Meeting Agenda Template

Plan and deliver effective meetings with GroupMap’s 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.

A meeting agenda template offers a customisable 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:

  • Meeting details
  • Meeting Materials
  • Attendance
  • Apologies
  • Previous Business
  • Reports
  • New Business
  • Actions
  • Parked Items

Why use a 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

Related templates

  • House Rules
  • Photo Wall
  • Two Truths and One Lie
  • Exit Ticket 3-2-1

Tips for effective meeting agendas

Who should use a meeting agenda template?

Anyone looking to support the delivery of a meeting can use a meeting agenda template. It is a really straightforward brainstorming meeting tool that can super-charge the effectiveness of any type of meeting.

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.

Meeting agenda template format

meeting-agenda-template-image

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

Set agenda elements

Define the sections of the meeting agenda template

Invite

Invite contributors

Brainstorm

Populate each section of the meeting agenda template

Cross Device Compatibility

Save effort, time and money with GroupMap

Whether you have your best minds together in the same room, or distributed around the world, GroupMap’s unique technology allows groups of up to 2000 to submit ideas independently at separate times, from different places, in different timezones. Prevent dominant personalities swaying the group, drowning out the opinions of others – GroupMap allows everyone to brainstorm independently then effortlessly combines that information to reveal the full spectrum of ideas. GroupMap templates keep the objective front and center throughout the session, keeping everyone on task. This ensures the activity identifies actionable issues rather than becoming just a discussion on ideas. GroupMap gives you all the group decision making tools you need to prioritize, decide and take action.

Create your first map and invite people in to start sharing their thoughts right NOW. Experience the power of GroupMap with our 14-day, no risk, FREE trial. You don’t even need to provide your credit card details to access to all of our features, including the entire suite of templates, for a full 14 days.

PMI (Plus, Minus, Interesting)

About the PMI (Plus, Minus, Interesting) Template

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, specification 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 depnding on the context of the topic.

As one of simplest templates to use, the goal is simply to provide everyone the opportunity to express their views from different perspectives. The PMI Template is 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 convsersations. By using the template and having people brainstorm individually, there is less group think and bias and anchoring of ideas or opinons.

Related templates
Examples of PMI statements

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

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

Brainstorm

Start brainstorming through each of the different hats.

Vote

Have people voted on the topics that they would like to discuss the most.

Share

Share the results and facilitate the discussion towards a decision.

Cross Device Compatibility

Save effort, time and money with GroupMap

Whether you have your best minds together in the same room, or distributed around the world, GroupMap’s unique technology allows groups of up to 2000 to submit ideas independently at separate times, from different places, in different timezones. Prevent dominant personalities swaying the group, drowning out the opinions of others – GroupMap allows everyone to brainstorm independently then effortlessly combines that information to reveal the full spectrum of ideas. GroupMap templates keep the objective front and center throughout the session, keeping everyone on task. This ensures the activity identifies actionable issues rather than becoming just a discussion on ideas. GroupMap gives you all the group decision making tools you need to prioritize, decide and take action.

Create your first map and invite people in to start sharing their thoughts right NOW. Experience the power of GroupMap with our 14-day, no risk, FREE trial. You don’t even need to provide your credit card details to access to all of our features, including the entire suite of templates, for a full 14 days.

Team Canvas

Team Canvas GroupMap

What is a Team Canvas?

The Team Canvas was firstly 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.

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 Roles Activities to a full version that that explores key aspects personal and team alignment, key  values and goals and 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
Facilitation tips

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 behaviours 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 centre focus on the Purpose of conducting the exercise. Designing a team is an iterative process, and together with your team, you can prototype behaviours 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.

Brainstorm

Encourage the sharing of ideas and opinions for each of the nine elements included in the Team Canvas. Structure brainstorming by explaining each element and providing example questions.

Group

Identify common themes from the brainstorming session that can be grouped into a focus area. By doing this you can condense ideas into one key idea and be able to view them easier and better.

Rate

Invite participants to vote on the ideas that they see as the most important. Define the objectives of voting, such as “can be easily measured and is time-bounded,” or “can be done with the current resources available.”

Share

Collate and then share the results of your team exercise so that everyone can easily reference the agreed upon decisions, behaviours and rules going forward.

Cross Device Compatibility

Save effort, time and money with GroupMap

Whether you have your best minds together in the same room, or distributed around the world, GroupMap’s unique technology allows groups of up to 2000 to submit ideas independently at separate times, from different places, in different timezones. Prevent dominant personalities swaying the group, drowning out the opinions of others – GroupMap allows everyone to brainstorm independently then effortlessly combines that information to reveal the full spectrum of ideas. GroupMap templates keep the objective front and center throughout the session, keeping everyone on task. This ensures the activity identifies actionable issues rather than becoming just a discussion on ideas. GroupMap gives you all the group decision making tools you need to prioritize, decide and take action.

Create your first map and invite people in to start sharing their thoughts right NOW. Experience the power of GroupMap with our 14-day, no risk, FREE trial. You don’t even need to provide your credit card details to access to all of our features, including the entire suite of templates, for a full 14 days.

