dr Maletskyi came across [GroupMap](/) and has been using it to digitally facilitate important workshops and webinars around the world.
Dr Maletskyi has used GroupMap with smaller groups of close colleagues, and also for webinars, one of which reached 251 participants. The event targeted Managing risks form digitalization in the water sector and was a 90 minute webinar session that involved presentations, interactive audience activities and a Q&A session with Panelists:
- [Harsha Ratnaweera](https://www.linkedin.com/in/harsha-ratnaweera-3b00239/) Professor, Norwegian University of Life Sciences
- [David Tipping](https://www.linkedin.com/in/davidctipping/) Principal Associate, DeftEdge
- [Rita Ugarelli](https://www.linkedin.com/in/ritaugarelli/) Chief Researcher Scientist, SINTEF Building and Infrastructure
- [Christos Makropoulos](https://www.linkedin.com/in/cmakro/) Associate Professor, National Technical University of Athens
He explains that before starting up any GroupMap session, he would send participants a basic agenda as part of his PowerPoint presentations.
In the agenda, Dr Maletskyi includes a brief tutorial on how to use GroupMap – how to interact with the [templates](/templates/), and how to share ideas. He also used the Survey tool in GroupMap to get a sense of who was participating in the webinars.
Risk Management in GroupMap
***“I found GroupMap effective for my needs because not only was it a familiar tool but unlike other tools it allowed for a step by step process,” commented Dr Maletskyi.***
Webinar Polling
***“Other tools don’t provide the same level of interaction as GroupMap. It has a clear and concise process, from brainstorming to rating of opinions and ideas and finally the results. This is extremely useful with my groups*.”**
***“This type of interaction hasn’t been replicated by any of the other tools that I have used.”***
Digital Facilitation Risk Assessment
Global water management in safe hands
Dr Maletskyi shared how GroupMap allowed successful interaction with 251 global participants on managing cyber security threat on the water sector:
***“It was easy to run the webinar thanks to the simple but effective features of the* [*risk assessment template.*](/templates/risk-assessment/) *The people voted on certain portions of the map for five risks. These were risks that would require management. All the votes organized the risk severity from most to least.”***
***“GroupMap can neatly organize the large volume of people brainstorming at once, allowing large amounts of information that doesn’t overwhelm the users and facilitators’ screens.”***
Dr Maletskyi commented that large webinar events that require interaction for its success would not have been possible without GroupMap.
***“I use GroupMap with many of the people I work with currently. I’ve had success with GroupMap for webinars and my university work.* *Now I encourage people who attend my lectures and webinars to use the tool.”***
The ability to gather global information and data in an organized and meaningful way results in time and money savings. It also means quality data could be shared, accessed and analyzed more effectively. Action items could then also be added in real time to the top risks and reports generated for the webinar.
## Want to try GroupMap for your next online meeting?
[Schedule a demo](https://calendly.com/groupmap/groupmap-demo) with a GroupMap team member at a day and time that suits you best or have a go of our easy to use, supported online collaboration tool for [FREE for 14 days](https://login.groupmap.com/new?cc=www-case-studies) today.
---
# Online brainstorming helps Little Diversified Architectural Consulting sustain a strong culture across countries
URL: https://www.groupmap.com/case-studies/online-brainstorming-helps-little-diversified-architectural-consulting-sustain-a-strong-culture/
Nikki Clinton and Rich Glenny of Little
## Brainstorming culture a win at Little
[Little Diversified Architectural Consulting](https://www.littleonline.com/) (Little) is an international architecture and design firm, with five offices located across the US cities of Charlotte, Newport Beach, Orlando, Durham and Washington DC.
Little is recognized for developing exceptional design solutions that generate business results in the workplace, the community and the healthcare and retail industries.
They achieve this by providing results that go beyond the extra mile through combining expertise in architecture, engineering, interior architecture and additional, complimenting services such as land development, branded graphics and more.
Nikki Clinton and Rich Glenny are the facilitators at Little. One of their main focuses is to ensure that Little maintains a culture of brainstorming across all their office locations.
***“If you ask people at Little what keeps us excited about coming to work each day, you’ll hear repeatedly that it’s the people and the culture…Our culture is open, informal and collaborative and fun – all reflected in recognition of Little as a “#1 Best Place to work” on multiple occasions.”***
## Online brainstorming solution to overcome tyranny of distance
A successful collaborative and brainstorming culture has always been typically associated with a face to face, direct engagement between team members.
Little’s greatest challenge was connecting large groups and people from its five different locations whenever a large, firm-wide issue needed to be addressed.
In such a situation, brainstorming was limited to a small number of participants in a single location that excluded large numbers of employees.
Little’s other challenge was finding the right digital solution – amongst many that’s available – which needed to be user friendly and intuitive, so that everyone can feel like they can jump in and contribute, whether or not they had a lot of experience with technology.
## Brainstorming & collaborative cultures maintained through online innovations
After much research and considering the options available, Little opted for a group collaborative mind mapping that allowed people to watch and add ideas in real time.
Their focus was on the content rather than having too many features that would confuse and distract. Their goal was to have no more than a few minutes of training to familiarize participants with the purpose and process.
Little’s result from an online brainstorming session with teams across 5 offices
***“There are a lot of online options that facilitate virtual brainstorm culture, but we did not find any that are as user friendly as GroupMap,” Nikki and Rich observed.***
***“GroupMap’s ability to connect people from various locations and watch ideas being added to the mind map in real-time was what convinced us that GroupMap was the best option.”***
***“Ease of use, especially for first-time users, was also important as it allowed participants to join in with only a few minutes of training.”***
Supported by other remote team, online collaboration and communications channels such as Slack and MS Teams, the Little team can now bring people from each office to build an overall sense of community.
