Business interactive games

Suitable for any grade. The game can then be played directly on the interactive display. Another famous party game and TV game show that makes a seamless transition to modern classrooms. Great way to introduce fun quizzes that help you and the kids review learned topics. Also works for any level or grade, and only requires two teams. Get the template and instructions and prepare to have a wonderful time.

And everybody also loves playing this game, which remains a popular fixture in global culture. The rules and concepts are familiar to most teachers and students from TV, and the importance of quizzes and knowledge retrieval should not be underestimated for learning purposes.

Calls for lots of cooperation and team work, plus emphasizes volunteering. Full guidelines and templates available for download. Interactive displays show their versatility in many ways, with games just one of them. Learn more about germ-resistant interactive displays that enable modern, immersive, and engaging learning- also in blended learning scenarios! Or find your local office. We use cookies and similar technologies to process personal information for the operation of our website, statistical analysis, and providing targeted advertising.

We share information about your use of the site with our advertising partners who may further share it with additional parties. I understand Cookie Setting Find More. BenQ Business US. Board Race. Hot Seat. Downloadable or Browser Games. PowerPoint- Based Games. Family Feud. Who Wants to be a Millionaire. The scenarios can be changed by Game Manager GM on the base of specific organization educational directions.

The first release of BIG was developed for an Italian university. BIG for that occasion had the goal to create a working model of the manufacturing industry sector.

Students were provided with a software having specific features that placed it in a mixed category between a game and a business simulator. Furthering its first successful experience, the BIG project evolved developing additional modules and scenarios. BIG was given the possibility to be deployed in new contexts such as managerial decision support systems, or advertising communication campaigns support tools.

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There are interesting spaces everywhere. Find some space and make it work. Decorate the venue. Appoint a team to do this - and to dismantle and tidy up too. A consistent problem affecting traditional workplace parties and social events is that people tend to drink a lot when nothing else entertains them.

People engage relatively little, with the event, and with each other. Organized activities instead get people involved and mixing and having fun together, which develops mutual understanding, builds relationships and teams, and diffuses tensions. So think of some activities on which to build your event - to give people some entertainment apart from eating and drinking. Think about activities which will be different and participative, so that people will be active and entertained, rather than sat down drinking and chatting about work and office politics, etc.

As already suggested, a really useful tone-setting idea is to have the bosses and executives take a leading role in serving and waiting on the staff. The tone of the event is important.

Staff will be positive if the tone is right. If the bosses stand aloof and refuse to help and get involved, then the tone will be unfair and wrong, and staff will not put effort and commitment into the event. If the tone is right and good and fair, then staff will respond positively. Consider that in very many organizations throughout the year, staff see senior managers and bosses enjoy longer lunch-breaks, expenses-paid-for trips and meals, big company cars, reserved car-park spaces, better salaries, bonuses and perks, and all sorts of other privileges.

So wouldn't it make a refreshing change for once if the bosses served the staff? You bet it would. A workplace social event is an opportunity for the organization to say thank you to its people. A sit down meal with drinks in a restaurant will achieve this to a degree, and of course in many cases is entirely appropriate, but for many other situations, a social event can achieve a lot more.

This is a very simple quick and fascinating exercise to illustrate how people often have different views of the same thing, which is central to understanding empathy and many related concepts. Emotions and feelings within each of us are 'triggered' in different ways. We think differently and therefore see things differently. We often do not imagine that other people may see something quite differently to how we see the 'same' thing. Management and relationships, in work and outside of work too, depend heavily on our being able to understand the other person's view, and what causes it to be different to our own.

To illustrate this, and to explore how mental associations can 'colour' US-English 'color' our worlds differently:. Note: If anyone sees all the days as the same color, or sees no colour association at all, or perhaps sees or senses a more powerful alternative association, then this is another equally worthy personal viewpoint and difference. The days of the week are a simple fixed pattern. Yet we see them in different ways. It is easy to imagine the potential for far greater differences in the way we see more complex situations - like our work, our responsibilities and our relationships, etc.

