This page is not updated since September 2018. Please check the FAQ instead.

A. What is MethodKit?


Tools for effective meetings & creative workshops

The MethodKits are analogue tools designed to help you develop ideas, get overview and work together in meetings & workshops. To organize, prioritize and discuss with. Some of the kits are frameworks while some are libraries, more about that below. Common uses for the cards are planning, brainstorming, development and evaluation of projects.

In the age of digital, we still use analogue tools for meetings and workshops, with blank canvases like whiteboards, flip charts and notebooks as the rule. Why start from zero every time? Instead, MethodKit has collected the most important bits and pieces to get you started, and to further develop your ideas. What you create is up to you.

Our users describe the kits as universal, easy to use, versatile, dynamic, creative with straight-forward language.

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Types of kits

There are two types of kits. MethodKit for […] are frameworks that summarize relevant parts of one specific field, while MethodKit with […] are libraries that consist of a diverse collection of things within a specific category.

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MethodKit with […]

MethodKit with […] are libraries of things.

Each library consists of different things within a specific category (tech components, trends, human needs etc). They are well suited for brainstorming sessions, idea mashups and hackathons. Combining the parts in different ways could spark new ideas or add new features or dimensions to already existing ideas.


Customization is one of many different trends in the library we created.

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MethodKit for […]

MethodKit for […] are frameworks.

The frameworks summarize the relevant parts of one specific field (eg. app development), like a checklist in card format. Each card outlines an important topic with an icon and a short description. They can help you define and develop different types of projects, as well as assign responsibilities within a group, and finding out where to head next.


Measurable goals is one part of doing a project.

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  • Small (~A8), 84x55mm. (Similar to a business card). Recommended for working by yourself or with a small group.
  • Medium (~A7), 126x82mm. (Similar to the size of an iPhone 7/8). Recommended for working by yourself or with a group.
  • Large (~A6), 168x110mm. (Similar to the screen size on an iPad mini). Recommended for workshops and groups.

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B. How to use


MethodKit is an analogue tool for meetings and workshops or individual idea development. The kits are flexible frameworks where each card represents a different perspective. Examples could be: goals, team, budget, roles & responsibilities. Check what MethodKit is to understand this concept.

There are no rules or right amount of players for the MethodKit decks. Arrange the cards to define and structure your thoughts around them. Use them for discussing, planning and organizing. They are building-blocks that create visual overview of your project, to help you realize what needs to be prioritized and what is missing. They are used for idea development, coaching sessions, client meetings, in workshops and to facilitate meetings.

Below we summarize common ways of using the cards.

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I. Align groups

Discuss the importance of different things. Place the cards you don’t agree on in-between the unimportant and important group.


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II. Cluster

Use post-it notes to cluster your ideas around different cards on a table, wall or whiteboard. Discuss how they relate to each other, draw arrows or place them accordingly, in a mind-map fashion.


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III. Map

Use the cards as headlines for sorting your thoughts and ideas.


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IV. Prioritize

Place the cards on a table. Decide which ones are important. If you are a group, you can let everyone pick a card to the “What we need to talk about”-selection.


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V. Selection Grid

Grids for MethodKit for […]

Prioritize tasks and parts of projects by assessing importance (y) and urgency (x). The grid gives you a visual overview of what needs to be done. 


High importance +High urgency = Do ASAP (red area)
High importance +Low urgency = Plan execution (yellow area)
Low importance + High urgency = Do after the ASAP tasks or Delegate (orange area)
Low importance + Low urgency = Wait or ignore (grey area)

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VI. Sort

Sorting is a convenient way of making decisions or selecting ideas. Things fall into one of the two categories. Something that can be used to for example understand…

  • The scope of the project
  • Agenda of a meeting
  • What’s important and not


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VII. Timeline

Decide when to do what by arranging selected cards on a timeline.


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C. Cards in action

In action

MethodKit is an analogue tool for meetings and workshops or individual idea development. Below is a few examples how the cards can be used in different settings. More general examples can be found in the How to use section above.

