More Effective Meetings
This activity helps participants to identify some of the problems that causes ineffective meetings.
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Methods (1523)
Name swap mixer
People introduce each other and take the other person's name. Continue until you meet your own name and the you sit down.
Loser Ball
Imaginary ball thrown around the group and people spectacularly miss catching it.
Cushions game
A fun, dynamic game useful for introducing topics related to decision making, conflict resolution, win-win scenarios and the importance of clear communication of goals.
Elevator Pitch
De kern van je boodschap in 1 minuut kunnen presenteren zonder ondersteuning van audiovisuele middelen.
In dit voorbeeld presenteren studenten binnen de cursus "De Handelend Mens" een voorbereidende opdracht aan elkaar. Op basis van deze pitches worden onderzoeksonderwerpen bepaald en onderzoeksgroepen gevormd.
Best Summary
Asking listeners to summarize your presentation from time to time is a good technique for encouraging people to listen carefully, take notes, and to review the content. Best Summaries uses this basic concept.
Blame or Praise
This exercise is based on Joshua Knobe's experiments on intentional activity and side effects. It explores how a person's intentions affect our decision to assign blame or praise to a behaviour.
Participants work with two different versions of the same situation. One version focuses on a harmful side effect of a decision, while the other deals with a helpful side effect. The debriefing discussion explores how we are more willing to blame for harmful side effects than praise for helpful side effects.
Hot Surprise Pillow
An ice-breaker activity that is fun for everyone.
Au Contraire
Very often when people learn something new, they assume that they knew it all along. This way of thinking is called the hindsight bias.
Participants receive one of two proverbs that contradict each other. Later, they are asked to come up with examples and explanations to prove that the proverb that they received presents an obvious truth.
Pre-Mortem
Often in projects, the learning is all at the wrong end. Usually after things have already gone horribly wrong or off-track, members of the team gather in a “postmortem” to sagely reflect on what bad assumptions and courses of action added up to disaster. What makes this doubly unfortunate is that those same team members, somewhere in their collective experience, may have seen it coming.
A pre-mortem is a way to open a space in a project at its inception to directly address its risks. Unlike a more formal risk analysis, the pre-mortem asks team members to directly tap into their experience and intuition, at a time when it is needed most, and is potentially the most useful.
Übung zum Aktiven Zuhören
Die Übung macht die Wirkung des Aktiven Zuhörens bzw. des fehlenden Aktiven Zuhörens sehr eindrucksvoll deutlich.