What Facilitation Can Do

Colourful Dhaka

Colourful Dhaka

In September I was that lucky bastard who had an assignment in Dhaka, Bangladesh. I had two very different things to do there. First of all, I was to perform an audit of the financial processes and financial administration of an NGO. And secondly, I was to work with the NGO staff on organisational management issues.

The main thing to be addressed with the team members was the organisational set up, and the system of in-built checks and balances. Based on written and other information I had received beforehand, my impression was that there was definitely some room for improvement.

The question was how to go about that?

For me, the main aim was not so much to develop a new, better balanced structure on the spot. Rather, I wanted to help the team talk about management issues, checks and balances, division of tasks and responsibilities, and the like. I wanted to assist the team to reach its own conclusions about how they wanted their organisation to be structured and organised.

Of course I did want to make them see certain things. But I did not want to show them as such. I wanted to help them see.

Basically, what I wanted was to facilitate a meeting of the team discussing the organisational structure and management. And that is what I did. I prepared a sort of script and I asked questions like ‘Can you tell me what committees and boards there are in your organisation?’, ‘Do you know what the tasks and responsibilities of this committee are?’ and ‘Who has seen a written decision made by that committee?’ and many, many more (in fact, I had more questions than could fit into the two-days programme I had developed).

Organisational structure emerging

Organisational structure emerging

Step by step it became clear that the organisational structure that had been very nicely presented in a project proposal was basically a mystery to most of the team members. They did manage, in the end, to sketch a rough organigram. They also identified which information was lacking and discovered questions that needed to be asked about the management structure.

At the end of the two days we spent together (covering more organisational management issues after clarifying the organigram to the extent possible) team members said they felt very happy and excited. Most team members found that this joint discussion had created a new level of transparency which they felt to be very important and needed. This made them happy and also excited – because now new steps had to be developed and taken and they had to make themselves part of those.

I, too, was satisfied. Through the seemingly loose Q&A structure of the two-day meeting almost all issues the client had identified beforehand as important had been put on the table and discussed. More importantly, these issues had been identified as issues for concern and change by the team itself – as a result of their sharing of information, experiences and questions regarding the organisational management and structure. The team members present had been empowered by the discovery of information that was either new to them or had never before been put together in a context.

I could have given them the same amount of new information in a training on organisational management, with lots of lectures and presentations about how an NGO should be organised and structured. It might have taken less time, and would certainly have been much easier to prepare and conduct. However, my aim was also to empower and mobilise the team members. And I am convinced that facilitating their own discovery process with self-generated insights was in this case much more effective and powerful than any training could have been.

I-do-not-want-to-show

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Reflection Shows Differences Between People

Sometimes you do something for the umpteenth time without giving it too much thought. And then some insight hits you. Well, anyway that is what happened to me in Bangladesh recently. The day after a rather full meeting day I asked the group to write down what they remembered from the day before. Discussions, topics, ideas – anything that would pop up. They divided into three groups, and each group developed a tree with branches, twigs and leaves representing their memories.

I cannot say how often I have done this exercise with a group. Many, many times. And of course I continue using it because there is always something interesting that comes to the fore when looking at the different trees depicting the same day in the minds of different people. Because the memories show what made an impression – what is considered important, new, exciting or shocking. And they show how information and impressions are processed.

reflection trees

Trees

What was different this time is that the group divided itself more or less according to their positions in the organisation. And that became very visible in their products. One tree showed a management approach to the issues discussed and included not only what was actually talked about but also things that could or should be done as a result of the discussions. Another tree was made by the television production team – a creative team with people that are focused on relations and visualising information. This, too, was obvious from the tree. It was the only tree that contained a reference to feelings and it focused on the impact of the discussions. The third tree was made by the executive producer and clearly showed the meticulous way he works and his focus on planning. He remembered all discussions in chronological order and thus his tree showed the day before as a step by step process.

Usually I work with mixed groups and then again mix the groups that create a joint tree, so I never had the opportunity before to see three different parts of one organisation visualised by their memories of the day before. And to see so clearly the differences in thinking, feeling and acting between people with completely different positions in one NGO.

It was quite mesmerising – until the moment when one group started to lecture the other about what should or should not be in their tree. (I suppose you can guess which group criticised which other group). And then I woke up and knew why it would not necessarily be a good idea to continue forming groups for the tree exercise according to ‘organisational department’ unless your second agenda is to actually do something about the dynamics between the departments and the different people. Which was not really part of my assignment in this case.