Human beings will never see things in exactly the same way - this is not the aim or work or life - instead the aim should be to understand each other's views far better, so that we can minimise conflict and maximise cooperation.

Johari Window. Transactional Analysis. The Psychological Contract. Erikson's Life Stage Theory. Generational Differences. Personality Theories and Models. The Psychological Contract is increasingly significant in organizational management and development. The Psychological Contract 'Iceberg' model diagram assists explanation and exploration of the subject. Versions of the 'Iceberg' may be mapped according to different perspectives, for example - how people see it currently; how they'd prefer it to be; from a personal, departmental or workforce standpoints.

The exercise can be used as a basis for all sorts of learning and development activities, for example relating to:. Refer to the Psychological Contract theory and within it whatever related learning concepts might be helpful to your situation.

Johari Window is particularly relevant. A simple exercise to encourage thinking about demographics , generational ideas, language, and communications. For groups of any size. Split into pairs, threes, or work teams and review as appropriate, or run the activity as a quick ice-breaker.

Acronyms are powerful in communicating a lot of information very succinctly, and also in illustrating this principle, which relates to generational issues in management and life.

What acronym can you devise or suggest one you know already that is particularly appropriate for modern times? Where groups devise their own acronyms you may optionally award a point for each letter in the acronym and bonus points for:. This is a simple and adaptable exercise which can be used to explore various themes.

You could run a version on a table-top, or use it to get people moving around quite a lot. As facilitator you need just a tape measure and a pad of small sticky notes. Here is the basis of the exercise. Adapt it and use different exercises to suit your own situations. This is an experiment to explore the brain's capability to estimate scale. Your guesses will be measured and results given. The exercises involve simple guessing, but provide a basis for understanding more about how reliably or unreliably our brains can estimate scale, etc.

Sometimes guessing and instinctive assumptions are effective; often they are not. Note: As facilitator it will take you a while to measure and note scores for lots of guesses, so think how best to do this. If using the exercise as a quick icebreaker, or if time is tight, especially if group is large, think carefully about how many measuring exercises to include. Just one is fine for an icebreaker. With big groups and treams issue people with tape measures and have them score each other.

Or see the examples for simplifying the activities below. Depending on time and how you want to use the activities, other materials and measuring devices can be used for different exercises, for example:. Adapt the exercises depending on how active and logistically involved you wish the activities to be.

Multiple Intelligences and MI test - correlations between natural strengths and task expertise. Kolb learning styles theory - different thinking styles suit different tasks. Conscious Competence learning model - how well do we know and trust our own judgment. This is a simple exercise for groups between 8 and 30 people, and involves many different learning elements: understanding strategies, teamwork, presentations, argument, debate, analysis and group decision-making.

The activity is based on the funny one-liner often attributed to comedian Stephen Wright , which is deeper than first seems:. Nominate one team to be 'early bird' and the other team to be 'second mouse' or allow the group to decide this themselves, which can be an interesting mini-exercise in its own right. Give the teams minutes, each to develop a second presentation or longer for bigger groups and more learning depth as to why their strategy 'early bird' or 'second mouse' is best for business or work or life, depending on your situation.

Encourage the teams to make use of the knowledge and abilities and views of all team members in creating their presentations. Optionally, ask the teams if in light of the presentations they would prefer to frame the question in a different way.

People might now see a more constructive approach to the question. Again this can be a useful mini-exercise in its own right. After the debate hold a 'free' vote to see what the combined group now believes about the question. Allow but do not encourage abstentions 'don't knows'. Encourage group members to vote as individuals, putting their team loyalty to one side. There are many possible learning areas to review after this exercise, depending on your situation and development purposes, for example:.

Problem-solving and decision-making. Clean Language - an interesting type of neutral enabling questioning, used in therapy. Here are some ideas and exercises to explore human physical contact and touching; the types, benefits, risks, associated feelings and reactions, in relation to self others.

