Caroussel

Posted: February 26th, 2013 | Added by: | Filed under: Games for any meeting, Games for opening, Games for problem-solving, Games for update or review meetings, Gamestorming wiki | Tags: , | No comments »

Object of Play

This game has been designed to gather facts and opinions from the participants on different aspects of the issue at stake. It will help gain and share insight from all points of view, since everyone will have had the chance to contribute.

Number of Players: Up to 50

Duration of Play: 15min to an hour depending on the amount of participants

How to Play

  1. Prepare 5 up to 10 flip-charts where you address different aspects of the topic at hand. On each flip-chart you address a certain aspect of the issue by posing a powerful question about it, these questions should be impersonal and ask for facts and opinions. Focus on “what”, “when” and “how” questions.
  2. Spread the flip-charts through the entire room, making sure there is enough distance in between to allow group discussions between participants without disturbing the others too much.
  3. Quickly introduce the topic at hand and go through the questions of each flip-chart, making sure everybody understands the questions correctly.
  4. Aks participants to split into pairs, or groups up to 5 people if you have a bigger group. You should have one group per flip-chart/question.
  5. Ask each group to answer the question by adding their ideas, facts and opinions on the flip-chart either with images, writing or post-it artifacts in a way that it is possible for others to interprete the data presented.
  6. Give each group 2-3min time to add their information and rotate to the next flip-chart (clock-wise or counter clock-wise)
  7. Repeat until each group has answered all the questions.
  8. Give the entire group another 5-10min to review all generated content and move to the next step: prioritization and/or deeper research into some of the ideas generated.

Strategy

By limiting the time a group has to answer a question you will make them focus on the most important things. The idea is not to gather all information per participant but to gather meaningful information as a group. This gathered information will form the basis for a prioritization and/or deeper research into some of the ideas and opinions.

Gamestorming Training - 3396

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Rating: 7.4/10 (18 votes cast)

Wellbeing North Star

Posted: August 16th, 2012 | Added by: | Filed under: Core Games, Games for any meeting, Games for decision-making, Games for design, Games for fresh thinking and ideas, Games for opening, Games for planning, Games for problem-solving, Games for team-building and alignment, Games for update or review meetings, Games for vision and strategy meetings, Uncategorized | Tags: , , , , | No comments »

Object of Play
When things do not go according to plan, there are two ways we can change our outlook. One is to ignore what is wrong and solely focus on the positives. Although possibly leading to a better attitude when the circumstance surpasses your low expectations, this technique still leaves you with the negative aspects that are causing your cognitive dissonance. Changing your frame of mind is only helpful if the circumstance is impossible to improve, which is not usually the case. That being said, the most beneficial way to truly change the course of our lives is to alter the situation. Wellbeing North Star, created by Kimberly Wiefling, allows you to analyze all angles of your situation in order to reach your desired end state. By comparing what you like and dislike about different aspects of your product, meeting, work day, etc., you can identify where your efforts are needed most to ensure that you achieve your goal.

Number of Players
5 – 8

Duration of Play
1 hour

How to Play
1. Before your meeting, draw a star in the middle of a large poster or whiteboard. In the center of the star, write the topic you are going to focus on (ex. Project X, Conference, Daily schedule). Around the star, write different aspects of the topic you want to discuss with your team (ex. advertisements, graphics, communication, functions).

2. At the beginning of the meeting, distribute plenty of pens and sticky notes (2 different colors) to your participants.

3. For 5 – 10 minutes, have your players to write what they like about the aspects you wrote around the star. Tell them only to write their ideas on one color of sticky note.

4. Ask players to jot down what they dislike about each aspect for the next 5 – 10 minutes, only writing on the other color of sticky note.

5. When everyone is done writing their ideas, have each participant present their notes and post them under the respective aspects on the chart. Cluster all of the “likes” and “dislikes” together to make the results easier to understand.

6. When all of the notes have been posted, collaborate to identify how the ideas can enhance your project. What can be changed? Could you improve your project by simply eliminating any of the “dislikes”? Encourage participants to come up with solutions for the problems they presented.

