Repeat / Reword / Support
Partner A either repeats, rewords, or supports Partner B's statement before adding their own dialogue.
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A Day in the Life
Understand your users day-to-day. To better design for people, try shadowing them for a day. By observing someone in their own context, you'll notice details about their life - the way they engage with people, pr their routine - that you'd otherwise never see.
Triads
Triads is a structured sharing activity for identifying the advantages and disadvantages of an object (examples: iPad, chicken soup) or a process (examples: meditation, conflict management). It also enables the participants to leverage the advantages and to reduce the disadvantages.
Buzz group
This process is used to activate a group of any size to take part in a process.
Fist to five
Fist to Five is quality voting. It has the elements of consensus built in and can prepare groups to transition into consensus if they wish. Most people are accustomed to the simplicity of “yes” and “no” voting rather than the complex and more community-oriented consensus method of decision making. Fist to Five introduces the element of the quality of the “yes.” A fist is a “no” and any number of fingers is a “yes,” with an indication of how good a “yes” it is. This moves a group away from quantity voting to quality voting, which is considerably more informative. Fist to Five can also be used during consensus decision making as a way to check the “sense of the group,” or to check the quality of the consensus.
1/2/3 - Snap/Clap/Stomp
In pairs count to 3. Then replace 1 with snap, 2 with clap, 3 with stomp
Workers and Watchers
Blindfold half of the participants and ask them to lay a rope on the floor in the form of a circle. Conduct a quick debriefing involving the blindfolded workers and the watchers. Blindfold the other half and give them the task of laying the rope on the floor in the form of a triangle. Continue with the debriefing discussion.
Musical Neighbors
An energiser to loosen up people
Big changes
In a brain-pick activity, participants interview people who share a common experience or background. (These people are called informants.) Participants interact with these informants—and with each other—to collect and organize useful information.
This activity uses people who have undergone major organizational changes. Participants interview them to come up with a list of guidelines for coping with change.
Group Development Stage Directions
Different teams receive envelopes labeled with the names of different stages in the development of a team. Participants brainstorm guidelines for facilitating a team at a specific stage, record the guidelines on a card, and place the card inside the appropriate envelope. Teams rotate the envelopes and generate guideline cards for other stages in the life cycle of a team. During the evaluation round, team members comparatively score the guideline cards generated by other teams.
Building partnerships
The partnership canvas is a tool that enables visualization of current and/or future partnerships. It can also be used for early testing of the value creating potential of a partnership between two partnership candidates.
Here, There, Everywhere
We’ve all attended a meeting, taken a course, or read an article that moved us no further than to pique our interest. Putting new insights into action is the payoff for attention spent. And we multiply that payoff if we take a moment to reflect on a more broad understanding of the concept or technique we found so interesting.
Objective of play
Here, There, Everywhere emerged so that workshop participants might detail – sometimes in front of the room, sometimes just to themselves – how they will change their behavior once they return to work.
Source
Here, There, Everywhere was created by David Mastronardi and Eric Wittenberg