## Five offices contribute to never-ending online brainstorming
According to Nikki and Rich, GroupMap gave Little the opportunity to do something they could not do before – to have employees from all five offices online brainstorming together simultaneously with the ability to see everyone’s ideas.
***“Before GroupMap that was not an option. GroupMap also allowed us to keep our creative momentum going since we can always return to a brainstorm to add new ideas. The brainstorm, in effect, never really ends,” they said.***
Little Response to using GroupMap
The Little team creatively used GroupMap to sustain and even enhance their brainstorming culture:
- They ran an online ‘pre-brainstorm’ brainstorm using 2 or 3 team members to better “frame” the problem and what they wanted others in the team to do.
- They also added a warm-up activity that gave new users a chance to trial and experiment in a safe way with the technology and to get comfortable with the format.
- They added the “like” (thumbs up and thumbs down) and dot voting features to all of the virtual brainstorming process to help filter out where support from the team was the strongest, so that top ideas can be taken forward.
- They mainly (95% of the time) used [MindMap](/templates/group-mind-mapping/) for brainstorming as it allowed participants to see snippets of information at a quick glance – almost like laying out index cards on a table – while still containing them in an organized structure.
The team found that the [Mind Map template](/templates/) was great for a lot of tasks beyond brainstorming. GroupMap was also used to storyboard presentations, take notes, and organize research.
- They used the Surveys to get feedback in GroupMap right after the online brainstorming before participants moved on to their next task. With the feedback from the surveys, Little’s facilitators were able to constantly integrate and improve their process after each session.
## Discover and lead new innovations for competitive edge
Nikki and Rich shared some key results they see for their team’s culture – beyond maintaining an online brainstorming – through the use of GroupMap:
- Opportunity for all to contribute comfortably:
*****“Because GroupMap is a more democratic method, the quieter, shy members enjoyed contributing just as freely as anyone else… We now have a way for everyone to come together and share ideas, from the CEO to the new hire….”*****
- Connect remote teams better:
*****“Other feedback we received was that using GroupMap helped employees forge new connections between offices. Fellow virtual brainstormers, who previously were separated by a long distance, could share ideas and get to know one another.”*****
- Upvoted by many Little team members:
“*****An overwhelming majority of participants really enjoyed using GroupMap and have continued to be repeat users.”*****
But possibly, one of the important results for Little is an opportunity to discover, generate and lead with new ideas and innovation, providing them with a continued competitive edge, in an increasingly competitive market.
***“And while the democratic nature of the participation provides for a great experience, giving everyone equal access also means that we have a better chance, as a company, of finding new breakthrough ideas that will help our clients achieve their goals.”***
## Want to try GroupMap for FREE?
[Schedule a demo](https://calendly.com/groupmap/groupmap-demo) with a GroupMap team member at a day and time that suits you best or have a go of our easy to use, supported online collaboration tool for [FREE for 14 days](https://login.groupmap.com/new?cc=www-case-studies) today.
---
# Virtual executive event with GroupMap- from analog to digital in 3 days
URL: https://www.groupmap.com/case-studies/telescope-advisers-virtual-executive-event-from-analogue-to-digital-in-3-days/
## Executive events for fast-growth companies
[Telescope Advisers](https://telescopeclarity.com/) is a management consultancy based in Atlanta, Georgia, with a focus on creating value and impact for fast-growth companies. Since 2000, its principal consultant, David Clark, has helped businesses and organizations around the world to bring clarity, focus and alignment.
David outlined some of key highlights of Telescope Advisers’ work:
- A five year strategy for a $150m extension of the North Carolina state health system;
- Business planning and strategies for implementation for [Habitat for Humanity’s](https://www.habitat.org) world-wide country programs, which became the most requested service by the organization.
To deliver these results, Telescope Advisers would conduct management workshops, executive events and retreats.
### “Telescope Adviser’s retreats typically involve plenary sessions before breaking into smaller workshop groups for brainstorming and detailed discussions, captured on white boards or flip charts that will then need to be recorded or transcribed” said David.
## Pandemic pushed for executive event to go virtual
David had planned, months in advance, for a four day executive event involving participants from Australia, South Africa and multiple cities across the U.S.
However, the Friday before the event was due to begin, countries, including the U.S. imposed immediate travel restrictions as part of their COVID-19 plans.
“Obviously a face to face meeting became impossible and waiting for things to improve before holding the retreat was also not an option because it would have significantly impacted the project schedule of the organization we were working with,” explained David.
It was decided by all stakeholders involved that the event should go ahead and be delivered in a virtual executive event format.
### “Everyone agreed on videoconferencing to deliver the event, and Zoom was an obvious choice, but the question remained on how do we manage virtual collaborative discussions and decision making process?”
## Creating a global virtual executive event in 3 days & counting
On the same Friday that domestic and international travel were being grounded almost worldwide, David began a frantic search for an online tool that could support virtual executive meetings and events, allow for online collaboration and is easy for everyone – with different levels of technology competence – can use.
David recalled that his search generated many options but many were discounted because they were either too confusing to set up or complicated to use.
“Time was ticking before the virtual executive event was meant to start on the Monday, before I recalled reading about an online brainstorming tool called [GroupMap](/) in a blogpost,” said David.
### “A quick Google search, a read on the GroupMap website and an intuitive quick demo personally from its CEO, Jeremy Lu, convinced me that this is the most suitable and supported tool to run my first virtual executive event.”
