These fast, structured talks enable people to share ideas quickly and with a minimum of distraction. In addition, it puts the pressure on the person conveying the information to do so in a concise and compelling fashion.
Number of Players
Any size, from a small working group to an auditorium full of people.
Duration of Play
Can go anywhere from one to four hours. Total time varies widely based on the number of presenters.
How to Play
Pecha Kucha is based on a simple idea: that by limiting the number of slides in a presentation, and limiting the amount of time a presenter can spend on each slide, presentations will convey information concisely and at a rapid pace. The rule of Pecha Kucha is 20 x 20: Presenters are allowed 20 slides, and they can spend 20 seconds per slide. Images are forwarded automatically—they are not under the control of the speaker. Another variation, Ignite, has a similarly structured pace.
By tradition, Pecha Kucha and Ignite nights are fun, informal evening events, but the concept will work just as well within any work group or team.
The goal of these talks is to constrain presenters while keeping things fun. Often drinks and snacks are involved, and the right emcee can make a big difference in the quality of the experience. If you have a lot of people, spend some time on details, like picking a venue with good acoustic qualities and arranging for good sound and video equipment.
Make sure not to give presenters control of their laptops!
Pecha Kucha (pronounced peh-CHA kuh-CHA—Japanese for “chit chat”) began as an event in Tokyo where designers could share their ideas. The Pecha Kucha presentation format was devised by Astrid Klein and Mark Dytham of Klein Dytham architecture. The first Pecha Kucha Night was held in Tokyo in their gallery, lounge, bar, club, and creative kitchen SuperDeluxe in February 2003. Since then, Pecha Kucha has inspired similar events with some minor variations, including Talk20 (short presentations of 20 slides each) and Ignite (short presentations of 20 slides each, 15 seconds per slide).
Object of Play
Open Space technology is a method for hosting large events, such as retreats and conferences, without a prepared agenda. Instead, participants are brought together under a guiding purpose and create the agenda for themselves in a bulletin-board fashion. These items become potential breakout sessions, and participants have the freedom to “vote with their feet” by moving between breakouts.
Open Space was founded by Harrison Owen in the 1980s out of a desire to “open the space” for people to self-organize around a purpose. Many meetings and examples have been recorded at Openspaceworld.org. Hosting a small Open Space meeting is fairly straightforward, but requires an amount of “letting go” on the part of the organizer, who must recognize that the participants will develop a richer approach and solution to the challenge at hand.
Number of Players: 5–2,000
Duration of Play: A day or longer
How to Play
Setup: An Open Invitation
Perhaps the most important work of the organizer is developing a compelling invitation. The ideal invitation will frame a challenge that is urgent, important, and complex enough to require a diverse set of perspectives to solve. It might sound as simple as “How can we revitalize our city’s schools?” or “What’s our strategic direction?”
Create the Marketplace
At the start of the process, participants sit in a circle, or in concentric circles, to get oriented and start to create their agenda. Given the challenge of the meeting, participants are invited to come to the center and write out an issue they’re passionate about, and then post it on a “marketplace” wall with a time and place at which they are willing to host the discussion. All are invited to create an item for the marketplace, but no one is required to. Creating the agenda in this fashion should take between 60 and 90 minutes.
The “Law of Two Feet”
The breakouts then begin, typically lasting 90 minutes per session. Participants may organize their breakouts however they see fit; the host records the discussion so that others may join the conversation at any time. Participants are asked to observe the one law of Open Space, the Law of Two Feet, which asks that if you find yourself neither learning nor contributing, use your two feet to go somewhere else. In this sense, participants are given full responsibility over their learning and contributions.
Pulling It All Together
Breakouts may last for a day or more, depending on the scope of the event. Closing the event may take many forms, the least desirable of which is a formal report from the groups. Instead, return to the circle arrangement that started the event, and open the space again for participants who want to reflect on what they’ve discovered and their next steps.
Keep in mind the four principles of Open Space that will help set the tone of the event:
1. Whoever comes are the right people. Passion is more important than position on an org chart.
2. Whenever it starts is the right time. Spirit and creativity do not run on the clock.
3. Whatever happens is the only thing that could have. Dwelling or complaining about past events and missed opportunities is a waste of time; move on.