The insight I referred to above was thus that possibly unwittingly I had been organising this exercise in the right way for my assignments so far. And that if I would have an assigment focusing on organisational culture in one NGO I might tweak the groups according to department to let the participants themselves show what they are good at, what their focus is and what the differences are between the different departments and the people in them.

Collecting memories

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Do you know your value?

Value

Value

Do you know the value of your organisation or company? I am not talking about added value, or about values you have in your work. Not even about the value of the sheer existence of your organisation or company to society or clients. I am referring to ‘cold’ financial value. Do you know what you’re worth?

To give you a clue as to where to look: do you know the balance sheet of your organisation? Not by heart, but in general? Most likely, you don’t. At least in my experience of small company owners and NGOs – most of them have no idea. And in some cases they do not even produce a balance sheet at year’s end.

You may wonder what is so bad about that. Apparently, you haven’t felt a need for this to date, so why should you now?

Here is why.

If you are an NGO you may want to see whether you are building up a reserve out of small profits generated by an excess of income over expenditures. This reserve shouldn’t be too big of course – after all you are not working for profit and donors do not provide you with grants to make a profit. But a modest reserve does come in handy, even for an NGO. For instance, if you have a reserve you know that you can bridge a gap in between funder payments or possibly even a gap in between projects. Or that you can make certain investments not covered by any project grant, just because you have an amount of money available to your organisation that is not earmarked for a certain budget line. In short, a modest reserve can render your organisation more stable and can help improve sustainability of your organisation. For this reason, funders in general will not disapprove of you building up some kind of reserve as long as you are open about it and do it right.

Balance sheet

Balance sheet

You can be open about this in your annual financial statement where your balance sheet will show the size of your reserve and your profit and loss statement can show what was added to your reserve in a given year. You can also describe your organisation’s aims with the reserve: what size are you aspiring to and what is the rationale behind that? For instance, you might be looking for a reserve the size of 3 months’ operational costs so that in the event of a loss of an important grant you would have some time to start economising, downsizing, reorganising, etc.

The same is true for small companies, with as added value that having insight into your reserve may also help in case you need a bank credit or are wondering about prospects for your pension.

This is, in a nutshell, why I believe it is worthwhile to know your balance sheet value. And why you might like to invest a bit more time in your annual financial statement at the end of the year to create a balance sheet. It isn’t rocket science, but if you need assistance, do let me know!

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Finance is for Everyone

Sulaymaniyah

Sulaymaniyah

It could be construed as a cynical twist of fate that just as I left my part time job as financial manager on account of it not being my dream job I was asked to work with a Kurdish NGO in Iraq on their financial management. But in fact it turned out that this assignment combined two things I love: working with people and helping an NGO improve its effectiveness.

For NGOs proper financial management and administration is crucial for their survival in the long run. Everyone – well, almost everyone – can probably get that first nice grant to do a good thing for society. The trick is to keep the money coming in and to ensure that it contributes to the sustainability of the organisation. Of course you need great ideas and a brilliant fundraiser annex networker, but that is never going to be enough if the organisation cannot deliver on the expectations raised with the funder or the private donator.

And delivery is not just the realisation of perfectly implemented activities.

Good delivery includes getting the financial management and administration right, too.

  • Spending as planned combined with being able to justify changes.
  • Spending according to the requirements and conditions of the funder combined with being able to prove it.
  • Ensuring that, without becoming profit-based, the organisation does not in fact incur losses (for instance by not being able to cover costs of work done by the own staff for the realisation of the funded activities).

Underpinning the above are proper budgeting and proper internal procedures.

And that is where we get to the notion that financial management is – or should be – everyone’s job. After all, for proper budgeting the person making the budgets needs to be aware of the situation on the ground, the experiences of the project manager when spending the money and the time need to be taken into account. And there needs to be a match between the budget and the proposal and the donor requirements and conditions: enter the fundraiser annex networker. Without engagement and commitment of everyone the budget will not be realistic, feasible, convincing and in line with donor specifications. Inevitably, this will lead to problems in the implementation phase and in the reporting.

The same is true for procedures. Everyone should be committed to these as they form the basis for the organisation’s capacity for accountability.

