attività da facilitare in remoto o presenza per ricercare la causa "profonda" di un problema ed elaborare possibili soluzioni
Player 1 has a problem, Player 2 solves it with a random object, Player 1 is thankful.
This exercise, based on Kahneman and Tversky's classic study, illustrates how the framing effect influences our judgement and our ability to make decisions. The participants are divided into two groups. Both groups are presented with the same problem and two alternative programs for solving them. The two programs both have the same consequences but are presented differently. The debriefing discussion examines how the framing of the program impacted the participant's decision.
Vivid way to structure a discussion for a complex topic.
In Wicked Questions, participants ask, “How is it that we are doing two things in tension with each other simultaneously?” These questions reveal entangled challenges that are unintuitive or difficult to discuss. Wicked Questions can reduce either-or thinking and engage everyone in thinking strategically about how to balance competing priorities. It can be particularly useful in transitions because it exposes the tension between what is being said and what is actually being done. This structure reinforces LS Principle #7, Emphasize Possibilities: Believe Before You See.
In pairs, partners find 3 unusual things they have in common. Then each pair chooses one to share with the group.
An Educational Game about Discrimination and Privilege
Each player randomly receives a card. Each card contains specific restrictions representing metaphorically the different obstacles people face in the labor market when trying to look for a job or when trying to reach their life goals.