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Example: Internal use

Use the kit to align colleagues, consultants and clients. Use it to create future visions and scenarios or as a research tool and checklist. How to run things? What are your priorities? Did you forget any important perspectives?

Example: A competence development session in a hospital talking about Public Health and how the hospital can become better at delivering quality care.

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Example: Tool as an interface

Use the cards as an interface. We made tools that have a easy to understand language without dumbing down the underlying concepts. We want people to sit at the table, take part, and feel comfortable in understanding and sharing ideas.

Example: Discussing all the aspects of refurbishing your kitchen. This together with the carpenter who is building and designing your new kitchen.

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Example: Tool for reflection

Some people work best in groups, some by themselves. The kit helps you think and structure your thoughts. A bit like a mentor that keeps everything in mind. It’s your task to decide what perspectives to listen to.


Example: Sitting at home, mapping a project. Spending most of the time thinking, but documenting some thoughts on the wall to not forget the most important parts.

One brilliant example is this mapping.

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Example: Tool for discussion

When you start working with a new project there is an immense need to talk about how you should do it. In this case the cards provide a framework to have good conversations on what you need to get done.


Example: Three students use MethodKit for Projects to discuss a new project that they need to present in two weeks.

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Example: Get overview together

Work together to map your project on a wall. Use slightly thicker pens and post-its. The cards can be attached to the wall using tack-it/blue-tack or scotch tape (that you fold double).


Example: A startup use MethodKit for Product Development to map and ideate around how a new feature of their product could function.

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Example: Map on a wall

Work together to map your project on a wall. Use slightly thicker pens and post-its. The cards can be attached to the wall using tack-it/blue-tack or scotch tape (that you fold double).


Example: An urban planner and two architects use MethodKit for Cities in urban planning, to discuss how a new housing development would fit into the city as a whole.

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Example: Work around a table

Work together on mapping your project together. Writing in silence is good to start with. Get a big table and use a large roll of paper as a canvas for the cards. Use slightly thicker pens.


Example: A team planning a new project together (with MethodKit for Projects). The overview that the group creates will later result in a project plan along with a grant application. What matters now is to get it all out on the table.

One example is this workshop at University of Gothenburg that we held a while back.

The HDK master students planning and designing the Migration Future Lab workshop. #methodkit

A post shared by MethodKit (@methodkit) on

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Example: Post-it grids

Use the kit to select, sort and assess ideas by sorting them based on different selection criteria.

Example: Using MethodKit with Selection Criteria to assess and sort ideas from a brainstorming session. The challenge in the session was on how to solve car congestion in a small city. The ideas (each on one post-it) were sorted based on price & impact. In this case most desirable ideas were the least pricey giving the most impact (lower right quadrant).

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Example: Grid with Trends

How trends and game-changers affect organizations

Using impact and preparedness on the two axis give you a way to understand how trends affect your organization and industry. The grid below combine Impact (on industry) + (organization) preparedness.


Mapping trends on a grid.
Organization Preparedness vs Industry Impact = Organization’s position regarding new trends.

  • Green area (strengths): High impact + High preparedness.
  • Red area (weaknesses): High impact + Low preparedness.
  • Yellow area (possible weaknesses): Low impact + Low preparedness.
  • Grey area (Possible strengths). Low impact + high preparedness

I suggest that you write up different trends that you have researched on different post-its or cards.

We’ve been making MethodKit with Trends, a deck of cards with 100 trends to use in this purpose.

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D. Hackathons


MethodKit with […] is a growing library of the basic building blocks for ideas. The libraries can be used in hackathons and are reoccurring bits and pieces of trends, tech components and human needs. New ideas are essentially new compositions of already known bits and pieces.

After participating in numerous workshops on idea development and idea mashups we have summarized the most commonly reoccurring bits and pieces that ideas and concepts normally consist of.

The idea was simple, to create libraries of cards with different components that can be combined into ideas. Cards that encourage creative playing and reshaping of ideas. As a result of their different purpose, the MethodKit with […] decks have a different mechanics than MethodKit for […].

