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Slides and Infographic

Here is a summary of the games landscape.

See slides session summary for more

Games Landscape and Importance of Play – Keynote

This is 45 minutes so you may want to flag this for when you have time to watch the whole thing.

More Agile Games 2012 Videos

Here are photos and videos from Agile Games 2012.

Keynote Take-Aways – What people said

Learnings

• Play helps us get into the state of flow. The opposite of play as depression.
• When the going gets tough, get playing
• Games as a way of learning & using games to learn
• 1) Games->flow->happiness 2)games->happiness
• Celebrate imperfection
• Courage to play games ‘!’
• You need a safe environment to promote play.

Actions

• Thinking about building play skills
• Look for more ways to gameify work
• Figure out more opportunities to play for work
• Trying to instill a more relaxed atmosphere by getting a little more playful attitude
• Look into Lego Serious Play
• Find ways to make my work more like playing. Increase the amount of play in my life. Think about what I liked to do when I played as a child and bring that back.
• Our teams don’t play enough games, it’s important to introduce more!
• There were some games from Tasty Cupcakes I would like to try with my team
• Read/watch Brene Brown talk/book about shame

Here is my Games Landscape Infographic and slides from my Agile Games 2012 keynote presentation.

Overview

Play is a powerful tool for achieving business results. A common question is, how can I do this in my current work environment? The purpose of this talk is to orient you to a variety of different ways that you can introduce play to solve real-world problems. Whether you are a leader, coach, and even individual contributor, there are ways to amplify the workplace with play.

Welcome to a guided tour of the play landscape. This guided tour will help you navigate the different techniques with the space of games and play in order to see how they can help you. We will start our journey with ways to harness the power of play through games to do valuable work. Next stop is about using games for accelerated, deep learning. At the peak of the tour we visit the ways we can develop our play skills. The final stop on our tour is how to embedded play into our work contexts.

At the end of the tour you will have a map for exploring play and perhaps even a burning curiousity about some newly discovered places.

Importance of Play

For the infographic on Stuart Brown’s book on Play, please refer to The Science of Play.

The Games Landscape

Presentation Slides

Play is critical for creativity and innovation. It is something we cultivate in high-performance teams.

Stuart Brown literally wrote the book on it – Play: How it Shapes the Brain, Opens the Imagination, and invigorates the Soul. It is the tale of a medical doctor who could not ignore the importance of play in the lives of people and the tragedies that result from a lack of play.

Consider the visual note below that captures features of the book that helped me better understand the science of play.   The characteristics of play are that it is voluntary, fun, and results in a flow state of mind.

Play is the foundation of Creativity and Innovation. Our ability to take risks and learn from mistakes are key to innovation. To do this we must be able to play in safety.

Play is innate to animals and humans. Brown shares the science around play being a driving force for learning. Animals (in particular, mammals) use play when young to develop cognitive and social skills. Humans are special in that they play through life. In part this allows us to continue to learn through life. Neoteny describes our trait of retaining youthful characteristics.

Perhaps the most important point is that Work and Play go hand in hand. Play is an enabler of work, not the opposite. The opposite of play is depression. ”All work and no play makes Jack a dull boy.” And by dull, we mean unable to support the creativity needed to accomplish challenging tasks. “When the going gets tough, the tough go play.” And I know that I use StrategicPlay® with Lego® to solve really big challenges.

If you thinking about building up your play muscles, the place to start is with your play history: think about what got you really excited when you were a kid. There are questions in book if you want to explore further.

It’s no wonder, I am such a big fan of games for learning and doing work.

Curious to learn more? You can start with the TED talk below or pick up the book.

Play is essential for innovation and high-performance teams. And games can help us get there.

Jane McGonigal has written a fabulous book, “Reality is Broken: Why games make us better and how they can change the world.” In it she explores large-scale online games that are part of the commercial video game industry as well as ones about producing direct real-world benefits.

As is my usual want, I prepared the visual note below to capture the most important aspects of the book to me.