Strategy
This game can result in major changes, so make sure that everyone is clear on what alterations are going to be made to eliminate any “dislikes.” Consider assigning specific tasks to people to prevent social loafing and to ensure that the changes will indeed be made.

You can play this game with anybody related to your project. Ask customers what they like/dislike about different aspects of your product or service. Or, collaborate with your key partners to determine if your relationship is going according to plan. This activity is adaptable to your needs and can be customized for any audience.

Wellbeing North Star can also be used as a retrospective analysis activity. Rather taking time to correct inferior aspects of your topic before you reach your desired end state, play this exercise after you have finished your project to identify how it can be improved for your iteration.

Play Wellbeing North Star Online

You can instantly play Wellbeing North Star online with as many members as you would like! Clicking on the image above will start an “instant play” game at innovationgames.com; simply email the game link to your team to invite them to play. In the game, the image to the right will be used as the “game board.” You will see three types of icons in the upper left corner.

  • Note cards: area of concern
  • Happy face: what is working
  • Frown face: what is not working

Simply drag the note card icons to the squares and describe the concerns they represent. Then, players can drag the faces to the chart to organize the positive and negative aspects of the concerns.

Players can edit the placement and description of each light bulb, which everyone can view in real time. Use the integrated chat facility and communicate with your players throughout the game to get a better understanding of each move. After the game, the results will be organized in a spread sheet to maximize the benefits of the game.

Key Points
Opinions are valuable when it comes to determining what is and isn’t working. Rather than lowering your expectations and allowing for mediocre results, put in the energy now to enhance your present state. Play Wellbeing North Star to get back on the track that everyone agrees will lead to your goal.

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Rating: 5.9/10 (21 votes cast)

Innovation Ambition Matrix

Posted: July 3rd, 2012 | Added by: | Filed under: Games for any meeting, Games for fresh thinking and ideas, Games for planning, Games for problem-solving, Games for team-building and alignment, Games for update or review meetings, Games for vision and strategy meetings, Uncategorized | Tags: , , , , , , , | 1 comment »

Object of Play
Innovation Ambition Matrix was inspired by the May 2012 Harvard Business Review article, “Managing Your Innovation Portfolio,” written by Monitor’s revolutionary co-partners: Bansi Nagji and Geoff Tuff. The productive game helps teams develop a holistic view of how to get ahead by organizing initiatives and goals based on three innovation levels: core, adjacent, and transformational. Play Innovation Ambition Matrix to clarify the ambition of a project, develop a cohesive operation rather than a scattering of competing advancements, and identify how to balance your team’s effort allocation.

Number of Players
5 – 8

Duration of Play
1 hour

How to Play
1. Start by drawing a graph on a large white board or poster. Label the axes as follows:

  • X-axis: “How to Win.” This is designated for the novelty of the product that you are offering to customers. Are you using existing, adding incremental, or developing new products?
  • Y-axis: “Where to Play.” This measures the novelty of your customers. Will the innovation serve an existing, enter an adjacent, or create a new market?

2. Next, draw three curves within the axes as seen in the picture below to divide the chart into the three levels of innovation ambition.

  • Core (closest to origin): optimize your current products for current customers (ex. make faster technology)
  • Adjacent: add a new feature to your existing business (ex. create an app version of your website)
  • Transformational: create breakthroughs for markets that do not currently exist

3.  Pass out sticky notes and pens to your team members. Ask them to write current initiatives that they are working on and to post them in the respective area on the chart. Playing with multiple people will help identify what initiatives are being made and reveal different perspectives on how to succeed.

4. When all the initiatives and ideas are posted, discuss how to unify them so everyone is working toward the same mission. Doing so will eliminate competing developments and help everyone understand the overall goal for the innovation.

Strategy
The game works best when the players are team members who have different responsibilities within the project. This will will enable the group to understand the various initiatives being made and eliminate counteractive efforts. After getting rid of competing notes, organize who on the team will be responsible for specific tasks.