Six Thinking Hats

Six Thinking Hats

What is the Six Thinking Hats Technique by Edward De Bono?

The Six Thinking Hats is a role-playing model developed by Edward de Bono in 1986. Each hat represents a different lens or perspective on a particular issue and is an insightful activity that prevents narrow thinking. 

It serves as a team-based problem solving and brainstorming technique that can be used to explore problems through various perspectives in order to uncover options that might otherwise be overlooked. 

The basic premise behind the Six Thinking Hats is that most people think and reason in a specific way based on their personality type.  This means that a more emotional person may generate ideas differently than a more analytical person, and vice-versa. Similarly a pessimist will approach a situation very differently than an optimist.

An example of the benefit of running the thinking hats techniques is therefore to encourage different perspectives to be shared, seen and discussed as part of the decision making process.

The six types of “Thinking Hats” are:

  • White Hat: Similar to the calm and pure emotions associated with the colour white, this type of thinking focuses on analytical, objective thinking, with an emphasis on facts and feasibility.
  • Red Hat: We often associate the colour red with anger and heat and hence this represents emotional thinking, subjective feelings, perception, and opinion.
  • Black Hat: The colour black has been stereotypically linked with doom and gloom and so this forms a type of thinking that is critical, skeptical, focused on risks, and identifying problems.
  • Yellow Hat: Often symbolising sunshine and happiness, the yellow hat is about thinking optimistic, speculative, best-case scenarios.
  • Blue Hat: Blue being the colour of the sky and high above creates a sense of structured thinking, high-level overview of the situation, the big picture.
  • Green Hat: Associated with the colour of trees and nature, the green hat is about creative, associative thinking, new ideas, brainstorming, out-of-the-box.
Meeting tips using the 6 thinking hats technique

Use the Six Thinking Hats for Better Meetings

Six Thinking Hats is a powerful technique for decision making that includes different points of view.

The process and methodology allows emotion and skepticism to be brought into what might normally be a purely rational process, and it opens up the opportunity for creativity within decision making.

Decisions made using the Six Thinking Hats technique can be more resilient and based on a holistic perspective, allowing you to avoid pitfalls and gaps before you have committed to a decision.

When Should I use the Six Thinking Hats Technique?

Use the Six Thinking Hats model to help with:

  • Running better and more structured meetings especially if there tends to only be a single view at every meeting.
  • Making better decisions by having a more holistic and wide ranging view of the problem. 
  • Approaching problems from various angles of facts, emotions and creativity.
  • Inspiring idea generation as an ice-breaker activity by having different people play different roles.
  • More collaboration during brainstorming and decision making with assigned roles including facilitator responsibilities.

Six Thinking Hats Template Example

Imagine if you are facilitating a meeting to introduce a new product or service to the market. In doing so, you might ask people to wear different hats, or to navigate between the hats around this goal.

White Hat

“What are the facts that we know?”

 – Our survey last month indicated a 5% preference of the green product by women aged 25 – 45.

– Return rates from sales has fallen by over 50% since the introduction of the new delivery packaging.

– There are new delivery routes available via Company Logistics.

Yellow Hat

“Why should we be optimistic?”

 – The new product could increase our revenue diversification stream and increase our family of products.

– We can start receiving better feedback and testimonials from our customers.

– The impact from damage from delivery will meet our service standards.

Red Hat

“What are your gut reactions?”

– The green colour inspires a sustainable look and is very appealing. This is even a great shade.

– The impact on the reduced return rates could mean additional resources.

– How do the new delivery routes impact our delivery times? I would certainly be interested in learning more about it.

Green Hat

 “How can we create opportunities?”

– A green range could be expanded to a different colour range set or be symbolic.

– Creating multiple channels will allow us to establish new partnerships and partners.

– Speeding up quality and reliability of delivery could allow us to bundle exisiting products.

Black Hat

“What risks should we keep in mind?”

– Is a 5% preference sufficient for us to make a single colour product? What happens if preferences change.

– What is the cost of maintaining the packaging quality and sustainability?

– The new delivery routes may not have been proven as reliable yet or may increase our costs.

Blue Hat

“What systems or processes will be needed?”

 – Let’s go around the room and discuss the colour options based.

– How has the reduced return rates impacted our warehousing department?

– Would there be any other changes to our workflow with a new delivery partner and will it change our logistics technology?

How to Use the Six Thinking Hats to Run Better Meetings

Six Thinking Hats is a powerful technique for looking at decision-making from different points of view. By introducing a structured parallel thinking process, it helps people to be more focused and mindfully involved in a discussion.

Brainstorm

Start brainstorming through each of the different hats.

Group

Review the responses for common themes that can be grouped.

Vote

Have people voted on the topics that they would like to discuss the most.

Share

Share the results and facilitate the discussion towards a decision.

