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Force Fit Game, Third variant of Brainwriting

Description

Force Game Fit is a technique designed by Helmut Schlicksupp and that is very linked to Brainwriting Game, since it is based on similar principles, namely that an element of competition can benefit the creative process, contrary to what is usually said about it.
The author recommends the technique of using the Force at the beginning Fit Game or at the end of a day's training or a session of creativity techniques, as it is useful as a warm up before tackling the other techniques, or as a final test, when the day comes to a close, participants are tired and is useful to make something particularly compelling.


The steps

1. The moderator comprises two groups of 2-10 people each, first to define and analyze the problem to be addressed, to ensure that there is a starting point and a shared understanding between all participants. In addition, you define a maximum time for the performance of the technique and what the two groups will have to get ideas.
2. The group proposes an idea, the more unusual and far from the problem. This is because the competition in this technique is based precisely on the fact that a group gives you an idea very difficult to put into practice the other's task is to find concrete measures to achieve it.
3. In the next step, in fact, group 2 will have to devise a plausible and practical solution, based on the idea of \u200b\u200bgroup 1. So if the solution will be found to be viable, a second group will earn a point, otherwise, the victory will go to group 1.
4. Meanwhile, the manager marks all the ideas and solutions on a whiteboard on your computer, so that siano consultabili e utili in qualsiasi momento della sessione. Un altro compito importante del moderatore e quello di evitare che il clima diventi eccessivamente competitivo, guastando l’atmosfera e le potenzialità creative del gruppo.
5. Al termine del tempo stabilito, le idee vengono valutate e combinate per individuare la soluzione più efficace e praticabile.

Helmut Schlicksupp, “Kreativ Workshop”, Hardcover, 1993
Helmut Schlicksupp, “Innovation, Kreativität und Ideenfindung”, Hardcover, 1999

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Game, another variant of the Crawford Slip Brainwriting


Descrizione
Questa metodologia di Brainwriting è particolarmente interessante perché si basa su un criterio che nella maggior parte dei casi è assolutamente “vietato” nelle sessioni con tecniche di creatività e cioè la competizione. Come se non bastasse, tale competizione si svolge per premiare l’idea più improbabile da realizzare, quella meno concreta, al contrario di come si farebbe normalmente.
I partecipanti sono divisi in gruppi e cercano di “vendere” le proprie idee per convincere gli altri ad adottarle e addirittura vincere una posta monetaria che viene messa in gioco, come per la tombola. Ogni foglietto sul quale viene scritta l’idea, infatti, ha un piccolo costo e per potere esprimere le proprie proposte, i gruppi acquistano i foglietti, fino ad un ceiling set at the beginning.
In this case, it is the drive to win that makes the creative effort necessary, but it is essential that the atmosphere remains calm and that the participants, although motivated to do better than others, does not exceed a rival as the best climate for a session, however, is characterized by Brainwriting cooperation and teamwork.


Objectives - To stimulate a competition among the participants to determine who is more creative
- celebrate and reward the most unusual and original idea
- to foreground the creative drive, removing any reflection on the feasibility of the project

The steps
The first step is to define the problem in groups and state the main rule of Brainwriting Game: The winner is the one who finds the most unlikely to be implemented. The moderator
sells each group a specific number of sheets at a price equal to all. The sheets are numbered and each group to write the first note of the idea.
In about 15 minutes the participants are the most impractical ideas, unusual, abstract, with the aim of designing something that is almost impossible.
After completing the package all the groups position them on the table.
Participants will have approximately 15 minutes to read all the ideas of others and find ways to implement them, in this way will make it more difficult than the other groups' ideas may be rewarded, since the less feasible the more recognition they get, after doing this, everyone can give two votes to reward ideas remain the most unlikely, despite all attempts to make them feasible.
ideas with the most votes are awarded in the mail table, obtained with the initial sale of the package.
The technique is not yet complete, because the ideas written on slips of paper are still in use by the participants, which are divided into two groups and each is given half of the package and the task of finding six possible solutions based on the ideas available.
Each group tries to sell their solutions and the other group come together to identify a common strategy and shared to achieve the goal and solve the problem.

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Description
Brainwriting This technique was developed by Crawford in the 20's to find and develop ideas in large groups, even its creator put it into practice with 5000 people! The author, however, recommend using this technique for groups from 50 to 200 people and this requires a very wide and comfortable seat.
Crawford Slip Writing is one of the basic techniques of Brainwriting, one of the first and best-known and used. Need to find a large number of ideas in very large groups and to give a sense of full involvement in all participants at the meeting.



The steps
Each participant is provided with a notepad about 25 sheets prepared in advance by the moderator with symbols, designs or phrases that serve as inspiration for finding new ideas.
The moderator in front of the group defines the problem to be solved in the session.
All participants write an idea on every package, working alone or in small teams of up to three people for about 10 minutes. At the end of
technique is important to provide immediate feedback to participants, and to do that is useful to gather ideas in various categories to give an idea of \u200b\u200bthe solutions and make them immediately available. At this point you can make an analysis of ideas, turning them into practical and feasible proposals.

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Negative Imaginary Brainstorming Brainstorming


The Negative Brainstorming is a special version of the brainstorming that takes into account the possible negative effects and implications of an idea, a project and was developed in 1985 by Isaksen and Treffinger.
is held as a classic brainstorming with the difference that the process of production of ideas revolves around the questions: "What could possibly go wrong?", "what problems might arise?" or "how could we not solve the problem?".
is very useful when analyzing a very complex problem, there is a new idea, without sufficient time to test it, when you have little room for error and you want to be prepared for possible complications.
Highlighting the negative aspects before adopting an idea that helps to avoid nasty surprises, or at least be ready to deal not only physically but also emotionally. This technique helps those involved in the project to be prepared for possible failures and what to do about it.
This type of reflection is important, especially when you have the opportunity to try before finally adopting the solution and reduces the chances of being caught out.
At the end of the session, may be useful to predict a time when confidence and motivation to give back to the group, as individual participants, exploring mainly the negative implications of the problem, may have acquired a sense of insecurity and therefore decrease their commitment and instinctively confidence in the group.


Objectives - Prepare mentally group the difficulties that might face;
- to identify in advance the resources needed to risolvere i possibili problemi futuri;
- conoscere in anticipo una parte dei problemi che si dovranno affrontare, nei casi in cui non si disponga di tempo sufficiente per introdurre gradualmente un’innovazione;
- ridurre i margini di errore e di indeterminatezza attorno ad una questione particolarmente importante;
- rompere i normali schemi di riflessione con una domanda inconsueta.


I passi da seguire
- Realizzare una sessione di brainstorming classico, capovolgendo però la normale riflessione per concentrarsi sulle implicazioni negative o sulla domanda “cosa potremmo fare per evitare di risolvere il problema?”;
- raccogliere le idee in categorie collegate tra loro, or because they express similar solutions are based on the same principles, etc., in order to create homogeneous groups of ideas with each other and give a title that exemplifies and summarizes
- use all the ideas and information gathered in groups to prepare possible measures and alternative the resources necessary to remedy the problems that may arise.