While Innovation Ambition Matrix is useful to outline current efforts of the team and to clarify the ambition of a project, it can also be used for your company’s long-term goals. Identify where you want your company or team to end up and what balance of innovation levels is needed to help you get there. For instance, if you would like to maintain your company’s position in your industry, focus on core or adjacent innovations. If you need to make an impacting change to get ahead in the market, think of transformational innovations. Planning where efforts are needed will help achieve the company’s innovation ambition efficiently.

Play Innovation Ambition Matrix Online

You can instantly play Innovation Ambition Matrix online with as many members as you would like! Clicking on this image will start an “instant play” game at innovationgames.com; simply email the game link to your team to invite them to join.

In the game, the image to the right will be used as the “game board.” As with the in-person version, the chart graphs the novelty of the company’s offerings vs. the novelty of the customers. Players will see light bulb icons in the top left corner, which represent the initiatives team members are taking and the ideas they have about future accomplishments. Simply drag the light bulbs to the matrix and describe what they represent.

Players can edit the placement and description of each light bulb, which everyone can view in real time. Use the integrated chat facility and communicate with your players throughout the game to gain a better understanding of each move. The results will be organized in a spreadsheet to maximize the benefits of the game.

Key Points
A company’s survival depends on its ability to innovate and advance. However, ideas to do so often become diluted by poor management strategies. This leaves your team with a chaotic scattering of competing attempts rather than a unified innovation effort. By identifying how to allocate innovation activity, teams can strike and maintain their unique balance required for sustainable growth. Innovation Ambition Matrix helps identify this core:adjacent:transformational ratio, which enhances a team’s understanding of where to put efforts and how to unify endeavors. Also, the game helps managers survey the initiatives of their team and provides a chance to discuss the overall ambition of a project.

To learn more about Bansi Nagji and Geoff Tuff, and the importance of a balanced innovation profile, click here.

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Rating: 7.1/10 (7 votes cast)

Facilitating with Constraints

Posted: December 13th, 2011 | Added by: | Filed under: Games for decision-making, Games for design, Games for problem-solving | Tags: , , , , | No comments »

Many fields have long embraced constraints as necessary for creativity. Without bounding the problem you’re trying to solve, it’s difficult to see the big picture, to know where to start, or how to focus your attention – much like trying to write a paper without a thesis. Lately, there is increasing acknowledgement of the importance of constraints such as Jonah Lehrer’s Wired post highlighting the research of Janina Marguc at the University of Amsterdam.

It turns out that constraints are also an engaging and effective way to facilitate a conversation, something I’ve learned working with designer Scott Francisco.* Whether you’re trying to balance a budget, plan a meeting, or design a building, workshop activities that make the constraints visible enable better conversations and decision-making.

Here’s how it works:

1. BOUNDARY: Identify the key constraint that defines the problem you’re trying to solve. For instance, the budget (money), the duration of the meeting (time), the size of the building (area). Then create a boundary like a simple square on a large sheet of paper that represents this constraint at some scale (e.g.: a 1” square = $1000, 10mins, 100 square feet, etc)

2. GAME PIECES: Create “game pieces” that represent the different pieces your trying to decide on: different programs within the budget, different possible activities within the meeting, different spaces within the building. These can be color-coded slips of paper / cardstock / post-its. They must be at the same “scale” as the boundary so you can see the relative size of each idea or component. (This may help you realize that one proposed program would take up most of your budget, for instance.)

3. GAME PLAY: Gather a representative group of 12 – 18 stakeholders committed to finding a solution that works by the end of the exercise. Then, play out different scenarios arranging the components to see what “fits” inside the boundary constraint. This can be as one group or with teams working in parallel then comparing and combining results. Along the way, you can discuss and document the merits of each component, the trade-offs, and other options. Do this multiple times to take the pressure off getting it right the first time and photograph each iteration so that you can compare.

4. BONUS ROUND: As an additional option, once you’ve agreed on what fits inside the boundary constraint, you can also continue the discussion to relate the different elements by arranging the components on a sheet; for instance, which programs within the budget depend on each other? What should the sequence of meeting activities be? What spaces within the building should be next to each other?

