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Gamestorming for Distributed Teams

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.

Empathy Map

Empathy Map

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.

Prune the Product Tree (also known as Prune the Future)

Empathy Map

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:

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!

Empathy MapExcellent! 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.

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5 Best Practices for Presentations

I had a surprise client turn into a favorite client recently, namely ViaTech Global Publishing. Kurt Heusner, the CMO, tracked me down like many of my clients – through the semantic web – and together we planned a really successful session for 75 of their top team members. I met with Kurt before Gamestorming was published and, because our planning continued after the book was released, we had the opportunity to design the 2.5-day meeting specifically around the participatory work in the book. We used techniques like The 5 Whys, The Blind Side, and Empathy Mapping and I gave the group a short talk on Best Practices for Presentations (you can click on the image above to see the five practices I chose). At the end of the retreat each team gave a storyboarded presentation as a sales pitch for ViaTech and the visual thinking the group did the two days prior was intensive. Kurt and I both got fantastic feedback from the employees (the visual and participatory work was, for me, almost magical to witness) and everyone got a copy of Gamestorming. I’m telling you, folks, if you really do want problem-solving and innovation to occur, you’ll do no harm to dive into visual thinking meeting techniques. They give you, as I’ve witnessed dozens and dozens of times, productivity on steroids. See David Sibbet’s recent book, Visual Meetings, for more proof positive. Until next time, game on.

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Gamestormin’ for the Unions in D.C.

Sunni B. refreshed her union history during the latest Gamestorming session right down the street from the White House. Working with Union Privilege, a program of the AFL-CIO, together she used visual thinking and game techniques to devise their master plan for shifting from good to great. She invented a new game that actually isn’t in Gamestorming the book because she was inspired by Simon Sinek’s Start with Why (and because she finds it difficult to refrain from inventing new games to play.) She named the first game “The Golden Circle” based on Simon’s content, and then used a CIA technique called “The Phoenix Checklist” to get the group’s mental muscles working. She followed those activities up with S.C.A.M.P.E.R. and Empathy Mapping – one group drew a picture of the Executive Director which was hilarious – and finished early because the group worked so hard. Dare we ask if it may not really be “sundown on the unions?” This one had big plans for the future and storming the games helped them carve the path.

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WhoDo

WHODO exercise

Object of Play
The objective of this game is to identify stakeholders and clarify goals.

Number of Players: 1–10

Duration of Play: 20–45 minutes

How to Play
Who do you want to do what? Almost any endeavor of substantial impact requires seeking help from others. Developing a WHO + DO list is a simple way to scope out the undertaking.

1. Start with the vision. Write out or visualize the big goal.

2. Draw a two-column matrix and write “WHO” on the left and “DO” on the right.

3. Ask: Who is involved in making this happen? Who is the decision maker? Who has needed resources? Who may be an obstacle? Whose support is needed These individuals or groups are your list of WHOs.

4. The DOs are often harder. For each WHO, ask: What do they need to do, or do differently? What actions will build toward the big goal? Sharpen each WHO in the list until you have a desired and measurable action for each. Given all of the possible WHOs and DOs, which are the most important? Who comes first?

Strategy
Bias yourself toward action. When brainstorming DOs, there is a tendency to slip into the easier mode of “we just want them to understand.” Most often when you want people to understand something, it’s because you want them to change something or learn something that they can then “DO.” Ask yourself, or the group, “What will happen once they understand?” Don’t shortchange what you are really looking for: action. A natural follow-on to this activity is to make an Empathy Map of the WHOs.

The WhoDo game is credited to Dave Gray.