Touching people is understandably a neglected aspect of relationships and communications, especially in management and education relating to sexual harassment and child protection.

Nevertheless touch is a highly significant part of body language, and crucial to human interaction. We therefore benefit by improving our understanding of touch and using it appropriately, rather than avoiding it altogether. A New York Times article by Benedict Carey reported some interesting findings on human touching:. Many and various other studies have reported the positive powers of human touch. For example see Leo Buscaglia on hugging and love.

As with physical exercise, human touch triggers the release of chemicals in the brain. These are basic primitive human responses, not easily understood, and even now only beginning to be researched and analysed in reliable scientific terms. In time we will know what it all means and how it all works. Meanwhile a little practical experimentation can be helpful and enlightening. Here are some ideas:. Love and compassion at work.

Maslow - basic needs - love, belongingness, etc. Stress management. Tuckman's theory - from a team-bonding view. The nature of anything - especially feelings, relationships and communications - changes according to situation and context. This is vitally important in understanding ourselves, others, and the way that human systems operate, in which subjective views are commonly more dominant than objective facts, figures and evidence.

Perceptions among people, especially given group effects, has a huge effect on systemic and organizational behaviour. Here is a simple and pleasing demonstration of how something can change when experienced in a new context, particularly when the warmer spring season approaches in the northern hemisphere :.

The demonstration is clearest if first people pour the drink and take a few sips indoors, and then walk outside, so as to compare the indoor and outdoor taste. Strangely the taste is quite different, sometimes remarkably different. This is probably due to the fresh air being smelled and tasted along with the drink. I am open to better explanations. The effect also works with cold drinks. And picnic lunches, if you've time. In some situations the exercise will work better by not warning people of the reason for going outside, other than to get some fresh air and a leg-stretch, both of which are good for groups anyway.

Taste is not the only characteristic altered, for example, in cold weather the drink cools far quicker. Small and insignificant though it is, the drink experience and memory is altered by the different outside environment. The indoor cup of tea or coffee is perceived to be different because of the outdoor context and situation.

The analogy can be used in many subjects which benefit from interpreting differences and implications within relative positions, for example:. Very many theories and models for learning, management, development, etc.

Understanding relativity is not merely for theoretical explanation - it's a real practical tool for interpreting and acting with more appropriate meaning - rather than a 'one size fits all' mentality - especially concerning the widely different perceptions among people in different situations. For groups of any size, subject to splitting into working teams and managing the review of the team work.

The exercise will take minutes plus whatever review your think is appropriate for your situation. Equipment: Some daily national or local newspapers.

Enough for every person to have at least sheets. You may nominate specific models, or seek examples of models from the group, then write these on pieces of paper, fold, and have people pick them 'blind'. To focus people's attention on key points in their analysis, and to ensure that reviews are kept compact and fast-moving, you can instruct people to present their interpretations in a very concise verbal summary, optionally using a flip chart or white-board, of no more than 30 seconds.

Allow discussion and debate of matters arising as appropriate, according to the needs and timings of your session. To save review time - ask people to work in pairs, or in teams - requiring each pair or team to present an interpretation of only one story, being the most powerful example that the pair or team can find in the time allowed. If the group has access to computers, internet and group display this enables the use of online news websites rather than newspapers.

The Johari Window Model is central to mutual awareness. Explore what alternative words people would use to describe each other? What words surprised us and why? What obstacles tend to exist when we don't know each other? And when other aspects of mutual awareness are not good? Why is it that lack of mutual awareness tends to cause difficulties, whereas good mutual awareness tends to produce benefits?

How does good mutual awareness in a team enable greater delegation of responsibility, and generally better and easier performance? Relate these issues to team development models, such as Tannenbaum and Schmidt and Tuckman's Forming Storming model. Discuss mutual awareness from a team leadership view, for example Adair's Action-Centred Leadership model. Many other views of personality and differences in people can be explored via Personality Models and Theory.