By making the constraints visible and tangible, you enable a better conversation and unlock the creativity of your group to solve problems together. You also have a visible record of the decisions made as well as a shared sense within the group of what’s involved, how the different components go together, and what’ve you’ve agreed on.

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*  Scott Francisco developed a space planning facilitation tool called the Sandbox which uses a kit of parts to try out different workplace design concepts within a limited amount of space. You can read more about it here and here. We subsequently took the principles of the Sandbox and applied it more broadly to the kinds of exercises described above.

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Rating: 8.1/10 (8 votes cast)

Merrill Covey Matrix

Posted: August 29th, 2011 | Added by: | Filed under: Games for any meeting, Games for decision-making, Games for opening, Games for planning, Games for problem-solving, Games for team-building and alignment, Games for update or review meetings, Games for vision and strategy meetings, Gamestorming wiki | Tags: , , , , , | 2 comments »

Object of Play
Many of us are overwhelmed by our to-do lists, and work hard each day to accomplish just a few of our countless tasks. However, we tend to focus on urgent items while disregarding the importance of planning for tasks that are necessary to reach our overall goal. This negligence will lead to even more stress in the long run, as everything will eventually become urgent if not prepared for. Fortunately, Merrill Covey Matrix, based on  Stephen Covey, A. Roger Merrill, and Rebecca R. Merrill’s description in their book First Things First, allows you to evaluate the urgency and importance of your tasks. The goal of this activity is to prioritize your to-do list in order to plan ahead and work efficiently. Play Merrill Covey Matrix with your team at work, key partners, or customers to clarify the purpose and value of your tasks and to discover which items should be minimized or eliminated.

Number of Players:
5 – 8

Duration of Play
1 hour

How to Play

1. Before your meeting, draw a 2×2 matrix on a large white board or poster. Label the axes as followed:

  • 2 left cells – Urgent
  • 2 right cells – Not urgent
  • 2 top cells – Important
  • 2 bottom cells– Not important

2. Distribute pens and plenty of sticky notes to your players; participants will use these to write tasks.

3. Allow 5 – 10 minutes for players to write to-do items on the post-its: one per note.

4. Have players present their tasks to the group. As a team, collaborate to identify where each to-do item should be placed on the matrix.

5. Once all of the notes are posted, rearrange the tasks in each cell in order of importance. Start thinking about how you can use the organization to make your to-do list more efficient. Keep in mind the value of each cell:

  • Cell 1: Urgent, important – these tasks should be at the top of your to-do list
  • Cell 2: Not urgent, important – these items are likely to be neglected, but are necessary for long-term success. Set aside time each week to focus on these in order to be more productive. We suggest making this cell a different color so you will remember its significance.
  • Cell 3: Urgent, not important – these tasks suck your time and are often the result of poor-planning. They should be minimized or eliminated.
  • Cell 4: Not urgent, not important – these items are trivial time-wasters that should be eliminated

6. Collaborate to clarify the value of the items and to identify which team members will be responsible for each task. Write down the new order of your to-do list, but make sure take a picture of the chart or leave it up so you can refer back to it.

Play Online

Now you can play Merrill Covey Matrix instantly online! Clicking on the picture to the right will start an “instant play” game at innovationgames.com. Here, this image will be used as the “game board.” This chart is organized the same way as the in-person version, and the second cell is highlighted yellow to remind you of its importance. However, instead of post-it notes, there will be two different icons that players can drag onto the chart and describe to represent the tasks:

  • Green squares – priority tasks that require attention
  • Red square – tasks to minimize/eliminate

All moves can be seen in real time by each participant, so everyone can edit the positions and descriptions of the icons. Also, the integrated chat facility allows you and your players to collaborate to form the most efficient to-do list.

Strategy
Delegation is an integral part of time management. Rather than assuming everyone will work together on each item, you must assign tasks in order to prevent social loafing. This way, people will feel more responsible for certain items and will accomplish them more efficiently.

Considering how easy it is to neglect the items in the second cell, it is advised to highlight or surround the region with a different color to portray its significance, as seen in the images above. At the beginning of each week, set aside time to work on these necessary tasks.