Jane defines a games as having four important characteristics: a goal, rules, a feedback system (so people know whether they are reaching their goals) and voluntary participation. I found the last characteristic very interesting. With Agile and Scrum in particular we promote self-organizing teams where people sign up for work rather than having it assigned. In fact, many facets of Agile make work more like play. The principle of voluntary participation also aligns with good management practices such as “treat everyone like a volunteer”.

I really like how play and being in a state of flow is differentiated from it’s opposite: depression. I just love the definition of play and flow as an “intense, optimistic engagement with the world around us.”

Jane paints a compelling picture of the capabilities and talents of video game players. She states that young adults will have had the 10,000 hours or practice needed to become experts at pro-social collaboration skills through playing video games. Gamers with this level of skill – a superpower – can collectively accomplish great things.

I used to think games were the cat’s meow, but now I see them as just one way to help people reach a state of flow through play (see: Three Ways to Use Play for Business Results). For me (at work), games are a means to an end. At home, one goal is having fun; another is bonding with the people I play with.

The most fun fact I found in the book was: “75% of executives play games at work”. Usually to take a break and relieve stress.

But the BEST of all was learning about and playing SuperBetter to up my game in dealing with some challenges in my personal life. If you are struggling with anything, perhaps you might like to play this game for the win.

If you haven’t already seen Jane’s TED talk – Gaming can make a better world – I highly recommend it.

I am heading off to Agile 2011 and I wanted to share why I am really excited to be attending.  It’s really all about the power of play.

Understanding Flow through Games

I was fortunate to be accepted to the Agile Bootcamp track to present Lean Fundementals: Understanding Flow through games. I am thrilled since this touches on two passions of mine – Lean/Flow thinking and using games for learning.

Strategic Play® with Lego® for Solving Serious Problems

I am going to run two open jam sessions (each with a maximum of 14 participants) to use  Strategic Play® with Lego®  to solve some serious problems or build a shared vision. I will announce the times via twitter (follow-me) and also using the open jam board.

One of these will be focussed on generating leadership ideas for the Scrum Alliance. Some example acceptance tests for leadership are:

• There is a clear compelling vision of the Scrum Alliance that is supported by 70% of the membership.
• Satisfaction with leadership in Scrum Alliance is high. (e..g more than 4 out of 5 on survey).
• Public perception of the Scrum Alliance is positive.
• Members feel like their voice is heard regarding key decisions.

Innovation Games® T-Shirt Contest

You probably already know that Innovation Games® are amazingly powerful for supporting Product Owner/Manager communication and discovery with customers and stakeholders.

What you may not know is that there is a game at Agile 2011 for promoting awareness about Innovation Games® using a photo contest. Get your picture with me and other trained facilitators to win cold hard cash. I am very excited to participate and am bringing my two t-shirts. See front and back below. Sadly, my new tshirt did not get here in time…

Tasty Cupcakes – Game on!

I have been working with Mike McCollough and Don McGreal to accelerate tastycupcakes.org as the destination site to find and share games for learning about Agile and for games that do valuable work.

Games provide a way for people to play to get outstanding business results or accelerated learning.  Spot me wearing a TastyCupcakes tshirt and I’ll help you find the game for you!

Coach’s Corner

As a Certified Scrum Coach I thought I would pay it forward by participating in the Coach’s Corner to help coaches.

If you were thinking that this is not about play or games, well either you are right or life itself is a game. A collaborative one.

My office hours are:

• Monday 8am-9am
• Thursday 5pm to 7pm
• Friday 8am-9am

Play is a profoundly powerful tool for achieving business results. I think of three main ways to accomplish this: Using explicit play to do work, using play for learning, and building people’s play muscles.

Consider the following diagram:

Play for Work

The goal is here is to take difficult, boring, unproductive work  and create great results through play. In the diagram, I give a few examples of how to make work through play:

• Innovation Games® have a proven track record of using play to help companies understand their customers and build innovative products.
• Planning Poker is a well-established team based estimation technique that is now complemented by other estimation games.
• Lego® Strategic Play® is a hands-on activity for solving tough problems, team development and creating company strategy.
• The world of facilitation provides a host of engaging activities from team retrospectives to Open Space.