4. When it’s over, it’s over. When a conversation is finished, move on. Do the work, not the time.
Open Space game rules been popularized and incorporated into many self-organizing events which are known under different names, most prominently BarCamps and Unconferences. The concept of Open Space was put forth in Open Space Technology: A User’s Guide, by Harrison Owen.
Object of Play
If a picture is worth a thousand words, what would 50 pictures be worth? What if 50 people could present their most passionate ideas to each other—without any long-winded explanation? A poster session accelerates the presentation format by breaking it down, forcing experts to boil up their ideas and then present back to each other via simple images.
Number of Players: 10–100
Duration of Play: 20 minutes to develop posters, an unlimited time to browse
How to Play
The goal of a poster session is to create a set of compelling images that summarize a challenge or topic for further discussion. Creating this set might be an “opening act” which then sets the stage for choosing an idea to pursue, or it might be a way to get indexed on a large topic. The act of creating a poster forces experts and otherwise passionate people to stop and think about the best way to communicate the core concepts of
their material, avoiding the popular and default “show up and throw up.”
To set up, everyone will need ample supplies for creating their poster. Flip charts and markers are sufficient, but consider bringing other school supplies to bear: stickers, magazines for cutting up, and physical objects.
Start the game play by first framing the challenge. In any given large group, you could say the following:
“There are more good ideas in everyone’s heads than there is time to understand and address them. By creating posters that explain the ideas, we’ll have a better idea of what’s out there and what we might work on.”
The participants’ task is to create a poster that explains their topic. There are two constraints:
1. It must be self-explanatory. If you gave it to a person without walking her through it, would she understand?
2. It must be visual. Words and labels are good, but text alone will not be enough to get people’s attention, or help them understand. When creating their poster, participants may be helped by thinking about three kinds of explanation:
Before and After: Describe “why” someone should care in terms of drawing the today and tomorrow of the idea.
System: Describe the “what” of an idea in terms of its parts and their relationships.
Process: Describe the “how” of an idea in terms of a sequence of events.
Give participants 20 minutes to create their posters. When they have finished, create a “gallery” of the images by posting them on the wall. Instead of elaborate presentations, ask the group to circulate and walk the gallery. Some posters will attract and capture more attention than others. From here, it may be worthwhile to have participants dot vote (see Dot Voting) or “vote with their feet” (See Open Space) to decide what ideas to pursue further.
As a variation, the posters may be created in small groups. In this case, it’s important for the group to have decided ahead of time what their topic will be, and to give more time to come to a consensus on what they will draw and how they will draw it.
On a smaller scale, a group may do this around a conference table. A small group of experts may create posters to explain their different points of view to each other at the start of a meeting, to make their models of the world, their vocabulary, and their interests clear and explicit. Twenty minutes spent in this way may save the group from endless discussion later in their process.
The Poster Session game is based on academic poster sessions, in which authors of papers that are not ready for publication share their ideas in an informal, conversational group.
Object of Play
This game asks players to envision and describe an ideal future in sequence using words and pictures. Storyboarding as a technique is so versatile that it can be used to show any topic, not just an ideal future. But it is particularly powerful as a visioning exercise since it allows players to imagine and create possibilities. The players tell a story with a happy ending, planting tiny seeds for a different future. You can also use storyboarding to let employees describe their experience on a project, to show approaches to solving a problem, or to orient new employees on policies and procedures—its uses are limited only by the imagination.
Number of Players: 8–20
Duration of Play: 45 minutes to 1.5 hours
How to Play
Before the meeting, determine the topic around which the players will craft their “ideal” story. Once the meeting starts, divide the group into pairs or groups of three or four, depending on the size of the group. Provide markers, pads of flip-chart paper, and stands.
1. Tell the players that the purpose of this game is to tell the other players a feel-good story. The topic of the story is “The Ideal Future for [blank]”—for a team, a product, the company, whatever you decided beforehand. The players’ assignment is to visually describe the topic and narrate it to the group.
2. After the groups are established, give them 20–25 minutes to (1) agree on an ideal state, (2) determine what steps they would take to get there, and (3) draw each step as a sequence of large images or scenes, one per sheet of flip-chart paper.