The decks are most useful in the first part of a hackathon, coming up with what idea to build.

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Workshop instructions

  1. Place the cards on a table. If you didn’t prepare cards/notes with building blocks already, conduct a small brainstorm around the different topics (tech/trend/human needs/personas/locations). A good idea is to use different post-it colors for the different categories.
  2. Discuss the different building blocks.
  3. Combine 2, 3, 4 or 5 cards. For example Technology+Trend+Location or Technology+Technology+Technology.
    Write down the idea on a post-it. Do this individually or in group.
  4. Combine again until good result is achieved or time is up.
  5. Refine and enhance the ideas you have come up with.
  6. Present the best solutions from each group to the larger group.

Tip! Conduct parts of the workshop in silence where everyone is working individually, mixed with group work. That allows for parallel idea development processes.

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The Building Blocks

The blocks and how to combine them

Example of pieces and fragments to be combined in an idea mashup workshop with cards from MethodKit with […]. Red: Tech Building Blocks. Yellow: Trends. Green: Locations. Blue: Human Needs. Turcoise: Business Models

Decide which type of solution that you would like to develop. For example:

A product that… uses [technology] with [trend] on [location] fulfilling [human need] made of [material] made with [person] in mind, that offers [value/business model] and makes money from [revenue stream/business model].

You could also complete the sentences with an [idea] … that solves the housing crisis or a [solution] … that makes people more healthy.

Advice: Work in small groups (max 3–7 people). If you are more participants, split up into smaller groups.

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… with Business Models

6. Business models

  1. A product getting money from [revenue stream].
  2. A product providing [value] to target group.

MethodKit with Business Models is a library of 68 cards with value propositions, funding models & revenue streams.

MethodKit with Business Models (Was released in 2016)

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… with Human Needs

3. Human needs

A product that docks into [human need].

Human needs create discussions on what people need, and more specifically: does you product/idea really fill a purpose in the world.

Example of Human needs:

  • Primary needs (love, belonging, food, shelter, health, water)
  • Secondary needs (WiFi, pranks)

MethodKit with Human Needs (60 cards) released November 2014.

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… with Locations

4. Locations

  1. A product that would be used in/at/on [location].
  2. A product that would solve common problems in [location].

Locations could be:

  • Parts of the world (South-east Asia, Latin America, Rural Africa, Scandinavia)
  • Countries (Brazil, China, India)
  • Cities (London, Mumbai, NYC, São Paulo)
  • Venues (restaurants, clubs, cafés)
  • Public spaces (parks, squares, buses, subway)
  • Workplaces (factories, offices)
  • Type of location (city centre, suburb, projects, small town, countryside)

MethodKit with Location (Released December 2015)

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… with Personas


Containing Persons/People

  1. A product for [person].
  2. A product having [person] as target group.
  3. A product solving [person’s] problem.

People from different places, classes, generations and life situations that makes you reconsider what’s needed in the world. These type of different personalities/people is often called Personas.

MethodKit with Personas (Was released in December 2015)

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… with Tech Components

1. Tech components and services

A product that uses [component/sensor/api/services].

The things could be:

  • Components (NFC, Bluetooth)
  • Products (Apple Watch, iPhone, Speakers, Microphone)
  • Sensors (Light, motion, pressure)
  • Services (Facebook, Twitter)
  • APIs (Facebook friends, Maps geodata, Statistics)

MethodKit with Tech Building Blocks (120 cards) was released November 2014.

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… with Trends

2. Trends

A product that docks into/uses [trend].

Trends could be:

  • Micro trends: Something becoming hip that was unknown or was not cool before (e.g. Christmas present of the year). Can be seen as a temporary tendency (e.g. memes such as Ice Bucket Challenge)
  • Mega trends: Longer ongoing tendencies (e.g. globalisation, religiously motivated wars, aging, urbanisation).
  • Process that changes the situation for good (e.g. exhaustion of world’s resources).

