move the room with energizers
Tools to inject energy into the process, get people moving, and have fun.
In this workshop groups examine the unintended consequences of new technologies and use those to inspire new potential business opportunities. It looks beyond the common understanding of new technologies, challenging participants to discover unexpected potential and how it might be harnessed. For instance, Instagram was created as a virtual photo album for smartphones, but through the human connection between the people who use it, it has the potential to affect something as deep as our grieving and healing process, as a recent example of this author’s daughter showed.
Organize the participants into groups of 3-5. Introduce the purpose of the activity by telling the story of the hamster from “What is the nature of grieving in the Internet age?” Alternately, participants can read the story themselves.
Explain that the workshop will build on the idea of “unintended consequences” as a starting point for generating new business ideas.
This session can be used to simply experiment with and practice ideation methods, or it can be more outcome-oriented, in which the desired outcome is tangible new ideas. Tailor it to your group and the context.
Give groups five minutes to create a list at least five new technologies or businesses, for example Netflix, Instagram, Google Maps, etc. To add a level of challenge, have participants list only technologies widely used by demographics other than their own. Write them down on post-Its (one per post it).
Next, ask participants to brainstorm: for each of the new technologies or businesses they should speculate on at least three unintended consequences. For example Netflix was just supposed to be an easy and convenient streaming service, but it has led to new behaviors like binge watching, (watching many episodes of a tv show in one go.)
Encourage the participants to think creatively and stress that there are no right answers. Ask them to write them down on post-Its (one per post-it). After 10 minutes ask each group to share their ideas.
Depending on the number of post-its, group size and time you can adjust how many of the original post-its that the groups should speculate around.
In smaller groups, for each of the unintended consequences, suggest a new possible business model. For example Netflix could invent a new business model where users can watch shows for free if they watch only one episode each day, or pay a premium for their binge behavior.
When ideating new ideas there are no bad ideas. A new business model might seem worse than the current. That’s ok, since the current business model might one day be disrupted by a competitor and suddenly the new ideas make sense.
After 12 minutes ask the group to gather and share their most interesting new business models with the group.
Depending on the number of unintended consequences, group size and time you can adjust how many new business models the groups should ideate.
Ask the participants to reflect on the most unexpected and most viable new business model and why? They can also reflect what this exercise thought them about ideation and new business models.
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.
When remote work plans are put in place they tend to focus primarily on the technical side of supporting individuals. However, we believe an equally important part of working remotely is redesigning all those in-person interactions for a greater digital experience. Based on our capability of designing many remote experiences and training over 10,000 remote leaders, we have selected some of our top tips and tools, for successful online collaboration and facilitation. We have created the Remote Toolbox: Solo + Team Online Collaboration and we will continue to add tools to this toolbox so please come back and visit regularly.
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.
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.