THE CHANGEMAKER S CHALLENGE DOMAIN7 fileTHE CHANGEMAKER’S CHALLENGE DOMAIN7.COM You need two players and one facilitator for this game. The facilitator assigns each player a card

T H E C H A N G E M A K E R ’ S C H A L L E N G E D O M A I N 7 . C O M


This tiny download is an experiment in helping people within organizations find constructive new ways to make change happen.

Change has many sides: it fails, it succeeds, it transforms cultures, and it can fall flat or stall indefinitely. We’ve all found ourselves transformed deeply by change at some point—and also caught ourselves falling back on old habits.

Change isn’t a formula or a pattern or a recipe or a secret. And it is not one-sided.

Change highly depends on timing, people, systems, ideas, and completely unrelated elements like what kind of day the person who just read your email had.

To help you see and navigate the multidimensional aspects of change, we’ve created the Changemaker’s Challenge. It’s like Cranium, but for organizational change. It’s a collection of prompts and provocations we’ve turned into a little game for you, so that you can find new ways forward.

The Changemaker’s Challenge is a set of cards—or prompts—you can turn into a game to explore and experience the many aspects of change with your team. Cards fall into one of four categories (if you’re unsure which category your card belongs to, there’s a little category icon on each card):

Game

Activities to stir up insight through play (for trios: a pair and a facilitator)

Think

Ideas to reflect on for yourself personally

Talk

Conversation starters for pair or group discussion

Try

Actual activities or resources you can research and apply

Hello

What exactly is the Changemaker’s Challenge?


You need two players and one facilitator for this game.

The facilitator assigns each player a card. (Each set of cards comes with two player cards and you need both cards to play.)

The facilitator sets a time. (2-3 minutes should be fine.)

Both players follow the instructions on their card.

When time is up, the facilitator asks a few questions from the facilitator card.

For variety, switch up Player 1, Player 2 and the facilitator.

The Changemaker’s Challenge (Cards)

You don’t have to print the cards, but having printed artefacts that you can hold, pass around, compare and play with, is a lot more fun. It’s a tactile way to experience ideas of change and culture to help you get unstuck.

How do I play the game?


Zombies

Persuader/Crusader

Zombies

Persuader/Crusader

Zombies

Persuader/Crusader

P L A Y E R 1 C A R D




F A C I L I T A T O R C A R D


You are the leader.

Inspire with your passion!

You are a zombie.

You will hold your ground.

You’re the facilitator.


You must provide step-by-step instructions for how to prepare a peanut-butter-and-jelly sandwich.

Be clear, be thorough, be inspiring.

You’re looking for compliance and energy and you won’t be satisfied unless you see full buy-in and commitment!

You’re a passionate believer in your idea. It’s time to convince your partner your idea is the right way. (You can pick the topic, real or imaginary.)

You have no brains. Your partner will be giving you directions. Your job is to comply, but mindlessly, listlessly. Consider drooling. Agree, agree, agree. Nod your head and do what they tell you, as best as your detached zombie mind can handle.

Your partner is about to pitch you. After letting them talk a while, resist. Poke holes. Be the devil’s advocate. Bring the flamethrower. Be the resistance. Don’t let them win.

Give each player their cards, and start a 2-minute timer.

After, ask these questions:

• How did that feel?

• Did creativity and possibility emerge, or compliance?

• Did the compliance seem empowering?

• Is this a situation you’ve experienced in projects?

Give each player their cards, and start a 1-minute timer for them to read their cards, then a 3-minute timer for the debate. Ask afterwards:

• How did your energy feel throughout this?

• In your own world, how do you balance

…persuasion vs. listening?

...criticism vs. support?

T H E C H A N G E M A K E R ’ S C H A L L E N G E







Arm Wrestle

Persuasion

Arm Wrestle

Persuasion

Arm Wrestle

Persuasion







You are the champion.

Persuasion is good.

You’ve got no muscle.

Persuasion is bad.



Arm wrestle time! The person who wins five arm-wrestling challenges in a row is the certified genius/champion. You really need to give it your all.

A debate! You believe persuasion is a positive force. By tugging on heartstrings, by appealing to the mind, by building your case—you can move rooms and inspire companies. It’s a beautiful tool to conveniently and quickly build consensus.

Arm wrestle time! Put up a bit of a fight, but then just give in. Let the other person win—over and over again. Don’t even bother. Be a fatalist. Accept defeat.