3. Give the players a two-minute time warning, and once the time is up, bring them back together. Ask for volunteers to tell the story first.
4. After all the groups have presented, ask them what’s inspiring in what they heard. Summarize any recurring themes and ask for observations, insights, and “aha’s” about the stories.
Alternative: Have individuals draw their storyboard images on large stickies.
As the leader of this game, be sensitive to the fact that many of the meeting participants will freak when you tell them that large-scale drawing is involved. Reassure them that the story is the point of the exercise and that the images play a supporting role. They can use words as captions to clarify the images and they can also select the “artist” within their group so that not everyone has to put marker to paper. (But it’s more fun for those who do.) Finally, remind them that they aren’t allotted sufficient time to create a da Vinci anyway, so stick figures work perfectly well.
For the presentation format, there are various options. Breakout groups can post each sheet of flip-chart paper in a row around the room and walk along the row as they tell the story. They can also leave the flip-chart pad intact and flip the pages over the stand as they narrate. They could choose to hang the sheets in rows and cover them, using one group member to act as a “Vanna White” and create a series of voilà moments. Tell them to have fun with it—they won’t be graded on their stories (although you could make it a contest if it’s that kind of crowd). The process of creating and sharing the stories is what matters.
Walt Disney is credited for this activity. His need to animate Steamboat Willie in 1928 led to the process of storyboarding—a story told in sequence on a wall covered with a special kind of board. He found it to be an effective way to track progress and improve a story.
It is easy to come up with concepts in a world of imagination, where money, time and technical capacity are unlimited, or to generate ideas that look good in theory, but are impractical in reality. The Pitch is a role playing game designed to bring attention back to real world and focus on feasible and viable aspects of concepts (What are the key selling points? How can this make money? Why will people buy it?). The players need to imagine that they are entrepreneurs and that need to sell their idea to a group of rich venture capitalists (VCs).
Number of players: 4 – 12
Duration of play: 30 minutes to 1.5 hour
How to play
1. Divide people into small groups, ideally pairs or triads. One group should take the role the VCs, while the others are ‘entrepreneurs’.
2. A product or service is defined and agreed by the group.
3. Individually, each group spends 10 minutes formulating their pitch to be presented to the VCs. They can write, draw and rehearse: the creation is really up to each group. Ideally they should be in separate rooms or breakout spaces while creating the pitches
4. All groups should be aware that one or two representatives will present the pitch verbally to the VCs but the whole group will answer their questions. It is also important to cap preparation time (around 10 minutes is good), since over-elaborating an idea can take away the true nature of their thoughts.
5. Towards the end of the preparation time, the VCs give groups a time-warning: ‘You have 2 minutes prep remaining’.
6. Each group then presents their pitch – a time limit (3 minutes) is given for each presentation and the VCs can ask up to two questions each.
7. It’s not essential, but to add a sense of competition, the VCs can decide which pitch is the winner at the end.
The idea behind this game is to capture the different perspectives that different groups have about a product, prototype, service or concept. Preparing a pitch to a venture capitalist obliges participants to focus on the really important ideas and the time limit helps them to concentrate on the core of the proposition. Because different groups will emphasize different aspects, it also provides a range of perspectives on the main idea being discussed. The questions the VCs ask usually expose weak points or help clarify ideas, which can then be shared and discussed by the group.
This game is also good for capturing the type of language people use to define a concept, product, service or situation, so you should encourage participants not to over-think the words they use in their pitch. If participants don’t know each other, it’s interesting to make a competition out of it, and even offer a prize to the winner: the shared goal of ‘winning the game’ usually brings teams together quickly.
Note: This approach is meant to be pretty flexible- other idea generating and prioritizing techniques may be substituted within the flow to suit the circumstances. Would like to hear how others approach this challenge. -James
Object of Play: What has been a time-proven exercise in product development applies equally well in developing any concept: writing the elevator pitch. Whether developing a service, a company-wide initiative, or just a good idea that merits spreading, a group will benefit from collaborating on what is- and isn’t– in the pitch.