Avoid creating a long, intimidating to-do lists by breaking it down into smaller lists. For example, consider creating a task sheet for each person or a group list for each day or week.

Key Points
While we are all busy working through our to-do lists, we may not be doing so as efficiently as we think. Play Merrill Covey Matrix to identify the purpose and value of your tasks and to minimize or eliminate time-wasters. Plan ahead to avoid unproductive busy work and to accomplish your goal in a productive manner.

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Rating: 8.0/10 (6 votes cast)

Learning Matrix

Posted: August 23rd, 2011 | Added by: | Filed under: Games for fresh thinking and ideas, Games for planning, Games for problem-solving, Games for update or review meetings, Games for vision and strategy meetings, Gamestorming wiki, Various | Tags: , , , , , , , | No comments »

Object of Play
Iteration retrospective activities are tricky; it is often difficult to think of practical improvements, and reflecting on negative aspects of the project can leave your team feeling upset and unmotivated. A great way to prevent these from occurring is to play a game that focuses on the positives while also pointing out aspects that need to be changed. As described in Diana Larsen and Esther Derby’s Agile Retrospectives, Learning Matrix does just this. In this game, teams collaborate to identify what they liked and disliked about a past project, as well as point out whom they appreciated and what they believe should be altered for the future. Whether analyzing the results of a conference, product, or meeting, Learning Matrix can help you uncover your top-priority items to enhance your iteration.

Number of Players
5 – 8

Duration of Play
1 hour

How to Play
1. Before your meeting, create a 2×2 matrix. Draw a picture in each quadrant to represent a different aspect involved in your retrospective analysis:

Quadrant 1: Frown face for aspects you disliked, should be changed
Quadrant 2: Smiley face for aspects you liked, should be repeated
Quadrant 3: Light bulb for new ideas to try
Quadrant 4: Bouquet: people you appreciated

2. Provide players with plenty of sticky notes and markers. Allow 5-10 minutes for participants to individually write down their ideas for the four topics on separate notes.

3. After all players are done writing their ideas, ask them to present their sticky notes to the group and post them on the designated sections of the chart.

4. Narrow down the notes to a few requiring immediate attention. Give each player 6 – 10 dot stickers, which they will use to dot vote for the ideas they believe are top-priority. Resolve ties by discussing which note is more pressing or having another dot vote. Count all the votes to determine which ideas should be focused on. Narrowing ideas down is important, as it allows the team to concentrate on priorities and increases the chance of effective improvements being made.

5. Move the notes around to reflect the order of priority. Collaborate to evaluate how these ideas can be used to enhance your next iteration and discuss where you can begin making improvements.

Online Learning Matrix

Clicking on the image to the right will take you to an “instant play” game at innovationgames.com. Here, the picture will be used as the “game board” and you will find four icons in the top left corner. As with the in-person game, the each icon represents a different topic:

Frown face – aspects you didn’t like
Happy face – aspects you liked
Light bulb – new ideas
Bouquet – people you appreciated

To add the icons, simply drag them to the board and describe what they represent. Everyone can edit the placement and description of each icon, which can be seen in real time. Collaborate through the chat facilitator to build from each other’s ideas and improve your past project.

Strategy
Encourage players to continue thinking of ideas for each quadrant, even after all the sticky notes have been posted or the quadrants have filled up. Write the additional comments around the topic images to maintain the positioning of the original notes.

A good facilitator is necessary for this game in order to keep everyone focused. If the project team leader does not feel comfortable in this position, it is best to hire a neutral facilitator. This must be someone who can gain the team’s trust and create an environment in which participants feel comfortable sharing their ideas.

Key Points
This exercise allows you to perform iteration retrospective analysis while maintaining a positive environment. By organizing your thoughts, you can lay out your plan for improvement and discover how to enhance your project for the future. Collaborate to identify what should be repeated, changed, or tried, and to congratulate team members for a job well-done.

