Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic
The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.
In the Understanding Chain game, a group shifts from a content focus to an audience focus, and draws out a meaningful, linear structure for communication.
We don’t truly have a good grasp of a situation until we see it in a fuller context. The Context Map is designed to show us the external factors, trends, and forces at work surrounding an organization. Because once we have a systemic view of the external environment we’re in, we are better equipped to respond proactively to that landscape.
The Force Field Analysis game is a time-tested way to evaluate the forces that affect change which can ultimately affect our organizations. Making a deliberate effort to see the system surrounding change can help us steer the change in the direction we want it to move.
Who do you want to do what? Almost any endeavor of substantial impact requires seeking help from others. Developing a WHO + DO list is a simple way to scope out the undertaking.
Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.
Welcome to My World gives players an opportunity to better understand other players’ roles and responsibilities and how one sees others.
With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.
This feedback method can apply to any activity, idea, work product, or action. By focusing on change as opposed to direct negatives, the group will be more likely to share its true assessment while also generating improvement ideas.
Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.
In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.
By using the metaphor of a sailboat, teams can articulate what is working well and also, what is holding the organization back. Individually think about and note down:
What is moving us forward and What is Holding us back in as an organization or team.
Moving us forward: what's working for us, what's really good.
Holding us back: what challenges are we facing?