Posted: July 11th, 2012 | Added by: lukehohmann | Filed under: Core Games, Games for any meeting, Games for planning, Games for update or review meetings, Games for vision and strategy meetings, Uncategorized | Tags: backlog, collaboration, facilitation, innovation games, luke hohmann, matrix, Mitch Lacey, planning, serious games, team prioritization, to-do list, visual collaboration, visual thinking | Comments Off on Mitch Lacey Team Prioritization
Object of Play
Overwhelming backlog lists are paralyzing, making it seemingly impossible to take the first step in conquering accumulated assignments. Not only do these intimidating to-do lists constantly grow, but they lose efficiency as more important tasks are added without any order. How do you know the best place to start conquering this debilitating beast? How can you determine the most productive sequence for the assignments? Fortunately, the innovative Agile and Scrum expert, Mitch Lacey, has developed Mitch Lacey Team Prioritization: a revolutionary technique to manage backlogs. As described in his book The Scrum Field Guide: Practical Advice for Your First Year, this game provides a painless way to prioritize tasks, making your backlog list less daunting and more effective.
Number of Players
5 – 8
Duration of Play
How to Play
1. To begin, draw a graph on a large poster or white board.
- X-axis = “Size.” This charts the complexity of the backlog item
- Y-axis = “Priority” to designate the urgency of the task. This can be measured by anything the players agree is important, such as ROI or business value.
- Divide the graph into three vertical sections to help your team organize the assignments based on the amount of effort needed to complete them.
2. Pass out notecards and pens for players to write backlog items on and post on the chart according to their size and complexity.
3. When all participants are finished, look at the arrangement of the notecards and collaborate to rearrange them as needed. The top-left section of the chart will be at the top of your work/product backlog, as they are high priority and low-effort tasks. In contrast, the items in the top-right are high priority and large.
4. When all the notes are in their appropriate places, order them in a to-do list by starting with those in the top-left corner and moving clockwise.
Examine the note cards in the upper right region of the chart. Is there any way to divide these items into more manageable tasks? These smaller assignments may then be separated to different areas depending on their size and priority level. This will make your to-do list less daunting and more efficient.
You can instantly play Mitch Lacey Team Prioritization online with as many members as you would like! Clicking on this image will start an “instant play” game at innovationgames.com; simply email the game link to your team to invite them to play. In the game, the image to the right will be used as the “game board.” As with the in-person version, this graph measures the size and complexity of tasks. Assignments that players think of are represented by the note card icons found at the upper left corner of the chart. Players simply drag the icons to the game board and describe what they represent. Participants can then edit the placement and description of each notecard, which everyone can view in real time. Use the integrated chat facility and communicate with your players throughout the game to get a better understanding of each move. After the game, the results will be organized in a spread sheet to maximize the benefits of the game.
This game gets team members thinking differently about backlog items. Rather than making a scattered list of debilitating tasks, Mitch Lacey Team Prioritization arranges your accumulated undertakings according to the level of priority and effort needed to accomplish them, allowing for productive advancements.
Mitch Lacey describes this game in his book The Scrum Field Guide: Practical Advice For Your First Year.
Posted: December 13th, 2011 | Added by: Elliot Felix | Filed under: Games for decision-making, Games for design, Games for problem-solving | Tags: activities, facilitation, visual thinking, vizthink, workshops | Comments Off on Facilitating with Constraints
Many fields have long embraced constraints as necessary for creativity. Without bounding the problem you’re trying to solve, it’s difficult to see the big picture, to know where to start, or how to focus your attention – much like trying to write a paper without a thesis. Lately, there is increasing acknowledgement of the importance of constraints such as Jonah Lehrer’s Wired post highlighting the research of Janina Marguc at the University of Amsterdam.
It turns out that constraints are also an engaging and effective way to facilitate a conversation, something I’ve learned working with designer Scott Francisco.* Whether you’re trying to balance a budget, plan a meeting, or design a building, workshop activities that make the constraints visible enable better conversations and decision-making.
Here’s how it works:
1. BOUNDARY: Identify the key constraint that defines the problem you’re trying to solve. For instance, the budget (money), the duration of the meeting (time), the size of the building (area). Then create a boundary like a simple square on a large sheet of paper that represents this constraint at some scale (e.g.: a 1” square = $1000, 10mins, 100 square feet, etc)
2. GAME PIECES: Create “game pieces” that represent the different pieces your trying to decide on: different programs within the budget, different possible activities within the meeting, different spaces within the building. These can be color-coded slips of paper / cardstock / post-its. They must be at the same “scale” as the boundary so you can see the relative size of each idea or component. (This may help you realize that one proposed program would take up most of your budget, for instance.)
