Ebook Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers, by Dave Gray Sunni Brown
Ebook Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers, by Dave Gray Sunni Brown
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Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers, by Dave Gray Sunni Brown
Ebook Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers, by Dave Gray Sunni Brown
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Amazon.com Review
Play a Game from Gamestorming We're hardwired to play games. We play them for fun. We play them in our social interactions. We play them at work. That last one is tricky. "Games" and "work" don't seem like a natural pairing. Their coupling in the workplace either implies goofing off (the fun variant) or office politics (the not-so-fun type). The authors of Gamestorming, have a different perspective. They contend that an embrace and understanding of game mechanics can yield benefits in many work environments, particularly those where old hierarchical models are no longer applicable, like the creatively driven knowledge work of today’s cutting edge industries. Here is one of the 83 games featured in Gamestorming: The ELEVATOR PITCH Game OBJECTIVE OF PLAY: What has been a time-proven exercise in product development applies equally well in developing any new idea: writing the elevator pitch. When developing and communicating a vision for something, whether it’s a new service, a company-wide initiative, or just a good idea that merits spreading, a group will benefit from going through the exercise of writing their elevator pitch. Often this is the hardest thing to do in developing a new idea. An elevator pitch must be short enough to deliver in a fictional elevator ride but also contain a compelling description of the problem you’re solving, who you’ll solve it for, and one key benefit that distinguishes it from other ideas. NUMBER OF PLAYERS: Can be done individually, or with a small working group DURATION OF PLAY: 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 with 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 a formative phase. To set up the generating phase, write these headers in sequence on flip charts: 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 elevator pitch. They are in a sequence that adheres to the following formula. 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 useful ideas will be generated in the course of the 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 be only 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 about 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 comparison to the competition. The Generating Phase Once the elements are understood, participants brainstorm ideas on sticky notes that fit under each header. 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 flip charts 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 another method to prioritize and cull their ideas in each category. The Formative 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, as pairs, or as individuals, depending on the size of the larger group. Each group is given the task of writing an elevator pitch, based on the ideas on the flip charts. After a set amount of time (15 minutes may be sufficient), the groups 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 group to focus on this during the formative stage. STRATEGY Don’t aim for final wording with a large group. It’s an achievement if you can get to that level of completion, but it’s not critical and can be shaped after the exercise. What is important is that the group decides 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 customers 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. The elevator pitch, or elevator speech, is a traditional staple of the venture capital community, based on the idea that if you are pitching a business idea it should be simple enough to convey on a short elevator ride.
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Product details
Paperback: 290 pages
Publisher: O'Reilly Media; 1 edition (August 2, 2010)
Language: English
ISBN-10: 0596804172
ISBN-13: 978-0596804176
Product Dimensions:
7 x 0.6 x 9.2 inches
Shipping Weight: 1.2 pounds (View shipping rates and policies)
Average Customer Review:
4.4 out of 5 stars
157 customer reviews
Amazon Best Sellers Rank:
#13,448 in Books (See Top 100 in Books)
Update: i had a chance to practice some of the ideas in the book in two scenarios. First was a strategy improvement workshop for a country business unit. The other was with a product development team and the sales person. Both heavily relied on ideas from this book, and also from the CONCEPTS that are in the first part. Both workshops where a success. So I am keeping my original 5 star rating and the claim the book should cost $5000, but I now only say it half-jokingly. Your BIGGEST HURDLE to get the most of this book is you need to understand all games (and thus go over about 100 methods), and the use this knowledge to build workshops. Sore, you can pick 1 methods and try a scenario where it would work. But the $5000 remark comes from reading and having in your mind 100 methods and the right context to actually create a very engaging, highly productive and collaborative workshop (or meeting) experience. Which also requires a bit of imagination as to where people minds will be at any point, and how each game output connects with which output.If the authors ever update it, I would like to see a better index the games (Kindle version really fails), possibly a table which lists all games and a very short description. Besides a better TOC of games, I'd add a new section of "game storming examples". Instead of the very brief ending of one example, I'd provide 8 to 15 short examples of full game storming sessions with the agenda, for typical use cases that are the lifeblood of planning, strategy and other frequently occurring meetings. These should depict the agenda visually if possible (how things connect).