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.
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.
Sometimes a number of people are silent and there is not necessarily a dominant person in the group. This often happens in cultures where being assertive is not valued.
Used as a post-session follow up or multiple session activity, participants share their action plan or project success. Results can be posted and discussed on a shared network or brought to a later live session (such as a review session or informal group catch up).
Vivid way to structure a discussion for a complex topic.
Find new opportunities by testing the limit of what's possible? Sometimes getting unstuck means zooming out and then dreaming big. Here's your opportunity to get fantastical. Don't worry about viability or resources, worry about saving the world.
De Walt Disney Strategie stimuleert creatief denken bij het oplossen van complexe problemen.
Studenten worden gestimuleerd om een open en positieve houding aan te nemen om nieuwe en onconventionele ideeën te bedenken, en deze vervolgens om te zetten in gestructureerde, concrete plannen.
The object of this game is to examine an issue from another perspective and find significance in the issue.
Participants find other participants’ LinkedIn profiles (or other social media) and search for specific information to relay during program icebreakers.
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.
What made success possible? In less than one hour, a group of any size can generate the list of conditions that are essential for its success. You can liberate spontaneous momentum and insights for positive change from within the organization as “hidden” success stories are revealed. Positive movement is sparked by the search for what works now and by uncovering the root causes that make success possible.
Let your participants enjoy fresh air while talking about serious topics