For more information, check out some ways I help clients with bring play to work.

Play for Learning

I have been very involved in games to assist people learning about Agile, Lean, etc. I made a helpful diagram that shows different types of games and what they can be used for. Probably the best place to go to find a game is TastyCupcakes.org – it’s a community-driven and has an ever-growing collection of games. I even volunteer my time to make it better for everyone – that’s how much I care and believe in play as a powerful dynamic.

Of course, play goes well beyond Agile through folks such as training master Thiagi and GameStorming. (Both are on my to-learn list)

Building Play Skills

What if you want to build the skills of your team or organization to harness play as part of daily work? To have play and creativity permeate everyone and everything? For this, your best bet comes from dramatic techniques such as ArtfulMaking and DramaTech. Also, strongly recommended are Improv skills. You may notice that these are not just about creativity, they are also about listening and collaboration as an added bonus.

For results, play on!

I recently realized that my use of Agile Games for learning and doing work is part of something much more profound: play. This is one way to support the creation of  high-performance teams and companies. When work is play, people are engaged and businesses get great results.

Stuart Brown shares an insightful quote:

The opposite of play is not work, it’s depression.

In the following TedX video, Stuart Brown explains the importance of play.

Key Take-Aways

• Lot’s of great science on the importance of play for learning and development.
• Play is hard-wired into our brains (stories of Polar Bear with Husky and Mother with infant)
• Use of play skills in children is critical for adult development of problem solving skills. In particular, play involving hands is key.

For more information, there is Stuart’s book Play: How it Shapes the Brain, Opens the Imagination, and Invigorates the Soul

Many thanks to Yves Hanoulle who first shared this with me.

Although Agile coaching requires many skills, we get back to basics by revisiting three fundamental coaching skills: observing, listening and questioning.

As you put these three key skills into practice, you will get feedback on your performance and have the opportunity to try out improvement ideas in a safe, open and friendly environment.

Learning Objectives

• Practice listening without judgment
• Gather information more effectively
• Ask different kinds of questions to understand the real problem
• Gain fresh insights into a problem you face at work

Recipe

• Number of participants: 6 to 20 (could go to 30 with a bit of deterioration)
• Team size: work in groups of 3.
• Duration: 90 minutes (can be made shorter or longer)
• Materials: Flip chart paper and marker for each group.
• Setup: Chairs for sitting, walls for flipchart paper.
• Credits: This game was created by Michael Sahota and Portia Tung. It can be considered a variant of The Yellow Brick Road – Agile Adoption Through Peer Coaching (see below).

Process/Mechanics

Below is the core part of the Dojo – practicing skills.

We will use flipcharts and posters to support a highly interactive workshop where most of the work will be done in small groups.

(2 min ) Introduction – session objectives, activities
(2 min) Three key coaching skills (http://www.agilitrix.com/2009/08/agile-coaching-roles-notes-from-agile-2…) – tell participants that we will only focus on these three.
(5 min) Human bubblesort: participants order themselves by listening, observing and questioning skills (low to high)
(1 min) Form Triads (groups of three) with neighbours

(9 min) Build Skills poster for listening, observing and questioning

• (5 min) Each triad creates a poster to define the three skills. (Need poster, markers)
• (4 min) Triads share posters with large group; only some groups will share, not all. We will ask if anyone has something important that was missed.

(6 min) Launch triad

• Re-iterate session goals: 1) Identify Action Points 2) Practice Skills
• Individuals brainstorm up to three problems and pick one
• Explain Roles: Client, Coach, Observer
• Explain timing and structure of the practice rounds

(27 min) First Round of Practice

• 5 mins x 3 mini rounds (everyone rotates through roles)
• 5 mins sharing within triad
• 7 mins sharing with group

(27 min) Second Round of Practice

(2 min) Wrap-up

• Action point takeaways – close eyes for one minute and think of how you will use these skills in the next week.