More about MethodKit with Trends (100 cards)

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E. Principles behind

About the principles

Below we explain why we decided to do things we the way we do:

In the age of digital, we feel analogue tools have been forgotten. We noticed that digital gadgets often became a barrier to real collaboration and we wanted to create a smart analogue tool that reminds you about the most important bits and pieces involved in different areas.

The digital world has plenty of advantages, but we might have forgotten the benefits of analogue space. Physical workspace has rarely developed. The blank canvases are the rule. (Examples are post-its, whiteboards, flip charts, chalkboards, notebooks.) That means that workshops and meetings start from zero, every time.

Why were there no analogue tools designed for today’s work situation? In a world where trendy newspapers, investors and blogs focus at apps and startups, it seemed like useful physical tools had become massively untrendy. Had we forgotten that useful things not always can be packaged as an app?

Analogue things are more real and allow less distractions than digital devices. That enables you to focus on what is important, to develop something cool.

We think of the cards as playful tools. The design and purpose of the kits are in many ways backed by the latest academic research on learning and education.

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I. A visual tool

1. A visual tool

We use easy to grasp graphics to quickly communicate which type of aspect you are holding in your hand or seeing. That allows you to easily navigate the landscape and get an overview.


The first seven MethodKits consist of 50-something cards that summarize different fields.

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II. As little information as possible on the cards

Our initial product testings showed that collaboration and discussion were left out if there was too much information on the cards, as people got stuck reading. The benefit of cards is to provide a quick overview, not to summarize a 500 page project management manual. There are books, lectures and Google to explore each topic.

Cards are typically an entry point to more complex and detailed information.
Google Design Guidelines on Cards


Cards are ideal for representing concepts and conveying crucial information – not to replace books.

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III. Description with direction

We want to explain what a measurable goal is but without telling you how you should or should not do. Everyone has their practice and we created a tool that does not have an opinion about your way of working. It is important to consider roles and responsibilities in a project but it is not our thing to decide how you do that.


We provide the bits and pieces but it is your choice in which direction to roll them.

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IV. Plain language

Jargon, academic language and buzzword can make communication less straightforward. We try to simplify the language that is often being used talking around an issue. The idea is to get rid of the crap, not the complexity. To decode the language being used. Straightforward language allows the overview to be accessible for a everyone, from beginners to experts.


The more universal the better.

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V. The sweet spot between structure and creativity

A framework gives you the possibility to focus on creating projects and have meaningful discussions on where you are and where to head. Something that allows you to be creative but still provide support. Neither too much structure, nor too little.


From left:
1. Creative without structure (creative chaos)
2. Creativity with structure (semi structure)
3. Structure without creativity (rigid structure)

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VI. Discussions are more important than the cards

Cards are catalysts and aids to provide structure and overview. They can support discussions by representing different parts or perspectives. As the cards only provide the crucial information, the project and idea you are working on are in focus.


The cards are pillars to aid and spark good conversations. A bit the same way as scaffolding works when a building is being constructed.

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VII. Create tools out of the recurring things

Many factors and patterns remain the same from one project to another. Our concept has been to identify and make tools out of the things that stay constant over time, to let you focus on discussions, creativity, ideas and strategy – the things that really matters.


Some patterns reoccur again and again in different types of projects. Some are non-occuring context specific. We focus on the former. Examples of these are: setting goals, deciding on a team and roles, creating a vision, budget and timeframe.

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VIII. Tool that makes you ask important questions

We try to find interesting topics to make into MethodKits. How to quickly define a project? Which are current trends? Which sensors are available to create useful new products? Which are the human needs? Which criteria to use when defining an idea or evaluate a project? How to work with sustainable development and gender equality? How can normal citizens become included in building our cities?


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IX. Covering the Essentials

The kits let you focus on the things that you feel is important. Your projects and ideas. Project management is a necessary evil. Clients that have extremely little time but want a say in everything. The kits summarizes different fields and make overview easier.


Scanning the surroundings to get overview.

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X. The cards will not do the work for you

Mastery over a field is about experience, knowledge, leadership and project management. The cards provide an overview and a framework to help you proceed with a project. They help you to prioritize tasks and design workshop with the project group. It’s meant to give you a leverage in the projects you take on.


