Quaker Conversation

It’s very easy for the dynamics of a group to undermine the potential value of bringing a group of people together. If the same people speak every time, there is always a contingent whose voices are not heard; in creative work, a perspective lost can mean valuable ideas are never heard and “group think” can set in. Getting the greatest diversity of ideas from a group can depend on making the space for as many viewpoints up front before the flow of conversation begins its process of natural selection, and conversation is a funny thing; setting a few rules can disrupt the habitual dynamic of the group to allow for different outcomes.

OBJECT of the GAME: To give all voices a chance to be represented in a group with a potentially wide range of perspectives.

HOW to PLAY:

The rules of the game are quite simple…

1. Begin by posing a question to the group
2. Each person answers the question in sequence – usually going around the circle, but if someone is not ready, they can defer their turn until later.
3. Each person answers as fully as they need to in order to feel they’ve fully expressed their point of view.
4. No one should respond to, rebut or rejoin the comments of others; each response should be only to the original question

Point number four can be a difficult one for many groups, but if gently enforced, it can really encourage the less vocal members of any group to voice their opinions. This can lead quite well into a follow-on conversation if someone has been recording some of the ideas or perspectives on a whiteboard. Using these elements as launching points allows for a more focused drill down on the ideas that may have resonated with the group.

Scenario Slider

After coming up with great ideas, the next challenge is figuring out the best way to make them happen. This exercise is one of many types of “scenario” games which can be used to test ideas and try out different approaches to bring them to life.

When having discussions about how to do something, we often get overwhelmed by all of the variables and reasons why it might not work, and can end up working in circles questioning our assumptions before we’ve even tested the idea. Setting stakes in the ground can clear the space we need to get down to it and discuss how to try something new under more specific circumstances…and doing it across groups helps to think through very different ways of doing the same thing.

OBJECT of the GAME: To get groups to model a business approach based on several extreme scenarios, using two to three variables.

WHEN to USE: After a brainstorming or prioritization exercise where a new idea, model, business or product has been selected.

HOW to PLAY:

1. In advance, select two or three variables which would impact how your idea would be implemented. If it’s a project, it could be “money, people and time”.
2. It’s helpful to set some context for your variables. Money could range from $10k to unlimited funds, for example, while time might be “done in 3 months” to “as much time as you need”.
3. Set two or three different scenarios, adjusting the “sliders” in your three variables to a couple of possible extremes. Don’t be worried if this is actually the case in reality; playing with the extremes helps to find unexpected answers. One scenario might be “unlimited funds, all the people you need, must be done in three months.”
4. Working with a number of groups in parallel, assign one scenario to each group. Ask the groups to come up with an approach based on that scenario. Instruct the groups to take the scenario as a given – don’t say it’s impossible in three months; tell us how you’d do it.
5. Allow the groups to all share their work with the others, outlining their approach as well as explaining the tradeoffs and shortcomings based on the constraints of their scenario.
6. Debrief as a large group to identify ideas that people agree should go forward, and which variables and constraints the group believes to be non-negotiable.

FACILITATOR NOTES: Getting the groups to produce something for the report out helps them crystallize their thinking and gives the broader group a something tangible to work with when debriefing. Getting them to draw models or doodles to illustrate their ideas can help get them focused on delivering a product.