Where the exercise is used as more of an ice-breaker for a group which has only recently been introduced to each other, a separate learning illustration is how much or little we seek, observe and absorb about new people we meet, and whether we can be more attentive at such times, since this reflects on perceived levels of empathy, and can influence people's self-esteem and confidence, and readiness to cooperate, etc.

A quick icebreaker and kick-start activity with a helpful underlying purpose. Commitments tend to succeed where there is a plan, especially for aims which contain steps leading towards the final result. Without a plan, little can change. Work backwards, identifying the steps necessary for achieving it, back to the starting point: i.

SMART principles within task delegation - the rules apply to 'delegating' a task to yourself just as to delegating to another person. In this situation it is particularly helpful to clarify that people do not need to reveal or discuss their aims with the group unless they want to, since for some people this enables more relaxed and creative thinking. Here is a selection of quick easy fun party games, including some already on these team games webpages.

The Map Game - simple fun game for pairs or teams of threes to draw a map of the world from memory. Very funny. Who Am I? Game - simple and easy to make party game.

The Smartie Hunt Game - teams make animal noises to direct their leader to collect hidden sweets. PIT - it's easy to make your own cards for this noisy trading game. Helium Stick Game - very strange effect game - play it in teams for parties. Charades - easy, amusing, popular party game. Baking Foil Animals - quick, funny, easy - all you need is a roll of baking foil.

Key-String Game - split the group into teams of at least five people in each and arrange boy-girl-boy-girl-etc. Issue each with a heavy key or spanner similar cold metal tool, tied to about fifty feet of string. The winning team is the first to thread the string through the whole team, passing underneath each team-member's clothing from top to bottom. Orange Game - split the team into teams of at least five people in each and arrange boy-girl-boy-girl-etc.

Issue each with an orange or potato or other similar sized fruit or vegetable. The winning team is the first to pass the orange from person to person and back to the beginning by holding the orange between chin and chest no hands. Dropping the orange incurs a two-person-stage penalty move it back two people in the chain. Egg Game - for outside or indoors if you live in a mansion with a banqueting hall at least fifty feet long.

Play in pairs. Give each pair a raw egg still unbroken in its shell. Pairs face each other in two lines, five paces apart. The egg must be thrown and caught twice between each pair. Move the lines three paces further apart. Again, throw and catch twice. Etc, etc. The winners are the last with their egg intact. If you are disturbed by the wastefulness of this game don't play it. Upside-down Drinking Game - not recommended after a heavy meal or drinking session.

Can be played in teams of three - one upside-down standing on head being supported by a team-mate, being fed a half-pint of a suitable drink from a suitable receptacle.

Drinking straws are optional at the discretion of the party games organiser. The winning team is the first to consume the drink. For additional challenge make the drink a pint and require each team member to take a turn in each of the three positions - holding, feeding and drinking. Be careful when planning games to ensure that they are appropriate for your situation. I accept no liability for any untoward issues arising. The activity is a simple introduction to project planning, and helps develop awareness of structure, scheduling, etc.

For groups of any size and any age. Split the group into pairs or teams appropriate for your situation. The task is to produce a simple project plan for making a cooked breakfast.

Issue pens, rulers and paper, or arrange other presentation media as you wish. As the facilitator you may substitute or offer alternative tasks. Cooking a breakfast is merely an example; see other examples below. Introduce the group to a project management tool s as appropriate, for example a Gantt chart, critical path analysis flow chart, or a 'fishbone' diagram. Examples are on the project management page. To extend the activity you can add the requirement that teams must indicate where training or preparation needs are most likely required for any of the process elements.

Additionally you can introduce a financial element, so that plans must show a breakdown of costs, and a structure to monitor the budget for the project by each separate item. Note that this financial aspect can be a big extra challenge for some learners and is best excluded if the main development need is to learn the basic structure and process of building a project plan. Project plans can be presented, discussed and reviewed according to your own situation and timings.

