The river crossing game is one of many simple games that gives your group the chance to sharpen their problem-solving skills while having a bit of fun. Participants need to cross an imaginary river as a team and they need to get all members of the group safely there.
Draw circles up in the air with the index finger and observe the way the direction of the circles changes, as we change the vantage point.
You can help a group move from either-or conflicts to both-and strategies and solutions. You can engage everyone in sharper strategic thinking, mutual understanding, and collaborative action by surfacing the advantage of being both more integrated and more autonomous. Attending to paradox will reveal opportunities for profound leaps in performance by addressing questions such as: What mix of integrative control and autonomous freedom will advance our purpose? Where do our needs for global fidelity and consistency meet the needs for local customization and creative adaptability? This makes it possible to avoid bipolar swings in strategy that are frequently experienced by many organizations.
A blend of Open Space and World Cafe that gets large groups of people working on action, in a co-creative, peer coaching environment.
At the end of a meeting, participants have to go back to their boss, organization, community or family. There they'll asked a question like "what did you do?". This prepares them to that question, informs them about what others will say - and who maybe the source of this message and it give them as well as you feedback on the session. It also reinforces commitment.
This technique helps to create a historical timeline for your organization with the collective work of your group members.
This activity can be a stand alone workshop or part of a planning workshop.
In pairs, each person gives a "magical" gift to their partner that relates to what their partner has shared with them.
A major purpose of an opening activity is to help participants get acquainted with each other. Here's an opener that identifies and rewards participants who would make good politicians.
In most meetings, 20% of participants do 80% of the talking. Unfortunately, remote meetings amplify this lousy behavior.
Some people like to talk to think, while others need to think before they talk. Some people are shy and quiet, while others are more vocal and outspoken.
This activity helps assess participation style and adjust behaviors.