Commitment needs understanding: why are these procedures in place, what do they aim to achieve or avoid? Why are they important? Everyone – yes, me too – knows that procedures can slow things down, make things more complicated than seems necessary and consume time that you’d rather spend on something ‘real’. Can we not get that signature later? Why make a contract when everything is clearly agreed? Who invented time sheets anyway?

The trick is to find a way to make everyone see that following procedures is part of their job and part of their responsibility to the organisation and its credibility and accountability. And thus in the long term its sustainability.

Financial Management Opportunities

Financial Management Opportunities

As you can see from the above Spiderscribe picture, I was lucky in that department. My group had clear ideas about what improved financial management could contribute to and what the work together could help achieve.

Steps in a financial process

Steps in a financial process

In the first session of the face-to-face part of the assignment, we identified current procedures and everybody’s role in the different steps taken. The main conclusion was that it should be a team effort and that intensive and regular communication and exchange was needed.

Of course this commitment does not mean that everything will from that moment of insight onward be clear-cut and smooth sailing. There will always be hiccups and challenges and things that do not go as planned or agreed. But once everyone is aware of their own contribution to the whole and is aware of what is needed by their colleagues and by the  organisation, you stand a good chance of overcoming the challenges you may meet along the road.

Result of a joint effort

One of the results of the assignment

Of course we did much more than just conclude that team work was needed. We also worked on accrual logic, budgeting, bookkeeping, etc. etc. And after the face-to-face training we continued working online on these topics. If you are interested in working with me on improving financial management in your organisation, please do not hesitate to contact me!

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Don’t Start Out Of The Blue – Start Online

It isn’t really necessary to know people to start working with them online. Many of you probably have communications with people on Twitter or LinkedIn or Google+ that you have never even met – and probably never will meet. It’s not hard to exchange ideas and support each other if you share a common interest.

The same is true for people that form a group because they will all show up to your face-to-face training or event. They, too, have a common interest and even if you have never met them, you can start your work with them online before you will lay eyes on them.

In fact, starting online may even enhance the process your event or training is intended to support. You can use an online start to help your participants get to know each other and to find common ground. They can start brainstorming about certain issues, and exchange ideas and experiences. They can structure their ideas and come to conclusions. They can start reading up on materials you provide and already ask questions about these. You can even instruct them online with a screencast for instance. Or you can assess the level and areas of their knowledge via a survey.

There are many possibilities. Which aims and which tools suit your process best is a matter of careful selection and some experience. And, of course, as always: trial and error.

In the workshop Flashing Start, my colleague Gerdi Keeler and I introduced a small group of mainly trainers and educators  to some easy-to-use tools that can be useful in an online start. As our main aim was to show our participants how you can engage with your group before you actually meet them, our workshop started online. During a week participants received small online assignments, each with a different aim:

  • Getting to know each other;
  • Brainstorming;
  • Structuring ideas;
  • Providing instructions; and
  • Visualising information.
Online tools for training

Tools used

For each aim we offered a different tool, or in some cases a few alternative tools that participants could choose from.

In the face-to-face part of the workshop we discussed the different tools and their possible uses.

 

Some of the more interesting points raised include:

  • In a safe online environment you share more than you would have shared in a first introduction round in a face-to-face event;
  • Online exchanges changes the way you think about some things;
  • In a safe online environment you are together, and not alone. Even though you are all sitting behind your own devices, in your own office or home;
  • In a safe online environment things start happening – conversations arise about unexpected topics;
  • It is nice and fun to learn things online, to share your products and ideas and then get feedback and reactions;
  • If others are contributing online there is a bigger (peer) pressure to also share something yourself;
  • Positive feedback by the moderator or facilitator is extremely important.

The last point points to the biggest challenges related to online starting: the role of the facilitator.

If you plan to facilitate an online start – or any other online part in a blended curriculum or process for that matter – be prepared to invest loads of time and energy!

You will need to be available in the online environment, as well as via e-mail and phone, to deal with (technical) questions and you will need to be ‘there’ to support the process by means of positive and encouraging feedback, reflection questions, follow up assignments and questions, and so on. This is not something you can easily do on the side, at a reserved time slot. You simply need to be felt to be present all the time.

However, if you are prepared to invest the energy and time needed, you will be rewarded with great results. Your face-to-face event or training can be much more focused and to the point, and your participants are fully engaged from day zero!

If you are interested in learning more about using online tools to increase your effectiveness and to make your events and trainings more attractive and engaging, check out nul100 (in Dutch).