[GroupMap’s](/) features of [130+ brainstorming and decision making templates](/templates/) (called Maps) that can be easily customized, the ability to create own maps to align with Telescope Advisers’ objectives, expectations or preferred formats were big ticks for David.
“I was completely sold on the software and when I presented my proposal to the stakeholders, they were happy to proceed virtually on the Monday using Zoom and GroupMap,” said David.
## GroupMap the right choice for virtual events!
### “As soon as the virtual executive event kicked off on Monday, I knew we had made the right choice by using GroupMap,” David commented.
As team breakouts occurred after the plenary session, participants started using GroupMap for brainstorming.
GroupMap for voting on ideas
These [GroupMap](/) features helped kept the participants on track and importantly, engaged:
- ***Ability to create Workspaces by group and day and controlling access*** so that participants will only be able to access the maps for each workshop. This ensured everybody was on the same page for each of the virtual workshops, eliminating any confusion.
- ***Ease of use for sharing and voting* that allowed all participants to input their ideas, comments, suggestions individually or collaboratively before proceeding to online voting and deciding on actions.**
- ***Facilitator’s ability to customize the process in GroupMap on the fly**,* including when participants were busy with digital brainstorming and input into the maps, so that it is possible to quickly pivot based on the situation or discussions on the day.
- ***All inputs captured automatically***, so there was no need to manually record information or to be concerned about not capturing an idea or losing notes.
- ***Sorting functionality*** made it easier for representatives of each group to use reports of prioritized ideas, actions, timelines to present when the virtual plenary session resumed.
## Benefits of digital facilitation fully realized
### “GroupMap literally salvaged our virtual executive global event. We would not have been able to have our workshop nor accomplished as much without this tool,” said David.
GroupMap’s SOAR Analysis Template
The flexible and customizable capabilities of GroupMap allowed David to run a number of proven approaches, normally done face to face, delivered online effectively. Some of these include:
- SOAR (Strengths, Opportunities, Aspirations and Results) Analysis
- ESVP (Explorer, Shopper, Vacationer, or Prisoner) Retrospectives
- Purpose Retrospectives
- Understanding and Defining Purpose
- Pitch a BHAG (Big Hairy Audacious Goal)
- Impact on ideas
- Core competencies
Using GroupMap also showed participants of the many positive benefits of digital facilitation:
- ***Cost savings*** – As is expected with face-to-face events, there is considerable commitment of time and resources required prior and during the events. The booking of venues, travel, physical equipment hire – all adds up – and can be significantly reduced virtually.
- ***Time savings – GroupMap’s automatic recording of ideas and discussions means no more hours of transcribing required!***
- ***Accessibility*** – For organizations with tight travel budgets or resource constraints, GroupMap is a must-have for all virtual meetings.
### “We [Telescope Advisers and our stakeholders] have always envisioned a world connected through technology. Now we know it has arrived and we are ready for this new era with empowering online tools such as GroupMap” said David.
### “Next up for me is to use the software for a whole workshop and stop playing around with sticky notes. I am now a big fan of GroupMap.”
## Want to try GroupMap for free?
[Schedule a demo](https://calendly.com/groupmap/groupmap-demo) with a GroupMap team member at a day and time that suits you best or have a go of our easy to use, supported online collaboration tool for [FREE for 14 days](https://login.groupmap.com/new?cc=www-case-studies) today.
---
# Outcomes from student engagement in collaborative brainstorming.
URL: https://www.groupmap.com/case-studies/outcomes-from-student-engagement-in-collaborative-brainstorming/
Educators in the 21st century know learning is enhanced by getting students to engage collaboratively, contribute ideas and to provide targeted, specific feedback from online brainstorming tools through to richer facilitated classroom discussions. The transition does not require a re-writing of curriculum, a redesign of tasks or having to spend copious amounts of time generating new content. It can be as simple as letting go of a control-oriented mindset to one that guides and helps students accelerate their own learning.
Moving from being the ‘sage on the stage’ to a flipped classroom where students become independent learners who work as a collaborative cohort has been the main benefit experienced by Sophie Giles from the University of Western Australia. Rather than having students simply sit and listen, she has been able to get 88 to 92% of students to actively contribute to learning outcomes with 300 students over a 3 year period. Getting such high levels of engagement has been shared by her colleagues and reflected in student evaluations.
Giles is the Head of the [Department of Architecture, Landscape and Urban Design](https://www.uwa.edu.au/able/schools/school-of-design) at the University of Western Australia. She has worked as an Architect on projects ranging from residential luxury fit-outs to renovations and extensions. She teachers in a blended learning classroom where students are challenged with applying ‘real-life’ codes to their current design projects, they are also given opportunities to contribute collaboratively.
Students undertake four extensive site visits, in order to analyze, explore and evaluate a building. Then across the term, thoughts, images and resources would be added by each student, branching out from a central theme. The goal is to understand the construction of the building from practical features, relevant building codes, services provisions, through to material choices
## Student-centric teaching philosophy and collaborative mind mapping
As with any great educator, her goal is to engage students, allowing them to contribute and share ideas and to deepen their learning through interactivity and collaboration. Whilst Giles is an experienced Architect in the industry and could easily note the key features and design elements from a site visit, her goal to deliver a more student-centric, socialized, and engaged learning experience meant she had to find the right solution. “I used to define the top 10 terms from each site visit, prepare the material and then have to broadcast these as the ‘sage on the stage’.”
Image courtesy of Sophie Giles
“I wanted to increase contributions by all students,” Giles explains, “specifically the goal was to encourage much more detailed content, by many. \[This meant\] an increased investment, by the students, in the co-creation of content.” This is a great way not just to get students engaged, but also deepen and socialize the learning experience.
