Een manier van brainstormen die creativiteit aanmoedigt en zorgt dat men voortborduurt op de ideeën van anderen.
Brainwriting kan gebruikt worden als onderdeel van een uitgebreidere toekomstverkenning. Lees de oefening Scenario-analyse voor een overzicht van alle opdrachten die hier onderdeel van uitmaken.
Brainwriting is essentially the same as brainstorming. Ideas are generated by asking people to write them down instead of verbally presenting them.
Attività per attivare altri punti di vista, altre prospettive
This game has been designed to help set the right culture in a group of people and help build mutual trust. It will empower all participants to act upon the results of this game.
Attività partecipata per identificare ostacoli, impedimenti al raggiungimento di un obiettivo o completamento di un processo, oppure per identificare ciò che non è apprezzato di un prodotto / servizio.
I Notice, I Wonder, It Reminds Me of... is a structure and practice for honing observational skills and practicing active listening and appreciative inquiry. It's a thinking routine that can encourage deeper observations and connections. Participants are encouraged to develop curiosity and engage with their environment.
When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.
This meeting starter is great because it lets people self-define, gives them a “personality” outside the typical work environment. Additionally,it gives participants quick snapshots of multiple players (since they see many cards as they’re being passed around), and it creates memorable visuals that give people conversation pieces as the meeting progresses.
The History Map game shows you how to map moments and metrics that shaped your organization. It’s also a great way to familiarize new people with an organization’s history and culture during periods of rapid growth.
Problems that are vague or misunderstood have a harder time passing our internal tests of what matters and, as a result, go unaddressed and unsolved. Often, meetings that address problem-solving skip this critical step: defining the problem in a way that is not only clear but also compelling enough to make people care about solving it.