Flip Snack booklet about Flashing Start – part 1


Flip Snack booklet about Flashing Start – part 2

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Visualising What Was Important

As I have written before, I tend not to believe that much in traditional evaluation forms any more. The information you receive is to a large extent not usable for you as trainer or facilitator. For instance if it concerns issues you have no influence on like who is invited or able to come and who is not.

But what’s worse, providing the feedback is mostly not very useful for the participants. That in itself renders evaluations less useful – if there is nothing to gain from spending some brain space on answering evaluation questions in earnest I think it is fair to assume that most participants will just jot something down quickly in order to be off sooner rather than later.

If you can connect the evaluation to the participants’ feelings and to the steps they plan to take in future using the things they learned and developed during the training, you may have a better chance of getting quality feedback that they have actually spent some time on formulating.

In a recent training assignment I asked participants at the end of the training to take a picture of something that for them symbolised the most significant moment or insight of the training and to send this to me with one sentence of explanation. Here is what I got:

From these pictures and texts I conclude that

  • the training was lively and participatory, which was much appreciated
  • participants felt engaged in the team, as they all got tasks for steps to be taken after the training
  • participants gained more insight into the topic of the training and jointly developed an image of what they want to achieve together
  • participants felt hopeful because of the shared vision for the future

and thus that me and my co-trainer Gusztáv Nemes succeeded in creating a shared knowledge base on the topic (including new knowledge provided also by us), in supporting the group to use this knowledge as a basis for a common vision for the future, in mobilising the group to work as a team towards the shared goals and in creating an open atmosphere in which everyone could and did take part actively.

And so these simple statements and picture made me very happy about our performance – much more than a traditional happy sheet could have done, where I would have to guess what could be the reasons for the scores given.

But the main source of happiness was due to the fact that participants actually spent time looking around themselves and considering this and that item as a suitable symbol all the while thinking about what the main moment had been in the last two and a half days of work. Looking at the pictures sent, most participants selected a moment that connected the training to their future actions and work as a team. For me, those two things show the true value of this exercise.

rural development vision for Bosnia and Herzegovina

A picture is worth a thousand words

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Evaluations are Boring and Useless

As trainer I am always curious to learn what participants think of the workshop: was it useful? Will they do something with what they learned and planned? Am I the new role model in their lives because I was so darn inspiring?????

It has become custom to hand out so-called happy sheets at the end of a training, to collect participants’ feedback. Well, they don’t always make you happy, I can say!

Not because participants are negative, but because you so seldom get something useful out of them.

In answer to the question 'what could be better?' - made with Quozio

In answer to the question ‘what could be better?’ – made with Quozio

By the end of the workshop, participants want to get away as soon as they can. The happy sheet is a hindrance for their haste – a few more precious minutes down the drain! In order to leave as quickly as possible, most participants will use as little time and energy as feasible to score items on the happy sheet. Rarely do they take time to write something down for the open questions.

Even the scoring can sometimes be misleading. A colleague of mine once inquired what the rates 6 and 7 on a scale of 10 (perfect) meant for the participants. One of them replied: “The training was useless, but the trainer was friendly.”

And this is only natural. After all, this happy sheet doesn’t have any purpose for the participants. They hand it in, and that’s that. It is no use for them afterwards, at their work place. What do they care to remember how good I was as trainer, or how good the accommodation was, or how much they exchanged. However good the workshop was, it is history by then.

So if you want to have useful feedback on your training you should make the evaluation meaningful or fun for the participants.

One of the things you can do is to connect the evaluation moment to the future: let participants think about how and when and with whom they will use what they learned and planned. If you then ask them to visualise this you ‘force’ them to spend just a little bit more of their time on this question. After all, they will have to develop an idea and will have to come up with a visual representation of this idea. They need to make or look for a photo, draw something, shoot a video, make a cartoon…. All this will make them think more deeply about to what extent the training was useful to them and how they will actually apply their new knowledge, skills or insights.

In addition, they will have their own visual idea with them, physically – it will be in their own camera, phone, tablet or computer. It is not that happy sheet that disappears in a big black box.

If you want to remind them of their ideas and plans you can collect all the visuals and present them in a booklet form (easily made online and downloaded as PDF) one month after the end of the training.

And that could be a great time to also ask them about their thoughts of the training: what was the best working method used? What was the most significant moment, and why? What was the most novel insight they got? Which remark do they remember still? Etc.

