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.
We can express our personality in several ways. We can leave the traditional ways (e.g. telling the basic things about ourselves), and through creation, we can introduce ourselves on a more creative way.
The goal of the game is to efficiently form high-quality plans through retrospective analysis by recognizing factors that are within the team’s control.
Following a similar structure of the Persona method, give your design personality by creating a design persona. This can be through visual design, copy, and interactions.
To be used when it is time to focus on product experience.
This jolt demonstrates how the natural human tendency of becoming heavily attached to a starting value can influence our decision making.
The participants work with two different versions of the same questionnaire. One version asks a series of questions that provide low anchor values, while the other version provides high anchor values. The debriefing discussion examines how anchoring affects our decision making.
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.
This is a simple energiser that you can use in a course or workshop to produce some laughter and relaxation. Do not take this seriously, no-one will learn anything profound except the benefits of laughter. It is best for eight to twenty people.
An engaging variation on a feedback activity that focuses on future changes and positive action, rather than dwelling on what went wrong.
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.
How many can you build in three minutes?
The goal of the game is for each team to create as much high quality tested planes that can fly a distance of at least 30 meters . The world record holder last checked in June 2016 was in Germany.