[notes about participatory methods in project implementation]
expand project implementation strategies to incorporate community participation through collaborative management
reflect on which approaches will be most effective given your context and/or particular facilitation style
here, we will highlight how participatory approaches to each of the presented tools are included in Modules 2.4, 3.4, 4.4, and 6.4, and reiterate why it's important to engage with participatory methods
WHAT ARE PERFORMANCE REVIEWS?
forthcoming
WHY CONDUCT PERFORMANCE REVIEWS?
forthcoming
WHAT ARE SOME TECHNIQUES FOR PERFORMANCE REVIEWS?
forthcoming
WHAT ARE SOME CHALLENGES FOR PERFORMANCE REVIEWS?
forthcoming
WHAT IS PROJECT COMMUNICATION?
forthcoming
WHY INVEST IN PROJECT COMMUNICATION?
forthcoming
WHAT ARE SOME TECHNIQUES FOR PROJECT COMMUNICATION?
forthcoming
WHAT ARE SOME CHALLENGES FOR PROJECT COMMUNICATION?
forthcoming
WHAT IS TEAMBUILDING?
forthcoming
WHY INVEST IN TEAMBUILDING?
forthcoming
WHAT ARE SOME TECHNIQUES FOR TEAMBUILDING?
forthcoming
WHAT ARE SOME CHALLENGES FOR TEAMBUILDING?
forthcoming
WHAT IS CONFLICT MANAGEMENT?
forthcoming
WHY INVEST IN CONFLICT MANAGEMENT?
forthcoming
WHAT ARE SOME TECHNIQUES FOR CONFLICT MANAGEMENT?
forthcoming
WHAT ARE SOME LIMITATIONS OF CONFLICT MANAGEMENT?
forthcoming
What I Need From You
People working in different functions and disciplines can quickly improve how they ask each other for what they need to be successful. You can mend misunderstandings or dissolve prejudices developed over time by demystifying what group members need in order to achieve common goals. Since participants articulate core needs to others and each person involved in the exchange is given the chance to respond, you boost clarity, integrity, and transparency while promoting cohesion and coordination across silos.
INSTRUCTIONS
Set up the room
Arrange the room with the following:
A room large enough for 3-7 small groups of participants
Chairs for 3-7 people to sit in a circle in the middle of the room
Paper for each participant
Arrange participants
Tell participants to organise themselves into functional clusters (i.e., small groups) for each function of the project.
For example, there may be a functional cluster for data collection, another for communications, another for farming, etc.
There should be between 3 and 7 small groups total.
Ask participants to select a spokesperson for each functional cluster.
Introduce the Activity
Summarise the steps of the activity to the whole group.
Reiterate the goal or challenge being addressed to make sure that the context is the same for all.
Emphasize that each functional cluster's request must be clear and specific if they are to receive an unambiguous yes or no response.
Make it clear that no answers other than yes, no, I will try, and whatever will be allowed.
Functional Clusters Identify Needs
Explain that each functional cluster will come up with a list of their two top needs from other small group(s) in the room.
Small groups should discuss and write down their top two needs in the following form: "What I need from you is _________________________."
Instruct all the functional clusters to discuss the challenge at hand by going around in a circle, allowing one person to speak at a time.
After each person in a functional cluster has spoken once, the cluster should collectively decide what were the top two needs that came to light.
Spokespeople Share Needs
Ask each functional cluster to select a spokesperson to represent their cluster.
Have all spokespersons gather in a circle in the middle of the room.
One by one, spokespersons state their two needs to each of the other spokespersons around the circle.
Spokespersons just take notes of requests at this point -- no one gives answers or responses yet.
Functional Clusters Create Responses
Conferring with others in their functional cluster, each spokesperson writes down one of four simple responses to each request:
Yes,
No,
I will try, or
Whatever (i.e., the request was too vague to provide a specific answer)
Everyone Shares Responses
Addressing one spokesperson in the group at a time, every spokesperson in the circle repeats the requests made by him or her, then shares his or her responses (yes, no, I will try, or whatever).
No discussion! No elaboration! Spokespersons just share their simple responses.
Debrief
Ask members of the large group to share any takeaways from the activity.
Did it help them understand implementation challenges the project still faces?
Were there any issues or opportunities that they learned about?
One by one, ask each spokesperson to briefly share with the whole group how they will follow up on the requests they made and received.
Invite the spokespersons of the functional clusters to coordinate among themselves to follow up on the requests they made and responded to.
Adapted from Liberating Structures
Sparring
When working as a team, sparring isn’t about conflict - there’s no need for boxing gloves. It's a collaborative approach to giving and receiving feedback that drives progress while maintaining a positive and respectful atmosphere. Although peer feedback can feel intimidating—whether you’re giving it or receiving it—it’s essential for improving processes, workflows, deliverables, and team dynamics. This activity helps ensure that feedback is focused, diverse, and shared in a safe environment, fostering growth and collaboration.
INSTRUCTIONS
Prepare to Spar
Well before your meeting or activity, make sure everyone is fully debriefed on the solution(s) you are implementing and any relevant challenges to implementing them. This may entail sharing a summary document with everyone.
Prepare your sparring board - on a posterboard, whiteboard, empty computer document, or other writing surface, create a table with the following three columns:
What looks good?
What could be improved?
Questions?
Introduce the Activity
Address the group and briefly describe the solution(s) you all are working on.
Explain the value of feedback and how you’ll use it.
Outline the areas you’re looking for peer feedback on (and what areas you aren’t).
If you have any, quickly share an excellent peer feedback example or two.
Remind the group of these aspects of peer feedback:
When giving peer feedback, acknowledge the positives and provide specific recommendations for improving the work. Giving positive feedback as well as constructive criticism helps foster a safe environment for discussion and increases the likelihood of team members reaching out for more peer feedback in the future.
On the flip side, receiving a lot of critical feedback can be tough. Remember that getting feedback at work isn’t personal. This is about improving your work with people who want to help.
Gather Everyone's Feedback
Instruct your group to freely think about and discuss the solution(s) critically with one another.
While thinking and discussing freely, group members should add their notes to the group's sparring table.
Discuss
Read each piece of feedback on the sparring board to the group.
Before discussing any particular pieces of feedback, identify any recurring themes and clarify any ambiguous pieces of feedback.
Dig deeper into particular pieces of feedback and how they may change your implementation plans moving forward.
Are there any agreements or disagreements within the group? If so, these may merit careful, focused discussion.
Adapted from Atlassian