Giles uses a collaborative mind map format for students to share architectural content and to brainstorm online having conducted a site visit. She elaborates, “Importantly, for the architectural content, I needed the students to have the ability to upload images and files, so each ‘mind-map’ is a rich repository of co-created content. GroupMap does this better than any other platform.” As Giles shares, “we have an excellent digital platform and a place, outside of the tutorial room, in which we all come together to contribute, synchronously and asynchronously.”
**
**
Giles has used GroupMap in the core unit ARCT4430 in the Master of Architecture for the last 3 years. “Each year has had around 100 participants. So over 300 students have created at least 30 separate mind-maps.” she highlights.”The ease of use for students, the clarity of the page and the ability for students to search for appropriate images to illustrate and communicate are really useful features… \[There has been\] Very little resistance by students in immediately embracing the platform, as they could see how easy it was to use and the benefit they receive from contributing to help grow the content together.”
Forrest Hall, University of Western Australia. Kerry Hill Architects, construction by Jaxon
Now, rather than simply telling students what the top ten terms are Giles states that “now the students are contributing 50-100 terms together, curating these and learning from each other with such a level of engagement and appreciation” This 5x to 10x multiple in terms of familiarizing students with terminology, understanding and developing the vocabulary of the discipline all demonstrates the power of harnessing the wisdom of the crowd.
Of course, it is important to give feedback to students, ensure accountability and to be able to differentiate between student contributions. Giles explains, “ I monitor the maps and comment on student contributions to validate them, as well as mention them in face to face settings during the lecture or tutorial if there are particular posts which are detailed and content-rich.” She continues, “the list of contributors in each map has also been really helpful to keep track of who has been active and engaged, and who has not.”Giles also appreciates how quick it is to use and set up which she says is “also another great benefit and remarkably helpful in the pre-term crush of preparation.”
## Insights into students brainstorming ideas online
Giles elaborates her observation as to how students engage with GroupMap, “the timing of their posts, which have been in the hours directly after a site visit and prior to a lecture and tutorial the following day has given them each a reflective outlet that is not onerous to engage with.” She continues, ”often the students are posting or contributing at around 8-10pm and then the following day will then more deeply read through the other material that has been contributed, saving links, ‘liking’ or curating the mind-map. This double use reflection has remarkable benefits in the retention of this newly gained knowledge.”
****
“The students then use their co-created ‘maps’ later in the semester to revise from and to draw on for further information in their own assessments. In the three years I have used GroupMap the contributions have always been voluntary by the students in the unit, but each year only 4-6% of students have not contributed anything, with the majority (88-92%) contributing to each of the maps across the semester. I am really appreciative of the strengthened learning that the GroupMap platform has availed to my 300 students over this time.” Giles explains.
Digital environments can have positive impacts on [student creativity](https://www.sciencedirect.com/science/article/pii/S0747563214001514) and idea generation but it does require guidance and structure to help proliferate and promote the process in a non-intrusive, but moderated fashion. Giles’s love of digital, online collaborative brainstorming ensures that students have a safe space to contribute and receive feedback allows for ideas to proliferate and for learning to be both visible to all and evident.
Image courtesy of Sophie Giles
> *By using the number of students in the cohort to each contribute on the remarkably easy to use Groupmap mind-map platform, the depth and scope of content each week grows enormously. When previously I would have selected and prepared the ‘top ten’ terms each week to broadcast, the students now contribute their own, coupled with links and images. This has increased the content by more than ten times, while being relatively quick and easy to use for the students. This is work I don’t need to do.*
>
> *For the students this increased content is then also about inclusion, engagement and investment through this co-created knowledge. My role in moderating the contributions is really easy and enjoyable and can be done synchronously or asynchronously while the students are posting.*
>
> *The contributions by all students, including those who in face-face classes have a much quieter presentation is really successful, with appreciation of each others contributions in a ‘safe-space’ digital platform, without any anxiety of a tutorial setting. I am so glad GroupMap has helped me to find these benefits to the students in their learning and their investment in co-creation. – Giles*
## Sophie Giles’s tips for building student engagement
- You can easily scan the map for unread comments so it’s an excellent function to streamline moderation of pages and to give feedback.
- Use the reports to gauge engagement in your student cohort. This will allow you to positive reinforce excellent contributions as well as put in strategies to address students who may not be engaging, struggling or lacking confidence.
- Giving students the freedom to contribute their findings. They learn so much more when given the opportunity to develop and apply the knowledge to real life situations.
- Creating maps is easy and a real time saver because students are in charge of co-creating content and it allows you to manage knowledge gaps rather than having to prepare content all the time.
- Having an artifact of learning from a site visit and activity is a great reflective outlet as well as a useful revision piece for students to help them retain the newly gained knowledge.
*Sophie Giles is the Head of Department (Architecture, Landscape Architecture + Urban Design) in the School of Design, coordinating and teaching in Design as well as Architectural Technology in the Master of Architecture. Sophie has worked in an award-winning Australian practice since registering as an architect, and is now a director of her own practice. In all of her work she is passionate about design and the realizing of design in physical form.*
*Very much a ‘hands-on’ architect, she developed a Master of Architecture elective Built Work to enable final year students to construct 1:1 details, to understand ‘the great works’ in their physical form as well as their theoretical place. She was a member Australian team felix.\_Giles\_Anderson+Goad for the Biennale di Venezia, 2014, working closely with the AIA. As a Fay Gale Fellow she was a visiting academic to ETH-Zurich and the Graduate Emtech Program at the Architectural Association in London.*
*In her recent sabbatical she has been researching tall-timber structures, structural optimization to massively reduce material waste in construction as well establishing an open source multilingual construction glossary for increased internationalization of the curriculum. Her recent connections with academics, architects and engineers in China, Japan, Finland and the US will help in the capacity building of the School and community engagement of the University.*
Learn more about the [School of Design at the University of Western Australia.](https://www.uwa.edu.au/able/schools/school-of-design)
Inspired? [Create your own online brainstorming activity](https://login.groupmap.com/new?redirectUrl=https://maps.groupmap.com/create-map/templates&cc=www-case-studies) for your classroom.