Ideas are created two times. First through coming up with the idea but you need to put it into action for it to become real.

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F. Story behind

Why cards?

The thing is that we shouldn’t care about the actual cards but the conversation that potentially can unfold from using them. Cards are prompts that allow deeper conversation to take place from the standpoint different lenses and perspectives. They provide a map and an overview about a topic. Cards can act as an interface. What do you think, what’s more important, this or this? It’s a tool that introduce complexity into design thinking without making it too complicated.

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Analog vs. digital

Being a student at Hyper Island (often referred to as Digital Harvard), we often came up with the best ideas away from the computers.

Digital allowed new types of interaction. With computers things became more object based. Drag and drop. With operating systems came new smart ideas on how we could interact with the world. Sometimes we assume that, that innovative mindset exist by default. Just because something is delivered in a digital format.

Our idea has been to use the new object-based thinking that digital opened up for, and combine it with the possibility of working in participatory ways in the physical space. The output and the thinking behind it is two very separate things.

Many people were obsessed with the digital format. 2012 when MethodKit came to life, most people just LOVED apps, it was the best thing ever. But the format can easily become a gimmick. In the age of digital, we still use analogue tools for meetings and workshops, with blank canvases like whiteboards, flip charts and notebooks as the rule. The physical world lacks programs.

MethodKit is a project born out of a digital mindset dragged back into the analogue world. Because the format of being able to lay cards out on a table or on a wall just works better. Until AR comes around…


Read more: The Future of Analogue Workspace

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Ten criteria

When MethodKit was designed it came out based on these ten selection criteria.

  1. Automate and save time (efficiency)
  2. Help to get overview (understand a complex picture)
  3. Checklist to help remember everything (reminders)
  4. Accessible, plain & stupid simple (The best kits are taken for granted, even if something similar didn’t exist before: I already know this. I could have done this myself. This is not innovative.”)
  5. Good interface (bridge between people)
  6. Move them around (Flexible)
  7. Good looking objects (Well designed, a sense of authority)
  8. Physical objects (Something that allowed people to hold, show, sort and prioritize, put on walls, move around on tables, pick out or away)
  9. Spark conversation (Gravitate towards them, but not get stuck)
  10. Non prescriptive. (No answers, only frames that let people fill in their thoughts and opinions.)

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Sources of inspiration

MethodKit was inspired by a few things.

  1. Computers. Interact & create objects: files, icons, sortable
  2. Adobe Illustrator. Designed objects, movable
  3. Post-its. Blank physical objects, movable
  4. Projects, Reoccuring parts and meta-objects, adjustable
  5. The web. Cards were on the rise. FB implemented a subtle version of cards (as the vehicle for status updates, two months earlier.)
  6. IDEO Method Cards. Not because they were great, but because it proved that it was possible to use cards in a work setting
  7. The format and small batch possibilities at Moo shaped MethodKit.

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MethodKit came to life due to a set of circumstances and personal opinions.

  1. Accessible knowledge: Doing projects that have a low threshold but still a high depth.
  2. Visible patterns: All projects are basically the same (goals, team, roles, budget, timeframe). The number of times we’ve seen post-its with reoccuring structures like: “Goals, ideas, feedback.”
  3. Automatisation. You only know when to automate when you need to automate. In this case MethodKit became a way to document the recurring things.
  4. Analogue. We needed more analogue tools born out of the digital world. Many people came up with their best insights and ideas away from the computer. Programs for the physical world is missing though. MethodKit have many similarities with computer programs, even though is adapted for the physical world.
  5. Personal direction. Combine founder’s strengths. Curation, curiosity, methods, workshops, web, design, intl. Network.
  6. Ineffective meetings. Ad-hoc, not a sense of consensus, everyone were in their own heads, there was no effective interface, not collective process
    1. Seeing the power of parallel processes with eg. brainwriting
    2. Prompts to quickly access and take the discussion through different concepts

