move the room with energizers
Tools to inject energy into the process, get people moving, and have fun.
Assess, map and transform organizational culture via deep reflection. As a leader or manager in a large organization, you probably have a sense of the culture and people challenges facing you, but at the same time, you must also manage not only down but up and across the organization. Culture Mapping gives you the intelligent information you require to make a business case for the interventions, executive support, and budget you will need to minimize risk and maximize the chances of success for your change initiative.
How To Play
There are several games and variations you can play with the Culture Map. Here we describe the most basic game, which is the mapping of an organization’s existing culture.
Before you begin mapping, review with the group the Culture Map sections. A garden plays a useful analogy:
The outcomes in your culture are the fruits. These are the things you want your culture to achieve, or what you want to “harvest” from your garden.
The behaviours are the heart of your culture. They’re the positive or negative actions people perform everyday that will result in a good or bad harvest.
The enablers and blockers are the elements that allow your garden to flourish or fail. For example, weeds, pests, bad weather, or lack of knowledge might be hindering your garden. Where as fertilizer, expertise in gardening specific crops, or good land might be helping your garden to grow.
Start with Behavior
It tends to be the easiest to discuss. These are the things we see everyday, the things we talk about when we ask someone if they “want to grab a coffee?” Use the guide questions to prompt ideas. Write a single behaviour on a sticky note, put it on the map. Before moving to the next step, group similar behaviours and remove duplicates. Recommendation: be as specific as possible, use stories to elicit detail and specificity; avoid the tendency to be generic in describing these behaviours. Ask the players: how would you describe this behaviour as a scene in a movie?
Move to Outcomes
Go behaviour-by-behaviour and use the guide questions to prompt ideas, the most important being: What happens to the business because of the behaviours? Write a single outcome on a sticky note, put it on the map near its related behaviour. Use a marker to draw a line between a behaviour and its direct outcome.
Move to Enablers and Blockers
Go behavior-by-behavior and use the guide questions to prompt ideas. Enablers and blockers describe why we behave the way we do: a listing of organizational incentives. Write a single enabler or blocker on a sticky note and place it near it’s related behavior. Use a marker to draw a line between an enabler or blocker and its resulting behavior.
Once you have taken a pass at each section, examine the map and discuss with the group. Do the relationships make sense? Are the behaviours as detailed as they could be? Has your discussion sparked any other thoughts? If so, add them to the map.
Recommendation: Keep relationships as direct as possible. For example, a behaviour should have only one outcome and one enabler or blocker. It is likely this will not happen without discussion, editing and refinement. For clarity and communication, keep the relationships as simple as possible. See sample in link.
The purpose of this simple exercise is to demonstrate three key principles useful for creativity and idea generation: quantity is a condition for quality; building on the ideas of others; the ideas we come up with are usually all the same. The format is simple, with small groups standing and drawing apples. At the end of the exercise the whole group reflects and draws out learnings and reflections.
IDOARRT is a simple tool to support you to lead an effective meeting or group process by setting out clear purpose, structure and goals at the very beginning. It aims to enable all participants to understand every aspect of the meeting or process, which creates the security of a common ground to start from. The acronym stands for Intention, Desired Outcome, Agenda, Rules, Roles and Responsibilities and Time.
A short activity to run early in a program, focused on sharing fears, anxieties and uncertainties related to the program theme. The purpose is to create openness within a group. The stinky fish is a metaphor for "that thing that you carry around but don’t like to talk about; but the longer you hide it, the stinkier it gets." By putting stinky fish (fears and anxieties) on the table, participants begin to relate to each other, become more comfortable sharing, and identify a clear area for development and learning.
A team-building activity in which a group is challenged to physically support one another in an endeavor to move from one end of a space to another. It requires working together creatively and strategically in order to solve a practical, physical problem. It tends to emphasize group communication, cooperation, leadership and membership, patience and problem-solving.
This workshop aims to help participants define, decide and achieve their goals. By supporting participants to envision where they want to be in a number of years on a holistic level, and defining the steps that will take them there, participants get a clearer picture of the action they need to take.
This exercise is useful for bringing groups together, to create interpersonal bonds, and to build trust. Participants stand opposite each other and have 30 seconds to give appreciative feedback to the other person. The group rotates until everyone has given feedback to everyone else. It is often used as part of wrap-up activities, to create an energized feeling to leave with.