The most significant moment

The most significant moment, made with Quozio

Of course a lot more can be said about evaluations: what are the best type of questions, the best tools to use and the best moments in or after your training to ask for feedback.

I will certainly write more on this topic and am also going to organise workshops about evaluating trainings and learning processes together with my colleague Gerdi Keeler. If you are interested, please feel free to contact me!

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Chemicals Management and NGOs

This week, the Republican Union of Agricultural Producers’ Associations of Moldova UniAgroProtect (UAP) is organising – in close collaboration with the Ministry of Environment – Chemicals Safety Week in Moldova. During the whole week they organise events, workshops, round tables, flash mobs, ‘ecological hours’ in schools, and the like with different stakeholders and all over the country. The aim is to raise awareness about chemicals in daily life: hazards, possible protective measures and alternatives. So far, they have managed to generate a lot of media attention, including on television.

Chemicals Safety Week: press conference

Chemicals Safety Week: press conference

Of course I am far away from all this. After all, I am sitting at home in the Netherlands, behind my laptop. But through Skype I got a glimpse of these events today, as local consultant Marcela Vatamaniuc sent me a message to let me know it is all going very well and that the toolkit we developed together with great assistance from UAP and several experts was received warmly.

Planned workshop for youngsters on products they use a lot

Planned workshop for youngsters on products they use a lot

It was good to be reminded about our intensive cooperation earlier this year: together we developed a training and a toolkit for NGOs on chemicals management and awareness raising. Our task was to help NGOs develop attractive regional workshops on chemicals in daily life and to help them develop informational materials and campaigns on this topic as well. In order to do this, we also provided basic information on a set of key chemicals that are present in Moldovan households, work places and schools as well as on the legal framework regulating these substances in Moldova.

Legal framework

Moldova is Party to a great many Conventions, like the Basel, Rotterdam and Stockholm Conventions and SAICM. Each of these conventions governs different aspects of chemicals management, such as trade, transport, hazardous waste, and so on.

In order to make these international conventions “operational” in the Republic of Moldova, national laws and regulations have been developed and adopted. Different ministries and agencies are involved in implementation and monitoring of these laws. This way, chemicals management has been divided over 10 different central public authorities that deal with tasks like licensing and authorization, transport and disposal, emergency situations, etc. A new law that might improve chemicals management was at the time of the training still in the process of being adopted – whereas it had been drafted already in 2010. As a result there is no integrated life cycle management of chemicals across all branches of the national economy.

Labelling

An important piece of international legislation is the Globally Harmonized System of Classification and Labelling of Chemicals, GHS. This was adopted in 2005. Labelling is crucial to help people understand the risk of certain products and to help consumers make an informed choice about what to buy and what not.

Labelling was one of the issues addressed

Labelling was one of the issues addressed

Key Chemicals in Moldova

The key chemicals highlighted in the training and the toolkit are asbestos, cadmium, mercury, lead, POPs, Ozone Depleting Substances and PCBs. The main problem with these substances is that they are both highly hazardous and (have been) considered highly useful. They have been, and to some extent still are, used extensively and can be found virtually anywhere due to the fact that they disperse easily. Once you start reading up on those chemicals you cannot but wonder how on earth it is possible that they are still ubiquitous, not just as a result of having been used extensively in the past when people presumably did not know better, but also because they are still used. And not just in poverty-stricken countries, see for instance below.

In the public eye- Mascara exempt from UN mercury treaty — Environmental Health News 2013-10-23 23-05-36Why NGOs?

You might have started thinking that the issue of chemicals management is by far too technical, political, international and complex for NGOs to play a meaningful role. When it comes to drafting the legal framework or enforcing it, that might indeed be true. But when it comes to informing and mobilising consumers, influencing producers and working with governments on formulating desirable steps to be taken NGOs are indispensable. NGOs are perfectly placed to ‘translate’ this complex topic into practical advice and easy-to-understand background information that consumers can use as guides when choosing what to buy and what not. After all, they have knowledge of the topic and do not have an own economic interest at stake. They also know about the needs and concerns and interests of ordinary people and can connect their information to these. At the same time, they can represent these needs, concerns and interests towards businesses and governments. Again, they can ‘translate’ these into the necessary jargon and connect them to the policy level. In short, they can bridge the gap between the policy makers and their citizens, and empower these citizens to make informed decisions.

That NGOs can be quite influential in their public campaigns, also internationally, was shown earlier this year when finally a temporary restriction was imposed on the use of neonicotinoids in the European Union.