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Rating: 9.2/10 (5 votes cast)

Circles and Soup

Posted: August 15th, 2011 | Added by: | Filed under: Games for any meeting, Games for decision-making, Games for fresh thinking and ideas, Games for planning, Games for problem-solving, Games for team-building and alignment, Games for update or review meetings, Games for vision and strategy meetings, Gamestorming wiki | Tags: , , , , , | No comments »

Object of Play
The goal of game, introduced by Diana Larsen, is to efficiently form high-quality plans through retrospective analysis by recognizing factors that are within the team’s control.  During retrospective activities, it is easy to hit a wall of unproductive blame. The moment the group reaches this barrier, “someone shoulds” and “if only you coulds” bounce around the room, knocking out any practical ideas for future advancement. Before determining what you can improve, you must first be clear on the dimensions you are able to regulate and what you need to adapt to. By identifying factors your team can control, influence, or cannot change, you can collectively discover how to respond to and overcome various situations.

Number of Players
5 – 8

Duration of play
1 hour

How to play
1. Before your meeting, collect sticky notes or 3×5 notecards. In a white space (a poster, whiteboard, etc.), draw three concentric circles, leaving enough room between each one to place the notes. Each circle represents a different element:

  • Inner circle: “Team Controls” – what your team can directly manage
  • Middle circle: “Team Influences” –persuasive actions that your team can take to move ahead
  • Outer circle: “The Soup” – elements that cannot be changed. This term — explained further by James Shore – refers to the environment we work in and have adapted to. Ideas from the other 2 circles can identify ways to respond to the barriers floating in our “soup.”

2. Hand out the sticky notes to your internal team members and describe the significance of each circle.

3. Allow time for each person to write their ideas on sticky notes. Once finished, ask them to post their notes into the respective circles.

4. As a group, collaborate to identify how each idea can be used to improve your project. Ask team members to expand on their ideas in order to further develop potential plans.

Strategy
In earlier stages of your retrospection, it is best to concentrate on “Team Controls.” This allows you to identify immediate actions that can be taken. As you see what works, you can alter potential plans and respond to any restraints.

A neutral facilitator is recommended to keep the activity from becoming too emotional. Evaluating negative aspects of your project is a sensitive but necessary exercise, and can leave people feeling upset or hopeless. Avoid any discussions about blaming people or wishing something would happen. This frame of mind places the control out of the team’s hands, both halting all forward motion and creating a negative environment. Keep the atmosphere fun and enjoyable so people will feel comfortable sharing their ideas.

Online Circles and Soup

You can instantly play the Circles and Soup online with as many members as you would like! Clicking on this image will start an “instant play” game at innovationgames.com.

As facilitator, email the game link to your staff to invite them to play. In the game, this picture is used as the “game board,” and you will find an icon of blue squares at the upper left corner. Each square represents an idea, which players describe and drag onto the respective circle.  As with the in-person version of the game, the game board is organized into three concentric circles, representing “Team Controls,” “Team Influences,” and “The Soup.”

Players can edit the placement and description of each square, which everyone can view in real time. Use the integrated chat facility and communicate with your players throughout the game to get a better understanding of each move.

Key Points
Negative self-evaluating activities often end up emotional and unproductive. Take advantage of this game’s visual organization and extensive collaboration to avoid the blame and hopelessness that cover up ideas for future improvement. By identifying factors your team can control, influence, or cannot change, you can collectively discover how to respond to and overcome various situations. Play Circles and Soup to determine what you can do to avoid barriers and gain insight on what actions will most effectively enhance your project.

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Rating: 7.4/10 (10 votes cast)

Actions for Retrospectives

Posted: July 22nd, 2011 | Added by: | Filed under: Games for any meeting, Games for closing, Games for decision-making, Games for design, Games for fresh thinking and ideas, Games for planning, Games for problem-solving, Games for update or review meetings, Games for vision and strategy meetings, Gamestorming wiki, Various | Tags: , , , , | 2 comments »

Object of Play
Analyzing past events can get repetitive, leading to a lack of creative ideas and dulled critical thinking. Without an engaging strategy, you could get stuck in a pit of unproductive ideas, causing you to lose all sense of direction and become blind to areas needing improvement. To resist this useless slump, Actions for Retrospectives, based on Nick Oostvogel’s Actions Centered, allows teams to examine multiple aspects of an event or project in order to form original ideas on how it can be enhanced in the future. Break free from the barriers of boring retrospective analysis strategies to discover how you can make your next project, meeting, conference, etc., a success.

