Your SlideShare is downloading. ×
0
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Gamestorming
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Gamestorming

2,629

Published on

Big D Dallas Session on Gamestorming.

Big D Dallas Session on Gamestorming.

0 Comments
14 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,629
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
218
Comments
0
Likes
14
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Agenda
  • 2. About MeTracey NolteUX Practice Area LeadSlalom ConsultingOver 20 years in ITWorked for / consulted for:ExxonMobil, AT&T, McAfee, JC Penney, SallyBeauty, Dr Pepper, American HeartAssociation, Microsoft, Oncor, Glazers, Freeman, Radio Shack, Centex Homes, ContinentalAirlines, EDS, and many moreStarted as BA, moved intoBI/Analytics, moved in to Development thenDesign, then UX.
  • 3. What is Gamestorming? Combines brainstorming with GAMES!
  • 4. BY Dave Gray Sunni BrownJames Macanufo
  • 5. Can one person discover & innovate? Yes, but many ideas are better!
  • 6. Are the elements in your meetings producingOUTSTANDING results?
  • 7. Could you get more results withspecific direction, engagement & participation?
  • 8. Typical User Centered Design Process Build User meetings = BORIN• Seek to understand• Gather input & feedback• Brainstorm Gamestorming = FUN• Plan
  • 9. Old way….
  • 10. New way….
  • 11. Why Brainstorm?
  • 12. User Why & Explore Brainstorm? Innovate Get ResultsAdoption Organize
  • 13. Which method?Paper / Post It Online www.postit.com www.innovationgames.com
  • 14. Prepare & Supplies Prepare play area with supplies and instructions.
  • 15. Moderate & Collaborate Moderators You create the experience of the game… make it enjoyable by … BEING ENJOYABLE!
  • 16. Moderate & Collaborate Collaborate With shy people and get them engaged by asking questions… Set goals and rewards FOR COLLABORATING!
  • 17. Collect & Analyze Results Collect Results from participants into excel for analysis. Create columns & rows for Pivot Tables & Graphs!
  • 18. Collect & Analyze Results Analyze Results in the pivot tables and graphs. What do the results MEAN and what actions need to occur next?!
  • 19. What is your objective?
  • 20. Elevator Pitch 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 well individually 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
  • 21. Empathy Map GOAL: The goal of the game is to gain a deeper level of understanding of a stakeholder in your business ecosystem, which may be a client, prospect, partner, etc., within a given context, such as a buying decision or an experience using a product or service. The exercise can be as simple or complex as you want to make it. You should be able to make a rough empathy map in about 20 minutes, provided you have a decent understanding of the person and context you want to map. Even if you don’t understand the stakeholder very well, the empathy- mapping exercise can help you identify gaps in your understanding and help you gain a deeper understanding of the things you don’t yet know. How to Play
  • 22. 7 Ps Framework Every meeting deserves a plan. Note that a great plan cant guarantee a great outcome, but it will help lay down the fundamentals from which you can adapt. Sketch out these fundamentals by using the 7Ps framework.Use these items as a checklist. When preparing for a meeting, thinking through the 7Ps can improve focus and results, even if you have only a few moments to reflect on them. How to Play
  • 23. Forced Ranking In all work of reasonable complexity, there is a moment- to-moment risk that equally important tasks will overwhelm the human mind. In knowledge work this may be doubly true, due to the intangible “fuzziness” of any particular task. For groups that are charting out how they will work one of the most practical and useful things they can do is build a checklist. Although creating a checklist may seem like an open-and- shut exercise, often it uncovers a manifest of issues. Because a checklist is a focusing object, it demands that the team discuss the order and importance of certain tasks. Team members are likely to have different perspectives on these things, and the checklist is a means to bring these issues to the surface and work with them. How to Play
  • 24. Speed boat Identify anchors that keep your product or project at risk. Identify things that customers don’t like about your services, products or project. How to Play
  • 25. Context Map We don’t truly have a good grasp of a situation until we see it in a fuller context. The Context Map is designed to show us the external factors, trends, and forces at work surrounding an organization. Because once we have a systemic view of the external environment we’re in, we are better equipped to respond proactively to that landscape. How to Play
  • 26. Cover Story Cover Story is a game about pure imagination. The purpose is to think expansively around an ideal future state for the organization; it’s an exercise in visioning. The object of the game is to suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known magazine. The players must pretend as though this future has already taken place and has been reported by the mainstream media. This game is worth playing because it not only encourages people to “think big,” but also actually plants the seeds for a future that perhaps wasn’t possible before the game was played. How to Play
  • 27. Dot Voting In any good brainstorming session, there will come a time when there are too many good ideas, too many concepts, and too many possibilities to proceed. When this time has come, dot voting is one of the simplest ways to prioritize and converge upon an agreed solution. How to Play
  • 28. Story boarding 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. How to Play
  • 29. Post Up The goal of this game is to generate ideas with silent sticky note writing. Generating ideas is an opening activity, and a first step. From here you can create an affinity map or a bottom-up tree, or further organize and prioritize the thoughts. The Post-Up game is based on the exercises in Rapid Problem-Solving with Post-it® Notes by David Straker. How to Play
  • 30. SWOT analysis Begin by explaining your desired end state to your players. Draw a picture of it and add fun descriptions to create a playful atmosphere. Next, create a chart with four quadrants and provide dot stickers, sticky notes — preferably a different color for each quadrant — and pens to the participants. In the upper left quadrant, write “Strengths.” For 5 – 10 minutes, have players write their ideas on the sticky notes, describing anything that will help excel toward the goal. Repeat this process for each of the other quadrants in the following order: Quadrant 2: Strengths – what you have going for you Quadrant 3: Weaknesses — anything that can be improved upon Quadrant 1: Opportunities – leads that you can focus your energy on Quadrant 4: Threats – obstacles that you must surpass After everyone has written their ideas, have them post their sticky notes on the respective quadrants. As a team, go through each category and cluster the related ideas together. Have players dot vote with the stickers you have provided to identify the most relevant clusters. Next, collaborate with the participants to create broader categories for the clusters, such as “Customer Service,” or “Leadership.” As before, dot vote to find the most important categories. To conclude the game, summarize your findings and work together to identify how you can use the results to your advantage to reach your desired end state. Engage the participants and encourage them to come up with fresh insights. How to Play
  • 31. GAME: Cover StoryRULES• Groups of TBD• Each group will create a magazine cover and inside story. – imagine the best-case scenario for their company and to take that scenario one step further. Spend five quiet minutes imagining their own stories before they work together to agree on one. 30–45 minutes to generate this “story of the year” and represent it on their template.“Cover” tells the BIG story of their success.“Headlines” convey the substance of the cover story.
  • 32. GAME: Affinity StarsRULES• Groups of TBD• Each group identifies all the things they have learned or want to learn as a benefit during their time at Big D• The groups will organized and group those things into summary categories• The summary categories will be posted on a separate sheet with lines for voting.• The opposite groups will then DOT VOTE on each other’s
  • 33. GAME: Cover StoryRULES PRIZES• Groups of TBD • Most innovative and creative• Each group will create team wins a book “Visual an ideal future state of Meetings” by David Sibbet. Big Design for NEXT • Group with most innovative YEAR partition and collaboration will• Create what you think be entered to win an Xbox with would be the most Connect and 2 games stellar event including speakers, topics, visuals, images, headlines, or activities that would be exciting for next year

×