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The Big Book of Meeting Games

Overview

A PAPERBACK ORIGINAL

Games and activities to help keep meetings energized and participants involved

The Big Book of Meeting Games offers meeting leaders 75 short, challenging, and fun activities to accomplish specific meeting objectives. From force-field analysis to fishbone diagrams, it transforms oftenintimidating facilitation and decision-making tools into quick, engaging activities that can be used successfully in virtually any business ...

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Overview

A PAPERBACK ORIGINAL

Games and activities to help keep meetings energized and participants involved

The Big Book of Meeting Games offers meeting leaders 75 short, challenging, and fun activities to accomplish specific meeting objectives. From force-field analysis to fishbone diagrams, it transforms oftenintimidating facilitation and decision-making tools into quick, engaging activities that can be used successfully in virtually any business context. Meeting participants will become more involved, more creative, and more productive through games and exercises that allow them to:

  • Break the ice with unfamiliar employees
  • Engage and energize for more powerful, valuable input
  • Effectively solve problems and voice their solutions
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Product Details

  • ISBN-13: 9780071396844
  • Publisher: McGraw-Hill Companies, The
  • Publication date: 5/28/2002
  • Series: Big Book Series
  • Edition number: 1
  • Pages: 250
  • Product dimensions: 7.10 (w) x 9.10 (h) x 0.61 (d)

Meet the Author

Marlene Caroselli, Ed.D., is an accomplished speakerand the author of many books on business and facilitation. She is a frequent contributor to professional publications, including Stephen Covey's Executive Excellence, and has provided training for Eastman Kodak, Xerox, Allied Signal, and numerous other major corporations.

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Table of Contents

Introduction
Pt. 1 Making Sure Meetings Start on Time 1
1 Using Weighted Voting: Grounding Latecomers 3
2 Seeing the Big Picture: Puzzled by the Missing Piece? 6
3 Encouraging Prompt Starts: Time Is of the S-Sense 9
4 Converting Complaints to Positive Action: Wannabe an Autabe? 11
Pt. 2 Breaking the Ice 13
5 Using Will Schutz's Questions: Jeopardize Your Identity 15
6 Learning Who Can Contribute What: Playing Drucker's Violin 18
7 Determining Expectations: Verbal Vouchers 20
8 Developing Ground Rules: Who's Sorry Now? 22
9 Using Metaphors: Hyundai or Jaguar? 24
10 Encouraging Clear Communications: Directed Digressions 27
11 Applying Maslow's Hierarchy to Participants' Needs: Babies, Bathroom, and Body Temperature 29
12 Keeping a Meeting Log: Icon? I Can! 32
13 Foreseeing Successful Meeting Outcomes: It's a Vision Thing 34
14 Learning What Participants Hate About Meetings: The Color of Demands 37
Pt. 3 Brainstorming and Creative Thinking 41
15 Applying Autonomy of Object: Autonomy: Aw Shucks! 45
16 Structuring the Brainstorming Process: Brain-Circling 47
17 Encouraging Divergent Thought: Janus, Unchain Us 50
18 Specifying Capability and Incapability: Can 'n' Can't 53
19 Developing Flexibility: Flex Those Mental Muscles 57
20 Applying the Double Reverse Technique: Nurse the Reverse 60
21 Changing the Pace of the Meeting: The "Ins" of Innovation 63
22 Developing Multiple Perspectives: Oh, Baby! 66
23 Using Questions to Stimulate Ideas: Idea-Igniters 68
24 Employing Visual Stimuli: A Picture Can Spark 1000 Words 71
Pt. 4 Games to Solve Problems 73
25 Obtaining Clarity on Problem-Definition: Ask Your Local Druggist 77
26 Using the Is/Is Not Analysis: Is It Not? 80
27 Using a Matrix Diagram: An Old Broom Sweeps Clean 82
28 Finding Root Cause with the Five-Why Technique: Theory Y and "Why" 84
29 Working with a Fishbone Diagram: The Cause Bone's Connected to the Effect Bone 87
30 Employing the Force Field Analysis: Lewin's Living Lines 91
31 Making Storyboards: Bored? Try Boarding! 94
32 Eliciting Improvement Strategies: The Japanese Bathtub 96
33 Using a Multi-Pronged Approach: Hard-to-Count Handshakes 99
34 Viewing Problems as Opportunities: Restate the State (of the Problem) 102
35 Appreciating Differences in Thinking Styles: Converge or Diverge? 105
36 Exploring Problems from a Different Viewpoint: Mother Nature Saves Father Time 108
37 Testing Assumptions: The Daily Double 110
38 Analyzing Data with a Correlation Chart: Keeping the Meeting World on Its Axis 113
Pt. 5 Making Sure Everyone's Opinion Is Heard 119
39 Calling on Everyone by Name: The Inclusion Conclusion 121
40 Using an Affinity Diagram: Have a Mini-Afini Tea 124
41 Surveying Opinions: Surveins 126
42 Taking na Idea Through Three Stages: Pipe-up Dreams 129
43 Reducing a Concept to Its Essence: Verbum Sat 131
44 Developing Listening Skills: Listen Up! 134
45 Using the Crawford Technique: The Ease of C's 137
Pt. 6 Reaching Consensus 139
46 Achieving Compromise Positions: I Could Live with It If ... 141
47 Using Mediation: What You Hear Is What You Get 143
48 Preventing the Angry Person from Dominating the Discussion: Storming the Way to Harmony 146
49 Determining Content and Context: Can We Agree to Agree? 149
50 Assessing Futility: Is the Horse Dead Yet? 152
51 Employing Persuasion: Tell It to the Judge 154
52 Discovering Underlying Feelings: 4 x 4 x 4 157
53 Allocating Assets: Show Me the Money! 159
54 Using the A-D-D Method: All Gain, No Pain 161
55 Learning the Strength of Participants' Positions: Proceed or Secede? 164
Pt. 7 Engaging and Energizing Meeting Participants 167
56 Exerting Control in Meetings: Subjugating Stress 169
57 Employing the P-D-C-A Cycle: Shewhart's Show 172
58 Developing a Meeting Charter: Chartering Your Course 176
59 Encouraging Beyond-the-Obvious Thinking: Jail Tale 178
60 Improving Meeting Communication: Alphabet Soup of Meetings 181
61 Following Drucker's Advice for Leaders: Asking the Right Questions 185
62 Improving Concentration Skills: Sighting Like Cats and Dogs 188
63 Assessing Task and Maintenance Behaviors: Are You Task'd to the Max? 191
64 Preparing a Meeting Timeline: Is That Your Final Answer? 195
Pt. 8 Making Group Decisions 199
65 Using Multi-Voting: Note the Vote 201
66 Determining Best, Worst, and Most Likely Outcomes: Bedazzle with BeWoLi 204
67 Applying a Morphological Analysis: Morph! Don't Dwarf! 206
68 Drawing a Decision Tree: Treed by Decisions? 210
69 Using the Delphi Technique: A Greece Caprice for Avoiding Groupthink 213
70 Using the Nominal Group Technique: Nominate Your Idea 216
71 Conducting a System Analysis: IF A Plan 219
72 Employing Comparative Valuation: A POWerful Analysis 221
Pt. 9 Making Sure Meetings End on Time 227
73 Ensuring Equal Participation: Balloon Bursts 229
74 Sharing Feedback with the Meeting Leader: Hamming It Down 231
75 Involving Participants with Closure: Unwrap Your Wrap-up 233
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