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Founder’s background

  • Curator/editor (8 yrs, curation of objects/information)
    • Publishing books (Both in terms of citizen journalism & arts)
    • Crowdsourced exhibitions
    • Bank of workshop exercises
  • Designer (from age of 16. Flat minimalistic design)
  • Transdisciplinary (Maths, science, design, psychology, political science & organisational theory)
  • Workshops & education (7 yrs, Hyper Island, HDK, Konstfack)
    • Summarized the course plans of all programs at Hyper Island
    • Held admissions group for Hyper Island & Swedish Institute (450 interviews)
  • Methodology (7 yrs, Hyper Island, Project of How)

Details at Ola Möller’s Linkedin

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G. To make a kit

Mapping topics

It is often possible to define the crucial parts and practices of a field fairly quick. Most people undertake this process over and over again. When trying to plan something the answers can often be found in understanding the code of a field.

When starting a restaurant the parts might be:
Staffing (chefs, dish washers, waiters, wages), menu, interior, furniture, lighting, food type, branding, opening hours, payment options, target group, marketing, guest experience, signage, the grand recipe book, reviewers, service level, food supplier, wine list, legal permissions (eg. tax office, grease trap) and kitchen hygiene.

It is often easy to define 70% of a field. The devil is in the last 30% — the things that are critical, but do not immediately come to mind. One way to combat this is to write down what you need to remember next time. Over time, these notes can accumulate into a quite accurate and complete list.

More about this in our posts about:
DNA of Disciplines
Pattern Language & Code

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Process map

Each kit took between 3 and 18 months to develop.

How MethodKit been made

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H. Partners & Experts


Jordan Lane, architect and co-author of the Architecture Bundle.
The Good Tribe, co-author of MethodKit for Sustainable Development.
Maktsalongen co-authored the kit on Gender Equality
Roland-Philippe Kretzschmar, co-author of MethodKit for Public Health.
Hyper Island co-authored MethodKit for Team Development.
Miriam Gullbring, made the design of MethodKit with Personas.
Add Gender, co-author of MethodKit for Equal Places.
Belatchew Architects, co-author of MethodKit for Equal Places.

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Translators of the released kits. We are still compiling this lists as 50 people been involved.

  • German
    • Caroline Paulick Thiel at Next Learning, German translations.
  • English
    • Amina Kesraoui, Proofing of English.
    • Hanna Westerlund, Proofing of English, Translations to Swedish.
  • Russian
    • Vitali Poluzhnikov at Barkas, Russian translation.
  • Georgian
    • Nino Samkharadze, Georgian translation
  • Arabic
    • Maktoum Saeed Al Maktoum, Arabic translations (For Projects & Personal Development).
    • Ola Saleh, Arabic translations (For Projects)
    • Hussein Al-Zribe, Arabic translation (For Cities)
  • Spanish
    • Andrea Figari, Spanish translations.
  • Portuguese
    • Rafael Pini at Digital Fans, Portuguese translations.
    • Ailton Feliz Henriques, Initial portuguese translation.
  • French
    • Louis-Félix Binette, Initial translation to French

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I. About MethodKit

Our founder

MethodKit is a concept by Ola Möller (@olamoller). More info about him at

“MethodKit came about 2012, based on two big needs I had, understand projects and myself better. I needed to define projects better and faster i collaboration with people I was working with. Secondly I had to understand my own direction and acknowledge my inner compass.

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Our office

OUR OFFICE: MethodKit, C/o Knackeriet, Svartmangatan 9, 111 29 Stockholm, Sweden
Closest Subway station: Gamla Stan.
Closest bus stop: Slottsbacken.

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Contact us

General questions? Send us a mail to

Press, Partnership requests & workshop inquiries? Reach out to Ola (founder) at or twitter: @olamoller

Invoicing: We handle most of the payments via credit cards or Paypal through the site. In some cases (governmental institutions or universities) we can arrange that you will make a pre-payment via International Bank Transfer (if credit card is not a viable option). Send us a mail to

What to send us a regular mail? MethodKit, Svartmangatan 9, 11129 Stockholm, Sweden

You can also reach us & keep updated on what we are doing here:

E-MAIL: (We quick at responding normally)
TWITTER: @methodkit
INSTAGRAM: @methodkit
GOOGLE+: MethodKit

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What people say

What is the best thing(s) with MethodKit? Users tell us they find them universal, simple, free, easy to use, versatile, clean simple design using a plain language.