(6 min) Slack/Buffer – for possible late start or time overrun

Facilitator Tips

• Prepare in advance flipcharts with:
  • The 3 roles
  • Timing of each mini-round
• Bring a gong or bell to let people know when to change roles. Why? People get so far down the tunnel it is hard to get them to shift gears.
• (Optional) Prepare a handout with a summary of the three skills.
• (Optional) Prepare your own poster explaining the three skills.

Sources of Inspiration

Michael attended Rachel Davies Coaching Dojo at Agile 2010 and was curious about how to build upon its subject using aspects of the Yellow Brick Road game.

Coaching Skills Dojo can be considered a variant of The Yellow Brick Road – Agile Adoption Through Peer Coaching created by Portia Tung, Pascal Van Cauwenberghe and Duncan Pierce. The inspiration for this new game is to streamline it and create a more relaxed pace than the original Yellow Brick Road game. For example, the mini-rounds are extended by five minutes and there are only two mini-rounds rather than three in the original game. As well, we have introduced a learner-led mini-workshop at the start to remind and grow peoples understanding of the three skills.

This was submitted (but not accepted) to Agile 2011 as “Over the Rainbow: Coaching success through observing, listening and questioning” and has been subsequently renamed.

Feedback from First Run at Agile Games 2011

• “It was great to bring specific focus on the skills involved in coaching: observing, listening and questioning. It is too easy to take this for granted.” – M.C.
• “Made 2 really great contacts.” – L.L.
• Rated 9.2/10 for usefulness at work.
• As facilitator, it was very moving to see participants improve their skills in such a short time.

Have you been on a software project where each release gets harder and harder? Many projects fall into the tar pit of the Design Dead Core.

Why do nearly all software projects fail to balance short term choices with long term consequences?

Through game-play you will experience how hard it is to make effective choices. Game learnings will be tied into well-known models in and beyond software such as Technical Debt, Stephen Covey’s Production Capability, and Alistair Cockburn’s theory of competing games.

Recipe

• Game Objective: Participants experience the attraction of short-term thinking and feel the long-term consequences. The game helps executives and managers understand the importance of investment in sustainable development practices. The game is intended to help them get through a Red Pill, Blue Pill moment.
• Number of participants: 6 to 50 (Has been playtested with 40 at XP Toronto User Group Meeting).
• Team size: 3 to 5 people per team.
• Duration: 90 to 110 minutes
• Materials: Game cards (can print or write by hand), pennies (15 per team), dice (two per team)
• Setup: (optional) video projector, tables for group work, whiteboard or flipchart.
• Credits: This game was created by Alistair McKinnell and Michael Sahota.

Session Timetable

1. Intro & Motivate Game [3 min]
2. Break into teams of four or five people. [2 min]
3. Setup Game [5 min]
4. Year 1 [30+ min]
5. Year 2 [20+ min]
6. Year 3 [15 min]
7. Debrief [15 min]

There is a backdrop story that motivates the game situation and is used throughout the game to provide entertainment and inject new rules.

What’s Your Choice?

Here is a photo showing the project choices available to management teams:

Game Narrative

Year One

Resources

• Sustaining Agility Game Options – PDF to print 3″ x 5″ index cards (one set per team)
• Sustaining Agility Score Sheet – Excel spreadsheet to print (one sheet per team)

Facilitation Tips

• It is useful to create memorable even stereotyped characters to help participants connect with the storyline. e.g. CEO has a Texan drawl, CFO is from NYC, Consultant is from California.
• Write Rule fragments on flipchart or whiteboard so everyone can see the rules. I suggest skipping text and just put keywords such as “Invest –>+1D6 Production Capacity”.
• If you have not played the game before, I suggest you playtest it on your own.
• It may be helpful to write up rules on flipchart in advance and then share them when it is time.

