Being a huge fan and user of Impact Mapping in various scenarios, I enjoyed the 2 changes that Tim proposed to the standard approach, although they can be misleading to practitioners. More on that below.
Definition of terms by Tim
The 2 changes
1.”Impact” is the “Why” and “Outcome” is the “How”.
2. Additional level “WHETHER” for experiments. Although I would argue that the “WHAT” was always meant to be run as an experiment. It’s a mindmap after all.
Silent Meetings first started at Amazon with Jeff Bezos. At some point in Amazon’s history Bezos declared that Powerpoint would not be allowed and “Narratives” (6-page long-form text documents) would be the main communication vehicle. Since nobody had time to read pre-reads, the document would be read silently during the meeting instead. And so Silent Meetings were born.
We had a great training with students from all of Switzerland and dived into the role of the Scrum Master with its accountabilities, responsibilities and Dos and Dont’s.
Feedback from André Buffing, PhD “Thanks to Peter Gfader and his incredibly insightful and engaging course weekend, I am happy to have received my #professional #scrummaster (PSM I) certification. Cheers to all other participants for the fun and insightful group work we did. Looking forward to seeing you soon, again!”
Last weekend we attended the #play14 Festival in Basel organized by Bernhard Sterchi. Thanks, Bernhard for organizing! I don’t know if “festival” is the right term, but I like to call events “festivals”, where people are having fun, get together and do something together as a team. Actually it’s an unconference as described here https://play14.org/format/. You find all about the general details on that page.
My pre-festival assumptions
It was my first #play14 event and I was a bit skeptic about just playing games a whole weekend.
How long does it take until I get bored by energizers?
What do I learn by “just playing” Lego for a whole weekend?
What “weirdos” spend their whole weekend just playing games?
TLDR: I was totally wrong 🙂
It started Friday evening and we immediately jumped into playing games (mostly energizers and brain-twisters) as a whole group. It was fun, we talked what the game is about and how to use it in another context (workshop, meeting, large group gathering, …). Awesome!
Saturday and Sunday were also kicked off with full group games and from 9h-17h we did an unconference-open-space style game selection.
Sunday we closed off the event a little earlier so that everyone had enough time to head home
Here is a list of games I collected and could remember from my notes:
Giant Witch Troll
Running Through Hands
Squat in Pairs – Discomfort – What happens?
1 Word Story Telling in Circle – Energizer, Associations
Samurai – Energizer
Count until 33 and clap for every 3 – Energizer
Predator, Protector and your Position – Complexity
The sessions about Complexity – Thanks Bernhard and all others
The idea of “Experimental Games” where you leave instructions open (or unspecific) on purpose
Taboo variation for workshop recaps – Thanks Kris
Lots of great conversations! Sorry I don’t want to start to name anyone here
Lots of little and great games to play with
I didn’t realize it and was not prepared for it, but the cool power of the event is the people and the notion of experimenting with your games, workshop formats or whatever you need a group of VERY OPEN MINDED AND FUN people for. If I would have known that I would have taken my game collection with me. For example “Keep Talking and Nobody Explodes” game I have bought and never played.
I ran 3 experimental workshop games and we brainstormed ideas on how to improve these
#1 Smelly Situations
Roleplay a weird situation from your office
Change the behavior of 1 person in the play
Experiment with situations
Reacting to situations you find “smelly” / strange.
How do you react as a Leader?
I got lots of great input on what things to avoid and what things to make sure of. Safety is important!
Differentiate between Product Management and Project Management
Leverage Existing Technologies and Tools
Nurture Entrepreneurial Teams
I like the roadmap, and in my experience for this change to work, you need to change the organizational constraints around “Projects” which include funding of them. For me, that means I would start with “0.a Remove Legacy Management Practices” and then “0.b Differentiate between Product Management and Project Management”
At the end it would look like the following.
Work with Management: What is hindering the value stream?
What legacy management practice is hindering your employees?
Where do we create value? Where are we just busy?
Work with Management: How does money flow?
What do we incentivize?
Where is our focus and what do we measure? Internal metrics or external customer-centric metrics?
What are Projects? What are Products?
Work with 1 Team: How can we make it work in the small?