---
# GroupMap used as a group brainstorming tool used to address future employment
URL: https://www.groupmap.com/case-studies/innovative-audience-response-system-used-to-address-issues-of-future-employment/
There are audience response systems and then there are audience **“engagement”** systems. Sadly, not all problems can be addressed with multiple choice answers.
By moving beyond the simple polling for, the [National Association of Graduate Career Advisory Services](http://www.nagcas.org.au) were able to tackle some big issues facing student work experience and future employment. Here’s how they did it Over 110 Career Professionals were surveyed using GroupMap to identify and rank key barriers for student employment. This was compared to the student responses taken from international and domestic students at [Curtin University Careers Center](https://students.curtin.edu.au/personal-support/career-advice/). This was used to address the gap between student and employer expectations. By [using online brainstorming and idea ranking software](/), the conference group was first asked to write what they thought were the main barriers for work experience and employment. iPads were used to capture responses, visually in real time. Individual unique responses were shared and then aggregated in real time for decision making. The Top 10 issues were identified using a collaborative mind map which used audience consensus and input to indicate consensus. These issues were then ranked against 2 main criteria on a GroupMap 2D chart comprising of: 1.**Urgency** – How quickly must the problem be addressed due to its impact on employment and work; 2.**Influence** – How much direct influence can the professional group have in addressing the issue, either directly or through advocacy The top 2 issues were identified based on its ranked position (Highest urgency and highest level of influence). This was done in real time, using the audience’s response to determine the final rankings. Delegates were then divided into 2 groups and set to task brainstorming potential solutions using GroupMap. **There were some obvious benefits in using audience response technology:**
- Ideas were “real” and driven by the audience, not pre-made beforehand.
- Seeing ideas from peers in real time helped stimulate even more thinking
- Being able to brainstorm independently dramatically increased the number of ideas generated.
- The choice of maps allowed the group to move from ideation to prioritization.
- Individuals could compare their own views to the person sitting next to them, as well as the group’s view.
- Visual ranking managed information overload
- Having a conversational map was an excellent tool for leading and focussing discussion on the top solutions on the day.
Delegates were provided with follow up access to maps for post conference deliberations. **Over 25 potential actions were produced on the day for relevant institutions to consider in their own settings.**
NAGCAS is Australia’s peak professional body for career development in the higher and tertiary education sectors. Results and findings, including a review of GroupMap can be seen in their 2013 March publication. GroupMap is an online group brainstorming and audience response tool that allows individuals to create and share unique responses which are then pulled together in real-time to show the group’s result.
---
# Government EMRC council uses innovative approach for solutions based workshop
URL: https://www.groupmap.com/case-studies/emrc/
Collaborating with four local government authorities, the Eastern Metropolitan Regional Council sought public feedback to brainstorm ideas around 15 themes using innovative technology including visualization tools and [group response systems](/) at their inaugural solutions driven workshop-Business Insights.
[EMRC](https://www.emrc.org.au/) Chief Executive Officer Peter Schneider said that EMRC is committed to innovation and continuous improvement. “Engaging with our key stakeholders through this workshop is an ideal opportunity to demonstrate that commitment,” said Mr Schneider.
The concept of seeking public feedback into government policy is not new, but the approach meant that more voices could be heard, discussed and documented, supported by evidence from the hands of the participants who could vote and comment on other ideas.
Over 300 responses were then grouped to reveal the top 15 key issues.
A live workshop to allow networking, discussion, and debate are then being facilitated, with delegate responses being captured and revealed in real-time using GroupMap, a collaborative online brainstorming tool. Key themes include business development, technology, human resources, and government regulations. Delegates will be invited to pair up, find their topic of key interest, and then brainstorm solutions. Using a web-based application and i-pads means that delegates can circulate around the room with ease, adding value along the way.
“It’s important for everyone to have their say, and that all ideas have equal air time.” says Jeremy Lu, Co-founder of GroupMap. “Ideas are shared in turn which aims to inspire more creative and shared problem-solving.” Delegates will have the opportunity to stand side by side with local government representatives from each of the local authorities, as well as with the regional council. “Through employing the use of GroupMap, EMRC hopes to encourage greater involvement by the business community and heighten the engagement experience,” said Mr. Schneider. The results of the brainstorming workshop will be shared with Economic Development officers to drive decision thinking and for project and initiative planning.
*The Business Insights* Workshop is an EMRC project in conjunction with four of its member Councils, the Town of Bassendean, City of Bayswater, City of Belmont, and City of Swan. Together, the Councils will host the workshop aimed at understanding the major challenges that SME’s are currently facing in the region and collaboratively discuss how these challenges can be overcome.
---
# Judging software used to find the best student start ups
URL: https://www.groupmap.com/case-studies/judging-software-used-to-find-the-best-student-start-ups/
Just Start IT, an innovative learning program designed to ignite student creativity, is an 18-week inter-school program of student teams made up of Hackers, Hawkers, and Hipsters how to create a Technology Start-Up. GroupMap was used as the judging software solution for the night.