'Victory for bees' as European Union bans neonicotinoid pesticides blamed for destroying bee population - Nature - Environment - The Independent 2013-05-19 14-17-28

Interested?

Toolkit Chemicals Management & Awareness Raising

Toolkit Chemicals Management & Awareness Raising

If you are interested in reading more about the above topics, and want to read the toolkit, please contact me. It is available in PDF format in English, but too big to be made downloadable from here.

Collections of links on Pinterest

The toolkit was prepared in the frame of the project “Civil Society Capacity building in support of SAICM implementation in Moldova” that is being implemented by  the Republican Union of Agricultural Producers’ Associations of Moldova UniAgroProtect (UAP). The project is supported by a grant from the SAICM Quick Start Programme Trust Fund. 

The project is made possibly by these organisations

The project is made possibly by these organisations

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Telling stories

Storytelling is all the rage nowadays. There are many places where one can learn how to tell one’s story, orally or in writing. More and more people are interested in sharing their stories through life books, or through online posts on different social media channels. Organisations and leaders are using stories as a means to convey their messages.

I experienced the power of stories first-hand some time ago at the annual high-level meeting of the Dutch Ombudsman. In this event the Ombudsman highlights the main issues of this annual report, in front of his target group: CEOs of public institutions and high-level civil servants. He doesn’t do this by sharing facts and figures, even if he does not leave those out. His focus is on the impact of the cases he deals with and on creating a sense of urgency to tackle the issues at hand. For this, he uses stories.

This year I was invited to share my story in a dialogue with the CEO of the institution I was complaining about. When I approached the Ombudsman I started by writing a long, long piece about what happened, what had gone wrong and how, and what should have happened, in my opinion. It was a technical case, and my letter was technical and full of legal humbug. I wanted this case to be taken seriously, and thought a serious approach was required, including using legal terms to make sure it was clear that I knew what I was talking about.

A serious case requires a serious approach

A serious case requires a serious approach

When I was invited to share my case at this annual event, it quickly became clear that this was not the way I was supposed to present it; I was supposed to tell a story. A story in three short pieces, to be prompted by the event’s host. After each of my pieces, the CEO would have a piece, built around the same three questions: What happened in laymen’s terms? What did this mean in daily life? What are lessons (to be) learned? In all, we had around 10 minutes. Ten minutes divided by two? For my 9 page-case?????? Impossible!

Well, it turned out it was possible. And the short version was stronger than the long one, I might add.

How did that happen?

Well, it worked out so well because of the format, and because of the great moderator of the event, and because of a very thorough preparation process.

Ombudslezing

In the preparation process I went through my case several times with a colleague of the moderator. She had read my 9 pages thoroughly and asked detailed questions. She made it clear she understood the issues, the case and my concerns.

Then she explained that we should identify the essence of it all, in order to get my message across. And we started focusing on the story.

The story is not about procedures and legal intricacies. The story is about how it is to count on a certain income and not to get it for almost a year. The story is about not knowing whether this wrong will ever be put right. The story is about the bills that pile up, the letters received and sent. The hope that thrives when at some stage someone says you’re right. And about the despair when it turns out that this stage was not the final stage. The essence is about the impact the functioning of a public institution has on an ordinary person, and the feeling that person gets that they are a number, not a human being.

Step by step my case became a story and on the event itself, I was my story, even if it was not a story about me. And the funny thing was, the CEO got into the story, too. And had gotten into it in his preparation process in fact. So while I had thought we were adversaries, fighting our own cause against each other, we became a common story, together. The power of this process was overwhelming, thanks to the great preparation and implementation from the side of the Ombudsman and the moderator of the day, Margriet Vroomans, and her colleague Esmeralda Böhm.

If you want to know how you could use storytelling in your work as facilitator, trainer or (project) manager, you should participate in the one-day training Facilitating Storytelling – Tools for the Facilitator on 28 November 2013. Look here for more information in Dutch. If you’d like to have more information in English, contact me. The training can be conducted in English, if English speakers are signing up, so do feel welcome!

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How to Make your Message more Attractive

I guess by now most of us are aware that the web2.0 is becoming increasingly visual. Information is shared as stories in the form of pictures, videos, infographics, cartoons, animations, wordles, drawings or combinations of these (like in Glogster and Storify).

Make your own photo slideshow at Animoto.

Continue reading

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