Often this is the hardest thing to do in developing a new idea. An elevator pitch should be short and compelling description of the problem you’re solving, who you solve it for, and one key benefit that distinguishes it from its competitors. It must be unique, believable and important. The better and bigger the idea, the harder the pitch is to write.
Number of Players: Works as wellindividually as with a small working group
Duration of Play: Long- save at least 90 minutes for the entire exercise, and consider a short break after the initial idea generation is complete, before prioritizing and shaping the pitch itself. Small working groups will have an easier time coming to a final pitch; in some cases it may be necessary to assign one person follow-up accountability for the final wording after the large decisions have been made in the exercise.
How to Play:
Going through the exercise involves both a generating and forming phase. To setup the generating phase, write these questions in sequence on flipcharts:
Who is the target customer?
What is the customer need?
What is the product name?
What is its market category?
What is its key benefit?
Who or what is the competition?
What is the product’s unique differentiator?
These will become the elements of the pitch. They are in a sequence that follows the formula: For (target customer) who has (customer need), (product name) is a (market category) that (one key benefit). Unlike (competition), the product (unique differentiator).
To finish the setup, explain the elements and their connection to each other.
The target customer and customer need are deceptively simple- any relatively good idea or product will likely have many potential customers and address a greater number of needs. In the generative phase, all of these are welcome ideas.
It is helpful to fix the product name in advance—this will help contain the scope of the conversation and focus the participants on “what” the pitch is about. It is not outside the realm of possibility, however, that there will be useful ideas generated in the course of exercise that relate to the product name, so it may be left open to interpretation.
The market category should be an easily understood description of the type of idea or product. It may sound like “employee portal” or “training program” or “peer-to-peer community.” The category gives an important frame of reference for the target customer, from which they will base comparisons and perceive value.
The key benefit will be one of the hardest areas for the group to shape in the final pitch. This is the single most compelling reason a target customer would buy into the idea. In an elevator pitch, there is no time to confuse the matter with multiple benefits- there can only be one memorable reason “why to buy.” However, in the generative phase, all ideas are welcome.
The competition and unique differentiator put the final punctuation on the pitch. Who or what will the target customer compare this idea to, and what’s unique to this idea? In some cases, the competition may literally be another firm or product. In other cases, it may be “the existing training program” or “the last time we tried a big change initiative.” The unique differentiator should be just that- unique to this idea or approach, in a way that distinguishes it in comparisons to the competition.
Step One: The Generating Phase
Once the elements are understood, participants brainstorm ideas on sticky notes that fit under each of the headers. At first, they should generate freely, without discussion or analysis, any ideas that fit into any of the categories. Using the Post-up technique, participants put their notes onto the flipcharts and share their ideas.
Next, the group may discuss areas where they have the most trouble on their current pitch. Do we know enough about the competition to claim a unique differentiator? Do we agree on a target customer? Is our market category defined, or are we trying to define something new? Where do we need to focus?
Before stepping into the formative phase, the group may use dot voting, affinity mapping or other method to prioritize and cull their ideas in each category.
Step Two: The Forming Phase
Following a discussion and reflection on the possible elements of a pitch, the group then has the task of “trying out” some possibilities.
This may be done by breaking into small groups, pairs, or as individuals, depending on the size of the larger group. Each given the task of writing out an elevator pitch, based on the ideas on the flipcharts.
After a set amount of time (15 minutes may be sufficient) the groups then reconvene and present their draft versions of the pitch. The group may choose to role play as a target customer while listening to the pitch, and comment or ask questions of the presenters.
The exercise is complete when there is a strong direction among the group on what the pitch should and should not contain. One potential outcome is the crafting of distinct pitches for different target customers; you may direct the groups to focus in this manner during the formative stage.
Don’t aim for final wording with a large group. It’s an achievement if you can get to that level of finish, but it’s not critical and can be shaped after the exercise. What is important is that the group decides on what is and is not a part of the pitch.
Role play is the fastest way to test a pitch. Assuming the role of a customer (or getting some real ones to participate in the exercise) will help filter out the jargon and empty terms that may interfere with a clear pitch. If the pitch is truly believable and compelling, participants should have no problem making it real with customers.