3. GAME PLAY: Gather a representative group of 12 – 18 stakeholders committed to finding a solution that works by the end of the exercise. Then, play out different scenarios arranging the components to see what “fits” inside the boundary constraint. This can be as one group or with teams working in parallel then comparing and combining results. Along the way, you can discuss and document the merits of each component, the trade-offs, and other options. Do this multiple times to take the pressure off getting it right the first time and photograph each iteration so that you can compare.
4. BONUS ROUND: As an additional option, once you’ve agreed on what fits inside the boundary constraint, you can also continue the discussion to relate the different elements by arranging the components on a sheet; for instance, which programs within the budget depend on each other? What should the sequence of meeting activities be? What spaces within the building should be next to each other?
By making the constraints visible and tangible, you enable a better conversation and unlock the creativity of your group to solve problems together. You also have a visible record of the decisions made as well as a shared sense within the group of what’s involved, how the different components go together, and what’ve you’ve agreed on.
* Scott Francisco developed a space planning facilitation tool called the Sandbox which uses a kit of parts to try out different workplace design concepts within a limited amount of space. You can read more about it here and here. We subsequently took the principles of the Sandbox and applied it more broadly to the kinds of exercises described above.
Posted: August 23rd, 2011 | Added by: lukehohmann | Filed under: Games for fresh thinking and ideas, Games for planning, Games for problem-solving, Games for update or review meetings, Games for vision and strategy meetings, Gamestorming wiki, Various | Tags: collaboration, innovation games, iteration, learning matrix, luke hohmann, retrospective, serious games, visual thinking | Comments Off on Learning Matrix
Object of Play
Iteration retrospective activities are tricky; it is often difficult to think of practical improvements, and reflecting on negative aspects of the project can leave your team feeling upset and unmotivated. A great way to prevent these from occurring is to play a game that focuses on the positives while also pointing out aspects that need to be changed. As described in Diana Larsen and Esther Derby’s Agile Retrospectives, Learning Matrix does just this. In this game, teams collaborate to identify what they liked and disliked about a past project, as well as point out whom they appreciated and what they believe should be altered for the future. Whether analyzing the results of a conference, product, or meeting, Learning Matrix can help you uncover your top-priority items to enhance your iteration.
Number of Players
5 – 8
Duration of Play
How to Play
1. Before your meeting, create a 2×2 matrix. Draw a picture in each quadrant to represent a different aspect involved in your retrospective analysis:
Quadrant 1: Frown face for aspects you disliked, should be changed
Quadrant 2: Smiley face for aspects you liked, should be repeated
Quadrant 3: Light bulb for new ideas to try
Quadrant 4: Bouquet: people you appreciated
2. Provide players with plenty of sticky notes and markers. Allow 5-10 minutes for participants to individually write down their ideas for the four topics on separate notes.
3. After all players are done writing their ideas, ask them to present their sticky notes to the group and post them on the designated sections of the chart.
4. Narrow down the notes to a few requiring immediate attention. Give each player 6 – 10 dot stickers, which they will use to dot vote for the ideas they believe are top-priority. Resolve ties by discussing which note is more pressing or having another dot vote. Count all the votes to determine which ideas should be focused on. Narrowing ideas down is important, as it allows the team to concentrate on priorities and increases the chance of effective improvements being made.
5. Move the notes around to reflect the order of priority. Collaborate to evaluate how these ideas can be used to enhance your next iteration and discuss where you can begin making improvements.
Online Learning Matrix
Clicking on the image to the right will take you to an “instant play” game at innovationgames.com. Here, the picture will be used as the “game board” and you will find four icons in the top left corner. As with the in-person game, the each icon represents a different topic:
Frown face – aspects you didn’t like
Happy face – aspects you liked
Light bulb – new ideas
Bouquet – people you appreciated
To add the icons, simply drag them to the board and describe what they represent. Everyone can edit the placement and description of each icon, which can be seen in real time. Collaborate through the chat facilitator to build from each other’s ideas and improve your past project.
Encourage players to continue thinking of ideas for each quadrant, even after all the sticky notes have been posted or the quadrants have filled up. Write the additional comments around the topic images to maintain the positioning of the original notes.