A debate! You believe persuasion is a negative force. You end up ignoring alternate opinions. You ask people to give up their own preferences, and you end up NOT building true involvement and commitment. It makes passive participants.

Give each player their cards, then once they’re ready, begin. Referee five arm wrestle matches, and count who wins. Best of five is the certified champion!

Afterwards, ask:

• How did it feel?

• Did anything change as you saw the effort the other person was putting in?

• What energy do you tend to bring to your own battles?

• What would you do differently to account for differing resistance in your organization?

Give each player their cards, and start a 1-minute timer for them to read their cards, then a 3-minute timer for the debate. Ask afterwards:

• What do you really think of persuasion, personally?

• If you’re convinced you are right, does it mean the other person has nothing to contribute?

• How does this play out in your organization?








Immunity

Inspire Yourself

Immunity

Inspire Yourself

Immunity

Inspire Yourself


A L L - P L A Y E R C A R D





Talk Don’t Listen You’re the facilitator.You would like to tell Player 2 a story (a simple story: Goldilocks and the Three Bears). But you cannot start talking until they unplug their ears.

Are you able to articulate a vision for your idea/project? Where does it live? Is it written out? Have you shared it? How would you articulate it, display it, and post it publicly? Consider your answers on a separate piece of paper, notes doc or journal. This is your pursuit. Keep it central; don’t let it be forgotten or dismissed or diminished.

Plug your ears. Unless you are offered a high-five, do not listen to the story your partner is trying to tell you. If you are offered a high five, THEN you can listen.


After you give each player their cards, start a timer for two minutes.

Afterwards, ask:

What was that like?

• Did you figure out what you needed from each other? If so, who shared information first?

• Do some parts of the organization seem to have secret rules you don’t know about?

• How can we go about learning these preferences before trying to share our own perspectives?









I Have A Dream

Iron Will

I Have A Dream

Iron Will

I Have A Dream

Iron Will









As mayor, your overall dream is to see your city become a healthy, fit and connected community. You have a very specific idea you’re going to pitch to your partner, with a very specific ask: You want funds to build a new recreation facility in town.

Breakfast makes friends. You would like to find out what Player 2 had for breakfast. (You’re being a bit secretive about the reasons, because you want to make them breakfast tomorrow as a work surprise.)

Your elbow hurts, so you have to hold it the whole time.

You find that people who stand during meetings are extremely rude.

You’re a little touchy about the topic of email, since you find it unproductive.

You do not have funds to give. You don’t like philanthropy or civic engagement. However, you happen to be the owner of a wearable tech company that is looking for a partner to be part of a large-scale pilot for a new model of fitness trackers, which needs thousands of volunteers to receive free bands.

You would like to learn more about Player 1’s email habits, because you’re building an app they might like. So, when they email people, who they email with, is what you’d like to know.

You believe people who hold their own elbows are insulting you personally. It outrages you.

You aren’t able to sit, because you have back problems. (Also, you don’t really like talking about breakfast, because you have a highly-specific medical smoothie to help with your back pain.)

After you give each player their cards, start a timer for two minutes. Afterwards, ask:

• Were you interested in each other’s perspectives?

• Was a common ground found? Were you willing to adapt?

• In your own roles, where do you see “sticking with the dream” contrasting with “being open to new opportunities”?

Let each player read their card, and have them act it out for four minutes. Then have them switch cards—just to read it.

Afterwards, ask:

• Are you an iron-willed idealist about any particular topic?

• Do you possess a “righteous rightness” that makes you convinced all others are wrong on a topic?

• What would it take to consider another person’s perspective or point-of-view ?








Other People

Sound Round

Other People

Sound Round

Other People

Sound Round







Do you ever view “other people” as being “in the way”?

What if you began to see them as an incredible resource to harness and create massive change?

What if you believed other people had something valuable to contribute, questions to ask, and skills to offer that could help bring your vision to life beyond your own capabilities?

The facilitator will give you instructions. As for you, you are an unashamed sound-maker. You’ll never stop making sounds. You are determined to win no matter what it takes.




The facilitator will give you instructions. As for you, you really want to win, but you also really hate getting mocked and getting the answer wrong.




Give people their cards and say, “I am thinking of a sound. The first person to guess the sound I’m thinking of will be the winner. But if you guess wrong, I will make fun of you.” Then, start a time for two minutes. As the players give wrong answers, tell them when they are wrong, and sneer at them derisively. (The sound you are thinking of is “pop!”)

Ask afterward: What made it hard/easy to contribute? When did you feel safe or unsafe? In your projects, when have you been a scoffer, a contributor, or afraid?








