A document or chart containing the content and sequence of a meeting, project, or longer-term process.
Agenda cards:
Small cards illustrating tried-and-true ways to approach specific group processes, such as strategic planning, team startup, and business planning.
Best practices:
Activities for working with individual development, groups, teams, and organizations that have been tested and are widely used.
Charters® Markers:
The Grove's branded version of felt-tip markers for graphic recorders and facilitators.
Collaborative design:
Involving stakeholders, other disciplines, and related organizations in the design of a group process, communication, or change.
Context Map:
A visual display showing all the forces and factors surrounding a team or organization; also the formal name of one of The Grove's Graphic Guides®.
Current state:
A graphic representation of the realities that a person, team, or organization is experiencing in the present moment.
Dot voting:
Using sticky dots to poll a group by having them apply the dots to the items of information they are most interested in.
Drexler/Sibbet Team Performance Model:
A framework for thinking about the seven predictable challenges in creating and sustaining high-performing teams; combines the team research of Grove founder David Sibbet, Allan Drexler, Russ Forrester, Jack Gibb, and Marvin Weisbord with Arthur M. Young's “theory of process.”
Engagement process:
Activities aimed at increasing the amount and quality of involvement that people have in their team or organization.
A process of leading groups toward agreed-upon objectives in a manner that encourages participation, ownership, and creativity from all involved.
Four Flows Model:
A simple four-level framework for facilitators suggesting that Attention, Energy, Information, and Operations all need to be managed through “U” (you and your style). Also called “AEIOU.”
Future state:
A term used in planning for a picture a graphic representation of a desired future.
Graphic facilitation:
A practice that integrates facilitation, interactive graphic recording, and graphic templates to lead groups toward agreed-upon goals.
Graphic Guides®:
Various sizes of preformatted graphic charts for recording group communications in real time. Also called “graphic templates.”
Graphic recording:
Documenting a group's conversation and key ideas in real time on flip charts, large poster paper, graphic templates, murals, tablet PCs, and other visual media. Also known as “scribing.”
Graphic templates:
A generic name for Graphic Guides®.
A term for software specifically designed to support group process.
Group Graphics®:
A trade name used for The Grove's specific system of graphic facilitation, which focuses on the use of large-format interactive displays to support group process.
Group Graphics® Keyboard:
A framework of seven display formats that represent basic choices for graphic recorders and facilitators, from simple posters, lists, and clusters to more complex grids, diagrams, drawings, and mandalas.
Group memory:
The graphic recordings created during a facilitation process.
Group process:
The activities, sequence, and interactions in a meeting, team, or project.
Grove affiliates:
Individuals and companies that sell Grove products through links on their web sites.
Grove associates:
Individuals who have completed The Grove's basic trainings and are qualified to receive referral assignments and represent The Grove with clients.
Grove partners:
Companies that have formal agreements to conduct Grove trainings, distribute Grove products, coauthor Grove tools, and cooperate on consulting engagements on an on-going basis.
Grove senior associates:
Individuals who have worked with The Grove, often on staff, and are the preferred colleagues to work with on client projects; senior associates are interchangeable with any of The Grove's full-time consulting staff.
Grove Facilitation&trade Model:
A process model that portrays seven predictable challenges facing group facilitators, mapped to the stages of the Drexler/Sibbet Team Performance&trade Model and the underlying Four Flows Model developed by Grove founder David Sibbet.
A simple graphic image used to represent a concept, digital file, or element in a larger diagram.
A simple graphic image that symbolizes a concept but does not look like the thing it represents (such as a heart as a symbol for love).
Leader's Guide:
A booklet that guides a person stepby-step through the use of a Grove Graphic Guide®.
Facilitating agreement between two parties who are mistrustful by ferrying the terms of a possible settlement back and forth until agreement is reached.
Meeting documentation:
Digital photos of wall charts, graphic meeting reports including photos and chart reproduction, live text documentation on personal computers, and single-page summaries of meeting outputs.
Mission statement:
The core purpose of a person, team, or organization, expressed in writing.
Allowing stakeholders to share their interests and positions bit by bit until they reach a mutually acceptable resolution.