Number of Players
5 – 8

Duration of Play
1 hour

How to Play
1. Start by drawing a large 2×2 matrix with a square labeled “Actions” in the middle; this is designated for the changes that the team commits to making as a result of the retrospective. The four quadrants surrounding it represent different aspects of your event:

  • Puzzles: Questions for which you have no answer
  • Risks: Future pitfalls that can endanger the event
  • Appreciations: What you liked during the previous iteration
  • Wishes: Not improvements, but ideas of your ideal event

2. Provide the players with pens and sticky notes, preferably different colored notes for each quadrant. Have the participants write their ideas for “Appreciations,” “Puzzles,” “Risks,” and “Wishes” one category at a time, allowing 5 – 10 minutes for each section.  
3. Once players have written all their thoughts, ask them to post their notes on the chart. As a team, go through the ideas and cluster related ones together.
4. Discuss the novelty, feasibility, and impact of the ideas, and collaborate to analyze how they can be applied to the next event. Use this process to create practical, efficient “Actions” in the middle.

Strategy
There are many techniques you can use to amplify the benefits of this game. For instance, making players feel comfortable sharing their ideas is crucial to attaining high-quality results. One way to do so is to describe “Risks” as possible improvements, rather than negative aspects that could ruin the event. This will encourage participants to share their ideas about what should be done to ensure the success of the event without them feeling as though they are criticizing others. Also, to increase players’ concentration, you can wait to write and describe the titles of each section until just before it is time to think of ideas related to them. This will force players to focus on one category at a time. Don’t forget to create a playful environment so participants will let their thoughts flow and form higher quality ideas.

Actions for Retrospective has many applications in the business world. It can also be used for any product, service, or section of your company to identify how they can be improved. Take advantage of the game’s organized format and extensive collaboration to advance toward your potential.

Play Online
Clicking on this image will start an “instant play” game at innovationgames.com. Here, this image will be used as the “game board,” and there will be five different icons that players can drag onto the chart and describe to capture their ideas.

  • Puzzles = question marks
  • Risks = bombs
  • Appreciations = smiley faces
  • Wishes = stars

As with the in-person version, the chart is divided into five quadrants for the five categories of thoughts.

All moves can be seen in real time by each participant, so everyone can collaborate to edit the ideas. Also, you can use the integrated chat facility to encourage the players to expand on their ideas and come up with fresh insights.

Key Points
This unique strategy involves teamwork and spatial organization so your group can think differently about retrospectives and brainstorm changes for progress. Also, by writing thoughts down and working together, participants will be more comfortable providing ideas for how to improve the event rather than feeling as if they are criticizing past ideas. Play Actions for Retrospectives to reflect on the past in order to advance toward the future.

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Rating: 7.5/10 (11 votes cast)

Bang-for-the-Buck

Posted: July 6th, 2011 | Added by: | Filed under: Games for any meeting, Games for decision-making, Games for fresh thinking and ideas, Games for planning, Games for problem-solving, Games for vision and strategy meetings, Gamestorming wiki | Tags: , , , , | No comments »

Object of Play
Bang-for-the-Buck involves collaboration among the product manager and development team to prioritize backlog items. Rather than blindly moving down your agenda without any direction, this game allows you to analyze the costs and benefits of each task, and to organize them in a way that shows you where to begin and in what order to go in. Graph each item against cost and value so you can prioritize your to-do list and start checking items off.

Number of Players

5 – 8

Duration of Play

1 hour

How to Play

  1. Before the meeting, draw a graph with the “value” of the items on the y-axis and the “cost” of them on the x-axis, organizing each axis as a Fibonacci number. Write each backlog item on a sticky note and post them by the chart.
  2. Next, give your players sticky notes and pens so they can each write other backlog items. Have them place their tasks along with the ones you posted.
  3. As a group, take time to discuss where each item belongs on the graph. The product manager should focus on what the “value” position of the task is, while the development team concentrates on the “cost” placement on the x-axis. With multiple players, you can get different perspectives on the aspects of each item.
  4. After all the items have been posted, use the chart to get started on your agenda. Follow the graphed items in a clockwise order to optimize value delivery.