See project management for lots of supporting materials. Brainstorming is a useful way to begin any planning task. Delegation is a useful reference area because in many real work-based projects involve delegating responsibilities to others, for which clarity and effectiveness of plans are vital. Other potentially useful reference materials, depending on the expertise and interests of the group are:. Balanced Scorecard.

A novel paper-cutting icebreaker exercise, played in pairs, or threes, or as a group. The activity can be used as a bigger group problem-solving and team-working task. A cutting solution and diagram are below, and also explained in smaller scale in the business card trick. Depending on your purposes, situation and group, you can change this exercise in various ways, for example:. As facilitator it is recommended you practice the suggested cutting solution so that if necessary you can demonstrate it before or afterwards, depending on your adaptation to the group.

Beware of using this activity in any situation that could cause embarrassment to overweight people or where delegates would be uncomfortable with the inter-personal proximity required. The qualification of putting the ring of paper over a given number of people is that while standing necessarily very close together they are able to pass the paper ring over their heads and down to the floor, enabling them to step over and thereby through the ring without breaking it.

Here is the cutting diagram, assuming that the sheet of paper is first folded. This is one solution to the exercise. If you know another please send it.

Here are examples of alternative solutions. Fold the sheet of paper in half, and cut it through both sides of the paper, as shown in the diagram, in the following sequence:.

Cut slits 8 are adequate - the diagram shows 12 , from the folded edge up to about cm of the open edge, each slit being about 1. Cut a slit between each of the above slits, from the open edge to about cm of the folded edge. Cutting more slits increases the size of the ring, as would using a larger sheet of paper.

Slit dimensions can be increased for larger sheets. A further adaptation of the exercise is to issue one large sheet of paper for example from a broadsheet newspaper to a group of people up to ten or even twenty people and task them to work out how to cut or tear, for added difficulty the paper into a seamless ring which will fit over the entire group. This creates lots of problem-solving activity in the planning stage, and much physicality and togetherness when the ring is being passed over the group.

Team members can also plan the step-through strategy and other logistical aspects of the exercise. You will be surprised how large a ring can be created. An A4 sheet easily makes a ring circumference of 3m.

A big newspaper sheet easily produces a ring circumference of 7m. Cutting lines are shown in red and blue. The diameter of the ring produced would increase by lengthening the parallel spiral pattern, requiring cuts closer together. I understand from another contributor thanks Brian that in s London this method was used by young lads with bus tickets, to ease the boredom of the daily school commute.. The cutting lines are shown in red.

The solution is similar to the first folded solution, but without the fold. If you have another solution please send it. Inspired by a sketch on Armstrong and Miller's TV comedy show in October , this is an amusing variation of the usual around-the-table introductions at the start of courses and other gatherings.

You have 30 seconds to think of your statements, after which according to the order decided by the facilitator each person makes their statements, pausing after each truth and lie for the group to decide which is which. While producing some amusement, the exercise can reveal surprising and impressive information about people hidden talents and claims to fame, etc. The activity can therefore be useful for team-building from a Johari awareness viewpoint, and it also stimulates creative thinking and group interaction.

The exercise also requires group analysis and decision-making in deciding which are the true statements and which are the lies. Gardner's Multiple Intelligences model is a useful reference if using the exercise to illustrate the nature of individual natural or hidden capabilities. This exercise is adapted from the Armstrong and Miller comedy sketch.

Adapt it further to suit your own purposes. According to myth, due to planetary gravitational effects or similar nonsense, it is possible to stand an egg on its end during the vernal Spring equinox, which is on or close to 21 March, when night and day are equal. In fact it is possible with a little patience and a steady hand to balance an egg on its end on a flat level surface, any time. The big end is much easier. Here's one on my kitchen table. This interesting feat of manual dexterity and myth-busting provides the basis for an enjoyable and fascinating group exercise.