There were more than 200 teams participating in the program for 2015 from 32 different schools across Perth, Australia. The students were introduced to their mentors who helped them dive right into the process of creating a business that solves real-world problems. With their eyes on the finals; everyone was working together to build their solutions using the lean canvas template. It was exciting to see which problems the student start-ups were addressing and their incredible solutions.
The ten finalist student startups included :
**Bit Transaction**– an Escrow payment solution for Bitcoin. Bitcoin is like cash but for the internet, with the ability to revolutionize the payment industry. Bitcoin has sparked plenty of interest from many power figures including Al Gore, Peter Thiel, and Bill Gates. The problem for Bitcoin spenders is the security of not knowing if they would receive their purchase or not.
*“We believe Bitcoins greatest potential is as a global payment network, by providing an escrow payment solution for bitcoin, we will change the way you pay online”*.
– Aiden Gatani
**CrapMap**\-Australia’s best locator is an application allowing the citizens of Perth the ability to report and review public toilets to the council for maintenance. Their application allows users to discover the cleanest, closest public toilets near you.
**Dear Dad**– creates different packs to deal with the awkward situation of father-daughter relationships when it comes to the conversations of puberty and relationships. They created a demo pack for the night and described a range of alternative Dear Dad spin-offs.
After months of sleepless nights and early mornings, the student startups pitched their ideas to a crowd of 200 and 9 judges who were all wanting to listen to the bright ideas from the youth in their community.
The judges used GroupMap as a judging platform to provide feedback to each team and to rate their pitches on a scale based on how they sizzled or fizzled. As each student startup pitched their idea, each judge rated them directly on the judging platform, capturing comments and asking questions. Judges included Paul Hodder from Bell Potter, Tony Panetta from DataCom, Michelle Sanford from Microsoft, and Walter Green from Waitta/iAwards.
Here’s a snippet from one of the judges:
Judging was made easy and in real-time. Each student startup was entered directly into GroupMap as a judging software for the night. Each judge’s ranking was combined to give the overall scores and placement of the teams. The list would reorder itself according to the final ratings so that all the teams were ranked from 1 to 10. A team that sizzled meant that they had the right market, the right team and had validated their idea well. Judges simply used their mobile, laptop or table to rate their scores.
The final winning team was Team **Getcha** – a social media application that solves the problem of receiving unwanted gifts by allowing you take photos of the things you want and allowing your friends to buy this for you. It blended business advertising, social media as part of this “wedding list” style application.
The event organizers were provided with the final list of ranked participants as well as individual reports that could be shared with the student startups to provide them with feedback from the judging panel. The winning team was awarded a $5,000 cash prize and the top 2 teams were also given the opportunity to pitch their ideas at the national iAwards. Two other teams also took out the prizes for innovation.
Best of luck to each of the student teams as they head off on their entrepreneurial journey.
See what the organizers had to say below:
*We created a GroupMap to use as judging software perfect to the needs of our evening, allowing our judges to listen to the pitches and rate the pitches by filling a toolbar. The judges were also able to enter valuable feedback that they could share with each other via the map throughout the evening. This allowed quick and silent collaboration that was vital to the process. GroupMap also creates feedback reports to us the program leaders to be able to take back to the teams after the event for discussion. This type of feedback for teams that we are taking to market is invaluable.*
GroupMap is a fantastic collaboration tool that we want to build permanently into our program. It allows endless collaboration, giving even the most quiet person a voice. I think of GroupMap as The Voice of Collaboration, and could not recommend it more highly.
Lainey Weiser
Just Start It
Co-Founder
---
# Community engagement to brainstorm a science center
URL: https://www.groupmap.com/case-studies/community-engagement-to-brainstorm-a-science-centre/
The mission of the **[Rockville Science Center](http://www.rockvillesciencecenter.org/)** is to inspire a lifelong passion to explore science, cultivate a sense of inquiry, and promote how science impacts everyday life. Following a feasibility study, the Center was awarded a grant to develop the science center. On March 31, they announced the community engagement initiative to gather input have hosted a series of brainstorm sessions to involve the members of the community in planning the new facility. Using the tag line ” Imagine Our Future”, the events connected businesses, citizens, scientists and Zumba enthusiasts to generate ideas to conceptualize Rockville Science Center 2.0.
Mayor Bridget Donnell Newton said “*Every year we get a little bit closer to an actual brick-and-mortar building which I think is exactly what we need. All along the way every year, the Science Center has gotten stronger and more engaged and bigger in terms of the people you are bringing in and the activities that you are providing. It’s a huge asset to the City of Rockville and to the County at large.*” *“When we have a facility, we want you to say, ‘Yeah, I worked on that idea’, because then we will have reached our goals.”*
Tracy Dove, a key driver of this initiative wrote in a Rockville Living article on the science center's community outreach –
“RSC does not want to recreate the “don’t touch” model of learning. The RSC will have a didactic – even Socratic – method of teaching and learning based on what the community has been able to input. This would be a center of continuous learning with the goal of reinventing its content on a regular basis.”