Standards of behavior shared by a group or organization.
An informal name for The Grove's Meeting Startup Graphic Guides®, simple templates for starting a meeting by clarifying Outcomes, Agenda, Roles, and Rules.
Specific, realistic, actionable, relevant, and time-bound descriptions of specific outcomes and goals for a person, team, or organization.
Organization development:
A field of study that looks at organizations as whole, living systems.
Organization effectiveness:
The process of improving the efficiency of organizational processes, levels of employee engagement, and overall return on investment (ROI).
Panoramic visualization:
Recording on long murals that can circle an entire meeting room with information, often using Graphics Guides® combined with free-form recording on large sheets of paper.
A simple graphic image that looks like its real-life counterpart (such as an image of a person).
Process design:
The organization of a sequence of activities into a visual time frame used to guide a group process, project, or longer change process.
Process improvement:
A sequence of activities designed to make a service or product more efficient.
Process map:
A graphic representation of a group meeting agenda or schedule of activities over time.
Process theory:
An informal name for the theory of process articulated in Arthur M. Young's seminal work, The Reflexive Universe, which underlies most of The Grove's models for managing group process.
A visual showing the key streams of activity a person, team, or organization needs to complete to achieve set objectives, usually keyed to a specific timeline.
An informal term for graphic recording.
Seed shape:
A simple drawing that can be made more detailed without changing the underlying shape (such as a person in the shape of a five-pointed star).
Social networks:
People who are affiliated through online spaces, conferences, and mutual interests.
An individual who supports a team or organization by providing its initial charter, funding, and high-level authorization.
An individual who has some kind of interest in the outcomes of a group process.
The distinctive way The Grove draws people, using a round head and a star-like body.
The high-level approach or plan for how a person, team, or organization intends to achieve its mission and goals.
Sticky notes:
Small 3" x 5" or 5" x 8" self-adhesive sheets of paper used to record and sort information on graphic displays.
A panoramic visual history, context map, strategy map, vision, or roadmap created to help leaders and managers tell consistent, compelling stories that sustain aligned action.
A book that supports a Grove Storymap&trade user with in-depth, step-by-step information linked directly to the Storymap visuals.
Strategic Visioning:
The Grove Visual Planning System&trade (VPS) that uses Graphic Guides® to support strategic planning with panoramic visual environments representing an organization's environment, current situation, visions, and action plans.
Sustainable Organizations Model:
A process model that illustrates seven archetypal ways of organizing using the Process Theory model. Includes the value sets embraced in a specific type of crisis that would make movement to another type necessary.
A group of people who must cooperate to complete their stated tasks.
Team Performance Indicator:
A self-scoring questionnaire consisting of 22 questions, following the seven key challenges outlined in the Drexler/Sibbet Team Performance&trade Model.
Team Performance Inventory:
A 72-question assessment consisting of nine questions for each of the seven key challenges outlined in the Drexler/Sibbet Team Performance&trade Model.
Time Block Agenda:
A graphic agenda in which the spacing of the items is a scaled representation of the actual time each element requires.
An acronym for the Drexler/Sibbet Team Performance&trade Model.
Transformation process:
Changing an organization in ways that markedly improve results and levels of team or organizational engagement and contribution.
Expressions of deep, culturally supported orientations that drive decisions and behavior.
Value chain:
The sequence of suppliers, designers, manufacturers, and distributors that take raw materials and convert them into usable products.
Value proposition:
A statement of the complete value that an organization offers its customers through its products and services. Answers the customer's question, “Why should I buy this?”
Value web:
The network of suppliers, dealers, manufacturers, resellers, and associated firms that combine to create a total offering to customers.
Virtual teams:
Groups that are separated geographically and so must communicate by telephone, e-mail, and computer conference.
A detailed picture of a future state of a person, team, or organization.
Visual listening:
Another name for the graphic recording of a group process.
Visual literacy:
The ability to read and interpret visual information in print, electronic, and other media.
Visual thinking:
Using drawing, graphic displays, and imagery to see patterns of meaning in information.
Work group:
People who share a common leader and set of goals but can complete their work individually without a great deal of interaction.


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