A good facilitator is necessary for this game in order to keep everyone focused. If the project team leader does not feel comfortable in this position, it is best to hire a neutral facilitator. This must be someone who can gain the team’s trust and create an environment in which participants feel comfortable sharing their ideas.
This exercise allows you to perform iteration retrospective analysis while maintaining a positive environment. By organizing your thoughts, you can lay out your plan for improvement and discover how to enhance your project for the future. Collaborate to identify what should be repeated, changed, or tried, and to congratulate team members for a job well-done.
Posted: March 15th, 2011 | Added by: lukehohmann | Filed under: Core Games, Various | Tags: visual thinking | 1 comment »
Gamestorming is an amazing way to improve the performance of teams. Unfortunately, Gamestorming doesn’t work too well when your team is distributed. In this guest post, written by Luke Hohmann (who also wrote the foreword to Gamestorming and his own nifty book, Innovation Games), Luke will describe some of the tools his company has created to enable distributed teams to gain the benefits of serious, collaborative play.
Framing the Games: Computer Supported Cooperative Work
Researchers in the field of Computer Supported Cooperative Work (CSCW) typically organize work as a grid in two dimensions. The first is time: either your doing work at the same time or at different times. The second is the physical structure of the participants: you’re either co-located, standing or sitting next to each other; or distributed, in different offices, buildings, or continents.
Here’s a sample picture. Happy gamestormers in the top left playing Prune the Future. The games described in our respective books occupy this quadrant as they are same-time, same place games. A Scrum team’s taskboard is shown in the lower left. In the lower right, we have a standard mailbox. And in the top right? Well now, that’s a problem for the our intrepid Gamestormer: you can’t easily put a sticky note or index card on your monitor and play games with other people.
But My Team Is Distributed!
Yup. The realities of the modern workforce means that you’re likely to be working in a distributed team. And while it is trivial to say that we’re working in an increasingly global set of team, it is not trivial to say that we’re working with a pretty crude set of tools to help us accomplish our goals. Unfortunately, that leaves people who want to Gamestorm in distributed teams with a lot of questions and not enough answers.
Consider, for example, this post that Dave and Luke wrote together. We agreed to write this together through a combination of email and tweets. Luke then wrote the first draft directly in WordPress. Dave edited this. And this cycle continued until we published it. According to the CSCW grid, we used a different time/different place technology. And it worked well enough.
But what if we had wanted to work together on the same document at the same time? CSCW researchers have been working on this for quite some time. For example, in 1968 Doug Engelbart gave an amazing demonstration of shared, collaborative editing over a wide area network (see a great presentation on this, including cool videos, here). In the early 90’s researchers at the University of Michigan created ShrEdit, a shared (collaborative) document editing platform. A more recent example is EtherPad. These systems, and many others like them, provide excellent platforms for one kind of collaborative work – collaborative text editing.
Unfortunately, shared document editing is not the right kind of solution for distributed Gamestorming teams because each of the games has a unique set of goals, rules, and contexts. However, by understanding the kinds of collaborative goals that motivate Gamestorming, we can design a solution that meets their needs.
Visual Collaboration Games
Let’s focus on one class of Gamestorming games: Visual Collaboration Games. These are any game that:
- leverage visual metaphors to serve as the “game board”, a guide to participants on the goals / objectives of the game, and a way to provide real-time feedback on the game;
- use simple rules for structuring the placement “game tokens” (such as post-it notes), including how many tokens can be placed, the meaning of the tokens, and where and/or how the tokens can be placed.
This is an abstract definition, so let’s use two games to illustrate these concepts.
In this game, the visual metaphor is a stylized head that helps player develop a deeper, more empathetic, and more personal understanding of stakeholder’s experiences in a business ecosystem. The head is divided into sections based on aspects of that person’s sensory experiences, such as what they are thinking, feeling, saying, doing, and hearing.
Tokens are post-its or other artifacts that are placed on this visual metaphor represent the players best understanding of the person’s real, tangible, sensory experiences. For example, anything placed in the “hearing” section represents what that person might hear and how might hear it. While it is common to use Post-Its for this game, Luke has encouraged in-person players to add physical objects to the “empathy map game board” as a way to capture as much “empathy” as possible.
In this game, the visual metaphor of a tree is used to represent traditional product and/or service roadmaps. The evolutionary growth of the product or service is captured in the tree, with branches representing broad product capabilities or areas of service, and apples and leaves representing discrete roadmap items. Trees can be identified via various growth areas – “sooner” and “later” or “this year” or “next year”. The physical metaphor of pruning a tree to ensure healthy growth enables players to “prune” unnecessary features from a product or offers from a service portfolio.
