An intervention to help a team explore the wildly negative and improbable consequences of some pending decision or action. An approach to relieve the team of any unstated fears or paralysis from moving forward.
No special preparation is required.
When a situation in which decisions have to be made in order to get to a solution is stuck because people are afraid of negative consequences of some steps, this procedure should be carried out: At first, the facilitator asks the participants what the worst scenario would be. How negative can the consequences be? Participants should give answers (possibly in a row). Then, the facilitator should even emphasize and ask further? What negative consequence could the previous consequence activate? How bad can it be? In the end, it is likely that the participants would not take it seriously anymore and regard the negative consequences as absurd and irrelevant.
Follow-Up Required: It is important, that the facilitator changes the direction of thinking after some time. The facilitator should emphasize how ridiculous this situation is and that the likeliness that this scenario could actually take place is so low that it is not worth considering. Next, the facilitator should come up with possible positive consequences of a certain action. These should be highlighted and imagined exactly. This will speed up the decision-making process and close the meeting with an action plan about which its creator would have a rather positive feeling.
Alternative names: End of the world scenario.