Winning

Commit (for years)

Winning

Commit (for years)

Winning

Commit (for years)







Sometimes our reasons for pursuing an idea or project is to simply get a sense of accomplishment. Is this true for you? Instead of using work as a quest for validation, is there somewhere else you can try winning?

A big vision is rarely accomplished overnight. What would change if you started to treat this as a multi-year undertaking? Would you do it differently? Would it change who you involve, and how?












Thank the resistance

Blind spots


Blind spots


Blind spots







Are there naysayers blocking your idea? Have you tried saying thank you to them, to see what happens? Often, these folks are “immune systems” of your organization, keeping it safe from untested innovations.

You know what your passions, projects and ideas are. But what are the dreams that other people have? Are you aware of the needs, ambitions, wants, desires, projects of other people in your area? What would it take to learn what others are pushing for? Use this time to ask questions and learn about the ambitions of those in your group.












Raising your hand

Be the encourager

Raising your hand

Be the encourager

Raising your hand

Be the encourager







What would it take to ask people specifically to come alongside you and help build towards your vision together? Who would you ask? What would help look like?

Our workplaces often don’t make enough space for people telling other people they are doing a great job. This attitude shift alone can help you connect with others in a manner that inspires them to support you, and it helps you learn how you can support others. Who can you encourage today? Note their names, and actually follow up with them with an encouraging note, email or chat.












What about workshops?

Let it go (for a while)











How well-adopted are workshops in your workplace? Do people often come together for co-creation sessions and active facilitation? What tools and methods are you familiar with? Who has read books on the topic? Who in your group is a savvy facilitator, and who would like to learn more? What are your favourite tools and methods?

Sometimes, when we’re committed to an idea, it can be all-consuming. What would it look like to experiment with giving up on your idea, at least temporarily? Put it in a proverbial drawer and let it sit. If it’s worth pursuing, you won’t be able to get it off your mind. And in the meantime, the idea can mature. Consider what “letting go” might look like for you, and make a note of it.












Design Thinking

Systems Thinking

Design Thinking

Systems Thinking

Design Thinking

Systems Thinking







Design thinking is a proven method of problem-solving and innovation, that has a bias towards empathy and involvement. If you’re not familiar with it, there are some amazing tools available here: domain7.com/designthinking

Sometimes we think it’s all personal, when in fact, it may be the system we’re in. Gaining an awareness of the systemic factors of our environment can go a long way in bringing healthier attitudes towards change. One great starter book for systems thinking is called “Seeing Systems” by Barry Oshry.












Six Thinking Hats

Encouragement vs. change

Six Thinking Hats


Six Thinking Hats








Edward de Bono’s “Six Thinking Hats” is a powerful framework for helping move your own mind (and those of others) through six specific types of information processing: facts, emotions, creative possibilities, dangers, positives, and the general flow of thought overall. If you haven’t read the book, it’s worth checking out.

So many manifestos and movements aspire to “change the world.” But what if change wasn’t the point? What if what already exists simply needs to be affirmed or encouraged? Not to be complacent or apathetic, or to let injustice linger, but to see the potential in something or somebody. You already have everything you need. You are good enough. You have what it takes. That’s not “change.” That’s honouring. And it’s hard work. We don’t always have to “change” the world.












Undent the universe Undent the universe Undent the universe

A L L - P L A Y E R C A R D A L L - P L A Y E R C A R D A L L - P L A Y E R C A R D

What if we were to aspire not to leave a “dent” in the universe, but a perpetual voice? What, or who, will speak of our contribution, not as a destructive force, but a constructive, positive one? What is the legacy we aspire to leave? Spend some time considering the impact you want to be known for, taking private notes, beyond your specific project vision.



T H E C H A N G E M A K E R ’ S C H A L L E N G E T H E C H A N G E M A K E R ’ S C H A L L E N G E T H E C H A N G E M A K E R ’ S C H A L L E N G E

Please let us know how The Changemaker’s Challenge is working for you. If you notice any mistakes or have ideas for improvement, please email [email protected]. If anything here is particularly impactful, please tell us, too! We’d love to hear stories of where these ideas are being adopted and used, and what came out of it.

We’re seeking input for change, too.

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Documents

THE CHANGEMAKER S CHALLENGE DOMAIN7 fileTHE CHANGEMAKER’S CHALLENGE DOMAIN7.COM You need two players and one facilitator for this game. The facilitator assigns each player a card