Feedback from first run (XPToronto)

• “Fantastic, Magical” – Jorgen Baker
• “Real pressures bottled up” – Alex Aitken
• “Good fun, valuable, opportunity to learn” – Tom Huras
• “Thought-provoking, Fun, Interesting” – Nick Faulkener
• “Lively, Interactive, Team-focused” – Hedi Buchner

Feedback from second run (Agile Games 2011)

• “This game relates hugely to my current work situation where we struggle daily to do thing the right way or increase our technical debt. This game can give great insight to our companies leader to make the right decisions as much as possible.” – A.F.
• “Very interesting game. I’m going to try it myself.” – A.J.
• “Good mix of presentation and game. Provided great thoughts about career goals, revenue and investing in production capability and the future.” – J.V.
• “Great, practical game about strategy and the impact of long-term choices and short-term consequences” – T.M.

This is a guest blog post co-written with Christine Neidhardt based on a session at Play4Agile conference on coaching with photos. The session was based on an experiment with the Points of You – Coaching Game (German link) to find ways to use the photo cards with a group or team. And we did.

Here is a photo of some of the cards scattered across the floor.

The one-on-one Coaching Game

The CoachingGame is used as a creative support material for coaches and offers a variety of possibilities to work with. We started with a public one-on-one coaching session to show one practical case how to use  the CoachingGame and we were lucky that we had a person volunteering. We selected between four topics the game is offering:

• Relationships
• Winning and Loosing
• Mindfulness
• History, Present, Future

We decided for History, Present, Future. In a fishbowl arrangement, the practice client selected an important question for the session and we asked: what happened in the past, what happens now, what is the potential. The client selected three photos that represented each of the topics.

The cards do offer a photo, a word and a symbol. There is a companion book that explains each of the photos and provide stories to deepen the examination of the topic and offer additional perspectives and insights. There are five types of symbols (way, act, be, problems, opportunities) to which each of the cards belongs. Information which gives additional orientation. This together with an explanation cloth to position the cards to the questions, makes it all very comfortable to work with.

Creating Team Games

After the Coaching demo we formed two working groups to figure out how to use these cards in a group or team. This was the goal of the session and we came up with some pretty cool results in just 15 minutes.

Photo Reflection Game

One group created the photo reflection. We selected the Play4agile conference as topic and asked us, what was the past, present and what is the potential in the future. Everybody selected up to three  cards. Everybody presented his cards to the group. The foto helped to explain and gave new ideas.

Past (first column): We as Coaches who love games realized we were often hold by old habits, felt alone with our ideas and had to endure through tough times in the day to day work.

Present (second column): The conference was the place to be at least authentic and to find people with the same mindset, where there occured many oppurtunities and creativity is in full bloom.

Future (third column): Putting the new games into action was one of our goals, as well as being open to all that is possible. All could happen. Lots of people from the conference would like to see games as a usual tool being used like techniques as Scrum. Some of the people found it possible that they would find their vocation in introducing games and the results of the conference in their daily work.

If we would have had more time, we could have gone deeper, could have agreed on some cards which would be the most important or we could have made as well the second part of the shared vision game.

The Shared Vision Game

The second group used the time to focus just on the last question: the future.

1. Select the topic. In our case it was our future expectations of the conference. It could be for your team or project.
2. Have everyone pick a card that resonates with them.
3. Confirm that everyone is comfortable with the other cards. Some people did not understand the card I picked and after explaining what it meant for me, they were OK with it. I even changed the photo by covering up part to make our shared understanding of the meaning clearer.
4. Create a statement that incorporates all of the ideas.

Our Shared Vision Statement

We somewhat unexpectedly created a powerful shared vision of our expectations of the conference.

What Can We Still Learn?

You see, there are unlimited possibilites and maybe we have now lots of more ideas how to work with these visual tools.

Why does this work?

Michael, as an NLP practitioner, is a big believer in the power of the unconscious mind. And photos tap right into our unconscious minds so we get to what is really important.

In the book How Customers Think, there is a great technique where customers bring in a photo that they feel relates to the product. When they explain the relationship they give very rich information about what is important and why. It’s a great book full of research on brains and decision-making.

The game with photos works the same way. We allow people’s unconscious to get in the game by selecting a photo. This is much deeper than just visual expression or writing on a sticky note.