The temptation to pun is almost irresistible. A raw egg is perhaps easier to balance than a hard-boiled egg because the weight sinks to the bottom and creates a sort of 'googly-man' effect. The science is not especially clear about this and if there are any professors of egg balancing out there I'd welcome your input.

You can use this activity in various ways, to demonstrate or emphasise patience, discovery, positive thinking, questioning assumptions, breaking barriers, stress avoidance; and for team contests. Incidentally you can tell the difference between a hard-boiled egg and a raw egg by spinning the egg. A raw egg spins slowly and speeds up, and continues spinning after you stop it; a hard egg spins faster and stays stopped. These differences are due to the independent motion of the liquid in the raw egg, whereas a hard egg behaves as a single mass.

An additional point of interest is that a few grains of salt enables a very quick balancing 'trick', which is of course cheating. Facilitators are recommended to practice the task before asking others to try it.

The balancing is easier on slightly textured surfaces and a lot more difficult on very smooth surfaces. Eggs with slightly pimply shells are much easier to balance than eggs with very smooth shells.

Some eggs are easier to balance than others so have a few spare for any that simply will not balance. The game can be used to make introductions a little more interesting than usual, or as a separate ice-breaker activity. Split large groups into teams small enough to review answers among themselves. A quick flexible exercise for groups of all sizes and ages. It's based on a simple drawing game we have all played as children.

Time spent by each person in turn on the drawing is limited to 5 seconds. The facilitator can shout 'change' when appropriate. No discussion is permitted during the drawing, nor any agreement before the drawing of what the team will draw.

After one minute of drawing each team must agree privately a description maximum three words of what they have drawn, and pass this to the facilitator, to be referred to later. Teams must identify their drawing with a team name. The drawings are then passed around the group for each team to guess and write on the reverse of other team's drawings what they believe the drawing is or represents. Teams are not permitted to look at the reverse of the drawings at other descriptions guessed until they have decided on a description.

Drawings are awarded two points for each exact correct description achieved, or a point for a partly correct description. Teams are awarded two points for each correct description guessed, or a point for a partly correct description guessed. If you score the exercise, ensure teams are instructed to put their team name on their drawing, and alongside their guessed descriptions on the reverse of all other drawings. Deduct ten points for teams drawing any of the following 'obvious' subjects: cat, house, car, man, woman, spacecraft, etc.

Award bonus points for teams drawing anything highly obscure and yet recognizable, especially if resulting from no prior discussion. When the facilitator calls out 'team change', one person and the drawing must move to a different team, which can be likened to certain changes that happen in real organizational work teams. It produces complete chaos of course.

You have five minutes to discover an interesting, surprising and separate connection you share with each person in your team. A different connection with each person, not a single connection that every team member shares. Try to find a connection or something in common that surprises both of you. The purpose of the exercise is to ensure that each person of the team ask some questions and gives some answers about themselves and all other team members, and so gets to know each other better.

Discussions can be in pairs or threes. The team can decide how best to enable each person to speak to every other team member in the time allowed. This requires more care in larger teams. Group review of individual connections is unnecessary although particularly interesting connections can be volunteered and highlighted as examples if people are keen to do so. More general review aspects include for example, optional depending on your own situation and wider aims for the group :.

Larger teams need more time to ensure everyone learns something new and ideally establishes an interesting connection with each other team member. Younger people might be happier with questions about less deep subjects, which is fine. Guide the group as you consider appropriate. Multiple Intelligences.

Personality types and models. Play as a team game in pairs, threes, fours or fives, which keeps everyone involved all the time, and introduces teamwork and tactics. The game is essentially team bowls played like beach bowls or green bowls using balls of newspaper. Scoring is one point for each ball closest to the 'jack' ball.

If a team gets say three or four of its balls closer than the balls of any other team then three or four points would be scored accordingly.

The potential to score high - notably for big groups split into big teams - means a winning team can emerge surprisingly late, which sustains full involvement of all players. The larger the floor area then the more energetic the game will tend to be. The game can also be played outside provided there is no strong wind.