--I read books in bursts, when I call on others wisdon to move myself ahead in a particular direction. This time, my new role involves innovation, marketing and strategy. This book should cost $5000, come signed and with a return envelope to thank the authords. It's value lies in providing a very sharp color palette and tools to collaborate in the seams betweek group knolege, teams and business challenges. As an economist, marketing person and researcher (analytic thinker) I can essily see why, when and how to apply many of the games in real life scenarios. The instructions are very well balanced, with enough detail to make them work, ut not more than it becomes too fixed or rigid (or boring). The goal is to USE these. And it is exhausting to go over all the posibilities. So you could try some if doing a quick read of the entire book exhausts you too much. But Inchose to force. I opted to read all of it first and think scenarios where I could use the methods. It have already started to create different kinds of workshops in my mind as I do this. Additionally, just reading the methods, some of which you may be familiar with, retriggers things you knew and forgot. In some other cases the instructions are so sound you'll note you where doing something wrong in the past. It shows they have practiced, and the variarions and short advice will make so much sense especially when you have sern some of the Methods in action, and know there's 20% that you'll need to deviate little or bend some rules-and to make sure you manage expectations, calm, clarify or less people lose the stress (eg. no wrong way here).This book is a gift from the authors. It's hugely dense by its very own nature, and may overwhelm if you want to read from A to Z. Jt And there lies its strength: a solid palette, a good initial framework, and very sound advice, instructions and, did I say the best compilation of ideas on the topic ever?
The authors deserve credit for pulling the content of this book together and organizing it in a way that is inviting and intuitive to read and browse. It's all about using games to help groups of people think about and address business challenges in creative ways. Although it has 8 chapters, Gamestorming really divides into two major sections: (1) an introductory set of chapters that define what games are, their key characteristics and skills for effective play and (2) an expansive collection of about 90 games, each with rules and strategy explained in one to three pages of text. The book concludes with a short example of how to put games to practical use.PROS: Gamestorming is an engaging, one-of-a-kind resource for using games in business settings. The introduction and early chapters are well geared to those without much gaming background and do a good job explaining how games can be used to help groups define problems, clarify thinking, generate ideas and ID next steps. There is even a small section with simple drawing tips for illustrating ideas...a nice addition. The diverse selection of games, which appropriately fills more than three-quarters of the book, is applicable to a range of situations. Think of it like a collection of "recipes" for games, which good facilitators can follow exactly or adapt to their own needs. Purely as an idea book for business games, it would rate at least a "4" but there are a few things that make it less useful than it probably could be for some audiences.CONS: The book is ambitiously written for "the novice and the experienced practitioner alike," but appealing to everyone can be tough. Novice facilitators will like the intro but may find the later sections somewhat lite on game strategy. It's just hard in a few paragraphs to fully explain each game's flow or give newcomers much in the way of tips or trouble shooting to make a confident go of it. A beefed-up focus on "how to" might have been better for this group (those looking for a primer on facilitation may want to check out Kaner's "Facilitator's Guide to Participatory Decision-Making"). By contrast, seasoned facilitators might want more nuance in other areas, like how to organize the rich info games generate for later use, so it isn't reduced to a bunch of meaningless sound bites -- a challenge with any brainstorming session. Finally, to round out its practical application, a few more examples or links showing how games can be used to solve real-life problems would help (see Daniel Hoang's Amazon review of Gamestorming, for several good online links).
The book starts with a solid introduction outlining a strong and clear definition of a game as an exploratory space with specific rules and players. It really helps you imagine the rich possibilities in developing helpful games as small journeys to find effective and practical solutions for all kinds of tasks.The examples of games are abundant. However, too many of the examples seem too similar, almost as if they are included to provide a deceptive feeling of abundance. It makes you want to apply Affinity Mapping approach to many of these games to outline the similarities as the core concept for groups of games and just add some notes on possible variations.Overall, it's s a helpful handbook with ever-useful practices.
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