No End In Sight To Visual Collaboration
Visual Collaboration Games are one of the most powerful classes of games that exist. And the supply of these games is inexhaustible: every visual image that we use in business can serve as the foundation of a visual collaboration game. Some examples:
- Grid / Matrix Games: Perhaps the most common visual collaboration games are the various grid games. Examples include: Boundary Matrix, WhoDo, SWOT Analysis, Pro/Con List, Plus/Delta, Impact & Effort Matrix, and How-Now-Wow Matrix.
- Business Games: These games are based on powerful images used to help business teams understand complex problems. Examples include Levitt’s Whole Product Model or Collis’s Sweet Spot of Strategy.
- Time-Centric Visual Games: These games rely on visual representations of time to help structure play. Examples include Pre-Mortem, Remember the Future, and Start Your Day.
- Custom Visual Games: These games rely on special visual metaphors to capture and guide participants. Examples include: Cover Story, Prune the Product Tree, Speed Boat, and Context Map.
Disappointed that your favorite game isn’t listed? Don’t be. While we’re trying to collect all of the games that we can into the Gamestorming wiki, the reality is that if you’re a good gamestormer or Innovation Gamer, you’re going to be inventing visual games as needed for special circumstances. And once you play them in-person, chances are pretty good that you’ll want to play them online.
Sounds Great! I Want To Play ONLINE Right Now!
Excellent! We were hoping you’d say that! Here is another image of the Empathy Map. But this one is special – clicking on this image will start an “instant play” game at www.innovationgames.com. In this game, there will be three icons that you can drag on your online Empathy Map:
- Smiley Faces: Use smiley faces to indicate what would make your persona happy.
- Grim Faces: Use grim faces to indicate what would make your persona concerned.
- Frowns: Use frown faces to indicate what would make your persona unhappy.
Keep in mind that that this is a collaborative game. This means that you can invite other players to play. And when they drag something around – you’ll see it in real time!
Playing Visual Collaboration Games
The benefits of playing in-person, co-located visual collaboration games are considerable. The visual metaphor guides the group in solving a critical problem. You have a shared artifact that captures key aspects of your collective understanding. The results of the game play can be used and shared with others. And many times you don’t have to tell the participants that they’re playing a game, which can be important when introducing serious games to organizations who might be resistant to change. Players can just smile and compliment themselves on having a good time solving a problem.
And now, the power of online games means that we can use the same visual metaphors to enable distributed teams to solve complex problems. We can add semantics to the images so that we know where items are placed. The system acts as a perfect Observer, silently recording every event, so that we can analyze the results of multiple game plays with many distributed teams. And the flexibility of online, visual collaboration means that we’re only limited by what we want to try.
We’re going to be adding more instant play, online collaborative games to the Gamestorming wiki over the next few weeks.
To learn more about how to convert any Doodle or image into an online, collaborative game, read this post.
Posted: January 8th, 2011 | Added by: mikecardus | Filed under: Gamestorming experiences | Tags: poster session, visual thinking | 2 comments »
Inspired by the use of Poster Session. I had about 90 minutes of time with a Consumer Credit Counseling Service group I am doing some long term Managerial Leadership Coaching with.
A slightly varied process was introduced combining an activity called Bright : Blurry : Blind and Poster Session provided some amazing insight and commonalities to define metrics and areas for future work.
Additionally working with this group, I knew that they were numbers people, who still cared greatly about service. Using poster session, asking them to keep it visual the people used different brain connections that they often do not associate with work. This allowed the people to feel free and able to share, because the situation was changed.
Here are some some photos from our time;
Thank you GameStorming!
Posted: January 5th, 2011 | Added by: Nitya Wakhlu | Filed under: Games for decision-making, Gamestorming wiki | Tags: facilitation, Idea selection, Ideation, matrix, visual thinking, workshop | 7 comments »
When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’.
The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.
Object of play: This game naturally follows the creative idea generation phase and helps players select ideas to develop further.
Number of players: 1 to 30
Duration of play: 10 to 40 mins
What you’ll need: Flip-chart sized paper, some markers, lots of voting dots in 3 colors (blue, yellow, green)
- Draw a 2-by-2 matrix as above. The X axis denotes the originality of the idea and the Y axis shows the ease of implementation.