*RSC needs the community to build on these ideas to create the Center.* *Attendees will go beyond whiteboards and sticky notes by using the cutting-edge GroupMap software to collect ideas.*
*There will be several tables – each one with a different topic. Participants will be encouraged to pick a table – or start their own! The Big Board up front will display in real time what each table is doing as the community puts together the 0’s and 1’s of the Center. ” said Tracey Dove.*
Members of the public including scientists, doctors, entrepreneurs, researchers, teachers, parents, and children were invited to attend a series of brainstorming sessions to share ideas. In fact, their official line reaches out to teachers, parents, children, accountants architects, zoologists, and Zumba enthusiasts! Participants were asked to pick a topic which included:
- Facility
- Outreach
- Finance
- Human Resources
- Content and
- Programs
Ideas are captured in real-time and displayed on the board at the front of the room. Following discussions these ideas were then translated into the development of the overall business plan, creating the vision for launching the vibrant science facility to connect with the community in the region. This form of strategy means that community engagement is both transparent, efficient, and in real-time – perfect for any resource-constrained organization seeking to maximize its productivity.
Jeremy Lu (Co-Founder) and School Business Manager for Science at Curtin University said, “*We are delighted that GroupMap technology has such a positive impact in the community especially promoting science awareness and education.”*
Programs conducted by the Center include Science Cafes sessions at a local restaurant, a robotics program including the FIRST Tech Challenge to develop and test robots in challenges, exploration trips off the beaten track, as well as their camps and fairs that bring the community together.
The Rockville Science Center is just one great example of how online brainstorming tools can be used to solve problems and execute on a community engagement strategy to work towards common goals. If you would like more information, contact the center at [info@rockvillesciencecenter.org](mailto:info@rockvillesciencecenter.org).
(Images Courtesy of Rockville Science Center)
---
# Creating workshops with a difference: youth leaders in aged care
URL: https://www.groupmap.com/case-studies/creating-workshops-with-a-difference-youth-leaders-in-aged-care/
How do you get young people to be more involved in aged care boards? Injecting fresh innovative ideas into boards requires a new approach. Rather than a traditional workshop, with sticky notes that don’t stick, the organizers ran an “unconference” where people across generations could share ideas in real-time using an [online brainstorming tool](/). Combining an audience response system with guest speakers from leadership bodies helped to engage the crowd and capture more ideas quickly and come up with strategies for action.
Dr Nicky Howe of Southcare Inc.
Alicia Curtis, Facilitator
<p class="lead">Teaming up with Southcare Inc and facilitator Alicia Curtis, GroupMap joined in the action with over 30 brilliant minds to create innovative aged care organizations.</p>
> *“How can we redesign our services and become more socially innovative?”*
>
> Dr. Nicky Howe
Southcare Unconference
Here’s their top 3, which they were happy to share. How would you rate?
**1\. Be okay with failing** – Don’t blame failure, celebrate it. Define the appetite for the risk, then take a bite!
**2\. Create a culture of open communication** – have respectful debates and look outside your own community for ideas.
**3\. Challenge the values of the boardroom**– give people permission to think with innovation and challenge the “common sense” approach in the boardroom.
Engaging youth was the next challenge, but with over 46 ideas generated, there were certainly a few standouts. Popular actions included advertising in youth areas and universities, reaching out to grandchildren and specialized training programs. Specific governance strategies included changing constitutions to re-define board profiles to hosting youth-driven think tanks. Ideas that really broke from the norm included reaching out to detention centers, immigrant families and having permanent rotating positions.
**So how did they come up with these ideas?**
People sat in cross-generation teams and were addressed by industry leaders who shared their views and insights, creating a little communication fodder. Some believed it was about creating innovation champions within organizations and individuals change agents (Sue Van Leeuwan, CEO-Leadership WA) whilst others believed it required the whole Board to have the right mix and culture. Patrick Critchton, Justine Colyer – Chair.CEO – Rise Network). What seemed less divided was the need for training the next generation through structured pathways (Julian Keys- Chairperson, Swancare) and creativity and diversity on boards to ensure you aren’t just recycling the same old concepts.(Andrew York, CEO – People who care) The group was given tasks like writing a business case for their board and to brainstorm takeaway actions to increase engagement of youth in aged care. Seeing a room full of passionate people taking a collaborative approach to problem-solving was great. Coupled with an electronic meeting tool that brings everyone’s ideas together in real-time was an effective way to solve common problems across the sector.
From our perspective, it was great to see the inter-generational sharing and diversity of the team come together to meet help solve the issues associated with the Aged Care sector. Having a mixed team of ages, genders and industry backgrounds doesn’t come without its challenges. Sufficient time is needed to allow each participant to share their story and to justify why their idea should “stay on the page.”
All the best for your next collaborative workshop. We hope these tips and story helps you create better engagement too!
---
# How 150 people solved a wicked problem using an innovative audience response system
URL: https://www.groupmap.com/case-studies/how-to-get-150-people-solving-a-wicked-problem-using-innovative-audience-response-system/
The problem with large groups is that usually, you have to break up into smaller groups, scribble on sticky notes and butcher’s papers. The scribe never writes down what you said and the person who is the nominated speaker tends to say what they want.
Using polling may be a choice but that certainly won’t work for an innovation workshop and the chances of ideas being seen at the bottom of a discussion board or in a series of tweets are minimal.
**So how do you get 150 brilliant minds to solve a wicked problem?**
Fortunately, the committee of the Public Sector Innovation Conference realized that a little innovative technology for group brainstorming and consensus building was needed to get the most out of the workforce on the day.
Facilitated by Innovation Culture, the group was tasked to solve a wicked problem around 6 areas in the public sector. They had to come up with some ideas, ranked against urgency and impact, and present the findings to the panel of Director Generals on the same day. We’ve shared some tips and learning below.
**Map 1
The practice mindmap – Gift ideas**
Each team was asked to come up with ideas for presents that they would like to receive. As ideas of gifts floated around the room as suggestions, people who saw a fit that they wanted to would add it to their map. In under 5 minutes, we had a shopping list ranked in order of demand.