Cross Device Compatibility

Save effort, time and money with GroupMap

Whether you have your best minds together in the same room, or distributed around the world, GroupMap’s unique technology allows groups of up to 2000 to submit ideas independently at separate times, from different places, in different timezones. Prevent dominant personalities swaying the group, drowning out the opinions of others – GroupMap allows everyone to brainstorm independently then effortlessly combines that information to reveal the full spectrum of ideas. GroupMap templates keep the objective front and center throughout the session, keeping everyone on task. This ensures the activity identifies actionable issues rather than becoming just a discussion on ideas. GroupMap gives you all the group decision making tools you need to prioritize, decide and take action.

Create your first map and invite people in to start sharing their thoughts right NOW. Experience the power of GroupMap with our 14-day, no risk, FREE trial. You don’t even need to provide your credit card details to access to all of our features, including the entire suite of templates, for a full 14 days.

What, So What, What Now?

What So What What Now

What is a What, So What, What Now?

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. in 2001. It is also attributed to Henri Lipmanowicz and Keith McCandless, the creators of Liberating Structures.

The What, So What, What Now 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, What Now?

This model can be used for a critical reflection session through a crisis management situation where you need to define and frame the problem, analyse the impact and then consider the possible actions to address the issue.

Related templates
Facilitation tips

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.
  • See last minute cancellations due to a global pandemic or loss of venue booked. 

Use the What, So What, What Now 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, What Now Template

The What, So What, What Now 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, What Now?

Tip To get the most from the What, So What, What Now 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.

Brainstorm

Gather the right people who have insights or are being impacted by the problem.

Like/Dislike

Vote on the best possible actions and the next steps, so that the items with the most votes can be decided as the right move to mitigate and/or address the issue at hand.

Results

Once the crisis has been mitigated, provide a report on how as a team you came together to decide on this course of action, that can be shared with team members and those on the executive levels.

Cross Device Compatibility

Save effort, time and money with GroupMap

Whether you have your best minds together in the same room, or distributed around the world, GroupMap’s unique technology allows groups of up to 2000 to submit ideas independently at separate times, from different places, in different timezones. Prevent dominant personalities swaying the group, drowning out the opinions of others – GroupMap allows everyone to brainstorm independently then effortlessly combines that information to reveal the full spectrum of ideas. GroupMap templates keep the objective front and center throughout the session, keeping everyone on task. This ensures the activity identifies actionable issues rather than becoming just a discussion on ideas. GroupMap gives you all the group decision making tools you need to prioritize, decide and take action.

Create your first map and invite people in to start sharing their thoughts right NOW. Experience the power of GroupMap with our 14-day, no risk, FREE trial. You don’t even need to provide your credit card details to access to all of our features, including the entire suite of templates, for a full 14 days.

Value Proposition Canvas

Value Proposition Canvas

What is the Value Proposition Canvas?

The Value Proposition Canvas is a tool developed by Dr Alexander Osterwalder 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.

The Value Proposition Canvas has two building blocks – customer profile and an organisation’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.
Related templates

References

 
Tips to start your Value Proposition 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 focussing 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 behaviour but might not include higher priced brands that have skin moisturising 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.

Brainstorm

Brainstorm ideas for each area of the Value Proposition canvas.

Group

Review responses, and collate ideas.

Vote

Rate the ideas according to likely impact on the organization.

Share

Share the outcomes of the session to relevant stakeholders.

Cross Device Compatibility

Save effort, time and money with GroupMap

Whether you have your best minds together in the same room, or distributed around the world, GroupMap’s unique technology allows groups of up to 2000 to submit ideas independently at separate times, from different places, in different timezones. Prevent dominant personalities swaying the group, drowning out the opinions of others – GroupMap allows everyone to brainstorm independently then effortlessly combines that information to reveal the full spectrum of ideas. GroupMap templates keep the objective front and center throughout the session, keeping everyone on task. This ensures the activity identifies actionable issues rather than becoming just a discussion on ideas. GroupMap gives you all the group decision making tools you need to prioritize, decide and take action.

Create your first map and invite people in to start sharing their thoughts right NOW. Experience the power of GroupMap with our 14-day, no risk, FREE trial. You don’t even need to provide your credit card details to access to all of our features, including the entire suite of templates, for a full 14 days.

Force Field Analysis

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. 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.

Related templates
Facilitation tips
References
  • Lewin, Kurt. 1946. “Force Field Analysis.” The 1973 Annual Handbook for Group Facilitators. 111-13.
  • https://en.wikipedia.org/wiki/Force-field_analysis

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

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.

How to Do a Force Field Analysis

Assemble a small group – between 5 – 9 people – who are directly involved in the change implementation process. 

There are six general steps to completing a Force Field Analysis and 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.

Scope

Assess the current situation of the organization in terms of the issue at hand.

Define

Identify what objectives the team would like to gain from conducting this analysis.

Brainstorm

Together with your group, discuss and list all of the driving and restraining forces.

Score

Evaluate the influence of each force by assigning them scores on a matrix that determines their importance.

Report

Report on the outcomes and share the results of the analysis with the rest of the team or company for good communications.

Cross Device Compatibility

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