Find more voices on the Testimonial page.

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Press inquiries

Contact our founder Ola Möller for press inquiries. Press images can be sent on request, please use the form below!

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Who use it?

We have users in 63 countries. Amongst them are people at Facebook, Google, Apple, Swedish Institute, KTH, Slack, Stanford, IDEO, Frog, Hyper Island and IBM.

If we count digital downloads it’s another 35 countries.

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J. Frequently Asked Questions

Workshops & Public Speaking

Q. I want you to come and hold a talk/workshop/lecture/keynote. Is that possible?
A. Send us an e-mail at and we talk about it!

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Q: Do you ship everywhere?
A: Yes. We send the kits with FedEx International Economy world-wide.

Q: How fast do you ship?
We normally send the package from our warehouse within 1-2 business days. Germany is business days 3-4 days, UK normally 3-4 days and US 7-8 days. Some countries have a lengthy customs handling that can delay deliveries.

Q: Can I get a tracking code?
When the package is sent from our warehouse a tracking code is sent to your e-mail address.

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Q: My card was declined. What to do?

A: Normally it is your bank declining the payment. Is the card open for buying via internet? Is this outside your normal purchasing behavior? Give the bank or your credit company a call and they allow it through!

Q: Can I pay via invoice?

A: Yes, if the order is above 200€. We normally send after the order been paid, so this option will take slightly longer.

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K. PDFs and Worksheets


We’ve made PDF templates for mapping up your projects. We’ve been using it in workshops printed out on A3 papers together with the MethodKit for Projects. We mapped some of the key aspects in MethodKit for Projects onto a PDF. For you to have as a complement to your stack of cards.


MethodKit for Projects:

MethodKit for Personal Development:

Other canvases:

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Splash evaluations

The Splash Evaluation is a way to visually describe & evaluate projects/startups/apps.

  • Print it out to indicate how far you’ve gotten with your project regarding different aspects.
  • Do it yourself or in your project group. When we use it, everyone have their own sheet. First, the individuals in a group think and put down their own opinions before we sharing in the group. This way it’s possible to see and discuss how aligned the group are and what needs to be done next.


Using #Startup Splash Evaluation. #methodkit. Free to download on our site.

A post shared by MethodKit (@methodkit) on


Task Evaluation

The Task Evaluation is a way to visually evaluate tasks to be able to weigh their importance.


Business Model Canvas

We also designed a so called Splash Evaluation for Business Model Canvas. Find out more about theses splashes and how to use them in the menu. Worksheets/Splash Evaluation.

Business Model Canvas Splash

Download the Business Model Canvas Splash.

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Re-designed canvases

We’re re-designing other people’s PDFs. Most of them don’t have dynamic fields (at least not when we made them a few years back). In the re-designed version you can save text in the PDFs. The enhanced graphics is just a bonus.

– Business Model Canvas

We re-designed a PDF Canvas by Business Model Generation. For a long time the original Business Model Canvas PDF been without dynamic fields.


We also designed a so called Splash Evaluation for Business Model Canvas. Find out more about theses splashes and how to use them in the menu. Worksheets/Splash Evaluation.

Business Model Canvas Splash

Download the Business Model Canvas Splash.

– Business Model You

We re-designed a PDF canvas from Business Model You who based their canvas on Business Model Canvas. Similarly to BM Canvas, the original Business Model You PDF been without dynamic fields.



We’ve made a PDF template for SWOT analysis. We’ve been using it in workshops printed out on A3 papers together with the MethodKit A5 for Projects. SWOT is one of the cards in MethodKit for Projects. For you to have as a complement to your stack of cards.


      Re-designed: Download & try.

    • SWOT (In English)

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