**Map 2
The practice 2D chart – Rank the gifts**
The top gifts were then ranked against cost versus the perceived level of “coolness” associated with that gift. This showed how the teams’ vote on ideas influenced the overall ranking of the gift in the group’s response.
**Map 3
Creating a Focus Goal – How Might we**
To stimulate some creative thinking, the question was asked about potential opportunities. The key words chosen to start the sentence was How Might We… Groups were asked to come up with ways to complete that sentence.
**Map 4
Develop a SMART goal**
Each Department was then asked to write a SMART goal for their area which would then be shared with others. There was no voting required, but it quickly generated a list of all goals and provided some practice for goal setting.
**Map 5
Innovation perspectives – Idea generation around 6 perspectives**
With some goals now developed, the group was asked to come up with ideas that could be implemented to meet some of these goals. Teams were asked to put their ideas against 6 different perspectives such as processes and systems, skills and knowledge, and collaboration and partnerships. Over 50 unique ideas were generated on the day, of which the top 6 were identified.
**Map 6
Rank the top initiatives (2D Chart)**
The top 6 ideas were then visually ranked by the group against the following criteria:
**Level of value** – what value will it provide to the government, community, and industry.
**Level of impact** – what level of impact will it have on the outcomes against the other ideas.
As an outcome, 3 clear standout initiatives were presented back to the panel. Arguments were presented as to the viability of the initiatives and the Panel used the level of support for each idea to gauge the energy of the room and what people wanted.
So here are our **top 5 tips for effective large group brainstorming** and creating audience engagement.
1**. Have a practice map or two** – it takes away the fear of having to get it right the first time and it makes for a great ice breaker if you have an interesting or fun topic. Gifts are great, but you can also try movie stars, books, food, and songs.
2. **Follow brainstorming rules… at first.** Allow for a number of ideas without judgment. Let one thought stimulate others and provide an anonymous free-flowing environment for ideas to come to life. Everyone has a voice, so give everyone the opportunity.
3. **Allow the 4 D’s** – Debate, deliberation, discussion, and deliberate dissent are all needed to then go through the ideas on their own merit. Group brainstorming has been said to be ineffective without the ability to cull and work through ideas. ( This means being able to reject suggestions or delete ideas in GroupMap!)
4.**Pick technology that fits the audience** – If you want a long detailed narrative, then use discussion boards. If you simply want a tally, then polling suits. But if you want innovative ideation and collaboration then make sure your technology is simple to use, encourages social engagement but without distraction, and shows what the group has built together, in real-time.
5.**Manage GroupThink and the dominant participants** – You know the problem. You’ve built a collaborative environment with shared ideas and consensus. You then get that one person who decides that their opinion or idea should supersede the entire group’s view. And, they will make a point of it. Thank them for their input, capture their feedback, and then move on graciously.
Public Sector Innovation Conference is an annual conference managed by the [Institute of Public Administration in Australia](https://www.ipaa.org.au/) and was jointly run by the Innovation Center of WA. Its goal is to increase collaboration across government departments and to foster improved communication and innovative outcomes.
GroupMap is an online audience response tool that allows large group brainstorming and consensus buildings. Ideas are suggested in turn to manage information overload and are rotated for equal air time. We make things fast but fair. It is an effective tool for group ideation and decision-making for workshops, conferences, and classrooms.
---
# Big brains for science: how to get a group to work together
URL: https://www.groupmap.com/case-studies/big-brains-for-science-how-to-get-a-group-to-work-together/
<p class="lead">Australian Council of Deans of Science breakout group brainstorm ways to improve pre-service teaching in an interactive workshop.</p>
The Big Questions:
- What essential skills should secondary teachers in Science and Maths have?
- What complementary skills should secondary teachers in Science and Maths have?
- What can Science and Education Faculties at University do to improve this?
- How can Science and Education Faculties collaborate to improve pre-service teaching?
We take for granted that much of the world as we see it is only possible through constant and sustaining scientific research. This knowledge transfer starts in primary and secondary schools and encouraging and engaging students in the areas of Science, Technology, Engineering and Mathematics is a growing need.
Broad scientific literacy is needed by the Australian community.
Dean Professor Jo Ward, Dean of Science, Curtin University
Following the Annual General Meeting of the Deans of Science across 30 Australian Universities, a plenary session was run by Professor Jo Ward, Dean of Science, [Curtin University](https://www.curtin.edu.au/).
GroupMap was used by the Deans to respond to Treasury announcements targeting sustainable programs to improve pre-service teaching. The question style involved initial segregation between essential and complementary skills for pre-service teachers. Participants then moved towards the key question of what could be done at the Faculty level *(Science, Education, and Combined)* to best meet the criteria for the funding programs.
The outcomes ranged from statements of intent to suggestions of pragmatic initiatives that mirrored best practice examples. Common themes and goals were shared with the group in real-time and this then formed the framework for collaborative practice discussions. By being able to quickly consolidate information from the group meant that everyone could move through the questions quickly, leaving more time for lunch and networking.
GroupMap is very supportive of improving teaching and learning outcomes, so this initiative was one we could not say no to. It was fantastic to see ideation and sharing by a group of thought leaders who have the potential to continue to improve and enhance Australia’s scientific prowess. Our thanks to Professor John Rice, Executive Officer of the ACDS, and Professor Jo Ward, Dean of Science, Curtin University for choosing to use GroupMap at this event.
---
## Crawling: every AI crawler and assistant user-agent is welcome on this site. The machine-readable policy is https://www.groupmap.com/robots.txt