This opening activity works well for topics that deal with the challenges of change. It is adapted from an activity developed and used by Crestcom, a management and leadership development company.
This simulation game consists of six rounds of activity, each involving a different participant. A mini debriefing discussion is undertaken immediately after each round to identify the emotional impact of the type of goal statement used during the round and to relate the experience with workplace events. The final activity requires participants to apply their insights to the specification of work-related performance goals.
This exercise, based on Kahneman and Tversky's classic study, illustrates how the framing effect influences our judgement and our ability to make decisions. The participants are divided into two groups. Both groups are presented with the same problem and two alternative programs for solving them. The two programs both have the same consequences but are presented differently. The debriefing discussion examines how the framing of the program impacted the participant's decision.
You might be familiar with Thirty-Five as a structured-sharing activity. Thirty-Five can also be used as an effective debriefing game.
In this version, participants reflect on an earlier experience and identify important lessons they learned. They write one of these lessons as a brief item. The winner in this activity is not the best player, but the best lesson learned.
The 4Cs game is a quick way to gather and organize information about any subject using four common key concepts.