Ethos, Logos, Pathos
The goal of this game is to channel Aristotle’s assessment of your argument.
Library of facilitation techniques
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Manage What You Measure
Measures of success vary across an organization. Executives concern themselves with company-wide Objectives involving Revenue, Cost, Profit, Margin and Customer Satisfaction.
Further down the org chart, management and individual contributors rate performance against more detailed Key Performance Indicators (KPIs) tracking customer behavior: a product manager may measure app downloads, or number of shopping cart items per visit. These customer behaviors clearly affect the larger corporate Objectives, but how? and which have the most impact?
Scenario-ananalyse
De waarschijnlijkheid en de implicaties van scenario's wordt onderzocht.
Altitude
Sometimes it can be difficult to keep a meeting on track when people have a hard time staying focused at the right level. People can find themselves “down in the weeds” or operational details when the meeting is supposed to be strategic, or, conversely, they can find themselves being too abstract and strategic when operational detail is exactly what’s needed.
Learning Matrix
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.
This is not Tic Tac Toe
A game to work with assumptions and to reflect on how things are being handled in the organisation. How do we learn from each other?
Resort brochure
Point of this game is to practice with participants incremental Product building
Ball Point Game
A popular Agile game to remind companies of their Agile roots, to harness collaboration and participation. Discover parallels in Agile and lean in a reflective discussion
Friend or Foe?
Any product change, project plan, change management initiative requires assessment of and approach to working with stakeholders, a term we use to describe anyone who can impact a decision. Stakeholders often slow or block change; in other cases, they bust obstacles and accelerate progress. To increase your likelihood of success, check out this activity from visual thinker Yuri Mailshenko and identify your stakeholders to understand how they feel about your work.
Back of the Napkin
Teams of 3. (See strategy section for discussion of different team sizes.) No limit to the number of teams other than what the organizer wants.