- Label the quadrants as:
- Now/Blue Ideas – Normal ideas, easy to implement. These are typically low-hanging fruit and solutions to fill existing gaps in processes. These normally result in incremental benefits.
- How/Yellow Ideas – Original ideas, impossible to implement. These are breakthrough ideas in terms of impact, but absolutely impossible to implement right now given current technology/budget constraints.
- Wow/Green Ideas – Original ideas, easy to implement. ‘Wow’ ideas are those with potential for orbit-shifting change and possible to implement within current reality.
How to Play:
- List down the ideas that emerge from the creative ideation phase on large charts of paper stuck around the room.
- Give each player 3 sticky dots of each color – that is, 3 blue, 3 yellow, 3 green. 9 dots per person is typical, but go ahead and reduce/increase that number based on the time at hand and number of ideas generated.
- Ask each player to step forward and vote for 3 best ideas in each category. They need to do this by sticking a colored dot in front of each idea they choose.
- In the end, count the number of dots under each idea to categorize it. The highest number of dots of a certain color categorizes the idea under that color.
- In case of a tie:
- If blue dots = green dots, the idea is blue
- If yellow dots = green dots, the idea is green
- You now have a bucket of Now/Green ideas to work on further. Make sure you also collect the low-hanging blue ideas for immediate implementation and the yellow ideas to keep an eye on for the future.
Note: Check your yellow dots in advance to ensure that they can be seen from a distance. If not, go ahead and replace them with another color. FYI, in the original matrix, WOW ideas are red.
Online How-Now-Wow Matrix
Here is another image of the How-Now-Matrix. But this one is special – clicking on this image will start an “instant play” game at www.innovationgames.com. In this game there are 20 light bulbs that you can drag on your matrix. We’ve organized this game into a set of regions that match the How-Now-Matrix described above. As you’re placing these items, use these regions to help you keep track of the most important ideas.
Keep in mind that that this is a collaborative game. This means that you can invite other players to play. And when they drag something around – you’ll see it in real time!
Here is another version that based on Martien van Steenbergen’s comments, in which he recommends flipping the y-axis.
The How-Wow-Now Matrix is adapted from work done by The Center for Development of Creative Thinking (COCD). Information about the COCD Matrix was published in the book, “Creativity Today” authored by Ramon Vullings, Igor Byttebier and Godelieve Spaas.
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Posted: October 16th, 2009 | Added by: Sunni Brown | Filed under: Games for design, Games for fresh thinking and ideas, Games for opening, Games for team-building and alignment, Games for update or review meetings, Gamestorming wiki | Tags: group work, metaphor, visual thinking | 3 comments »
While it’s enjoyable and worthwhile to discuss the ideas behind Gamestorming, it’s more useful to experience them. The image below represents output from a visual-thinking game that you can “play” with your employees.
Caution: Adults have a tendency to link Show and Tell to child’s play. This is a learning faux pas. It’s right up there with underestimating the value of doodling. And now we know what’s wrong with that: Take Note: Doodling can Help Memory.
OBJECT of the GAME: To get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic, etc.
HOW TO PLAY:
- A few days in advance of a meeting, ask employees to bring an artifact for Show and Tell. The instructions are to bring something that, from their perspective, is representative of the topic at hand. If possible, tell them to keep the item hidden until it’s their turn to show it at the meeting.
- In a white space visible to everyone, write the name of the game and the topic. If you wish, draw a picture of either.
- When everyone is assembled with their show piece, ask for volunteers to stand up and show first.
- Pay close attention to each employee’s story of why she thought an item represented or reminded her of the topic. Listen for similarities, differences, and emotional descriptions of the item. Write each of these contributions in the white space and draw a simple visual of the item the person brought next to her comments.
- Summarize what you’ve captured in the white space and let the group absorb any shared themes of excitement, doubt or concern. Ask follow-up questions about the content to generate further conversation.
WINNING STRATEGY: Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic. If you hear a string of items that are described in concerned or fearful terms, that’s likely a signal that the employees’ needs aren’t being met in some way. As the team lead, encourage and applaud honesty during the stories and write down every point an employee makes that seems important to him or her. Keep the rest of the group quiet while someone is showing and telling.
As the group facilitator, if you feel intimidated by drawing a representation of a show item in the white space, get through it: attempt to draw it anyway and let the group tease you about your efforts. Show and Tell can be a vulnerable activity for employees—particularly the introverted type—so show some team spirit by being vulnerable in your leadership role.