Strategy

This game is helpful to prioritize both short-term and long-run tasks. If one item must be accomplished soon but is too costly to start right away, work together to identify how to move it to the left on the graph. By comparing the value and cost of each item, you can collaborate to alter approaches for the tasks depending on which are most important. The discussion and visualization involved in Bang-for-the-Buck helps you think differently about where to begin working. This not only increases efficiency and productivity, but also allows you to see an impact faster.

Bang-for-the-Buck Online

Clicking on this image will start an online version of Bang-for-the-Buck  at innovationgames.com. You’ll see this image as the “game board” and an icon of a light bulb in the top left corner of this window. The light bulb represents the backlog items you want to prioritize. To add a backlog item onto the game board, simply drag it from the top left and describe it.
While any player can move a light bulb at any time, the game works best when the product manager focuses on getting the light bulbs in the right place vertically, while the development team puts the items in the right place horizontally.

Use the integrated chat facility to negotiate about the items. And any player can edit the items to keep track of the agreements of the team. This means that items will move around during the game as the value of an item increases or decreases or the development team considers various ways of implementing an item.

To get the final results of the game, simply download the Excel spreadsheet. All of the items and their Fibonacci values will be available to you for post-processing, including all of the chats.

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6-8-5

Posted: May 17th, 2011 | Added by: | Filed under: Games for fresh thinking and ideas, Games for problem-solving, Gamestorming wiki | 2 comments »

Object of Play

Rarely are ideas born overnight. And for an idea to become a great idea, it takes considerable work and effort to develop. Part of the reason we end up with under-developed ideas is that we stick with the first good idea we have — rather than taking the time to explore complementary approaches. 6-8-5 is designed to combat this pattern by forcing us to generate lots of ideas in a short period of time. The activity can then be repeated to hone & flesh out a few of the best ideas.

Number of Players
2+

Duration of Play
5 minutes to play each round
15-20 minutes for discussion

How to Play
1. Before the meeting, prepare several sheets of paper with a 2×2 or 2×3 grid. You want to create boxes big enough for players to sketch their ideas in, but small enough to constrain them to one idea per box. Prepare enough paper for everyone to have about 10 boxes per round.

2. As the group is gathering, distribute sheets of paper to each player. Or instruct the group on how to make their own 2×2 grid by drawing lines in their notebook.

3. Introduce the game and remind players of the objective for the meeting. Tell players that the goal with 6-8-5 is to generate between 6-8 ideas (related to the meeting objective) in 5 minutes.

4. Next, set a timer for 5 minutes.

5. Tell the players to sit silently and sketch out as many ideas as they can until the timer ends — with the goal of reaching 6-8 ideas. The sketches can and should be very rough — nothing polished in this stage.

6. When the time runs out, the players should share their sketches with the rest of the group. The group can ask questions of each player, but this is not a time for a larger brainstorming session. Make sure every player presents his/her sketches.

7. With time permitting, repeat another few rounds of 6-8-5. Players can further develop any ideas that were presented by the group as a whole or can sketch new ideas that emerged since the last round. They can continue to work on separate ideas, or begin working on the same idea. But the 5-minute sketching sprint should always be done silently and independently.

Strategy
6-8-5 is intended to help players generate many ideas in succession, without worrying about the details or implementation of any particular idea. It’s designed to keep players on task by limiting them to sketch in small boxes and work fast in a limited amount of time. 6-8-5 can be used on any product or concept that you want to brainstorm, and have the best results with a heterogenous group (people from product, marketing, engineering, design…).

6-8-5 works great in the early stages of the ideation process, and are often followed by a debrief and synthesis session or by another gamestorming exercise to identify the most fruitful ideas given the team’s business, product, or end-user goals.

6-8-5 has been used in design studio workshops for rapid ideation. This game is credited to Todd Zaki Warfel.

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