isivivane game

8/9/2019 Isivivane Game

1/22

The

Game of Knowledge,

Transformation and

Co-operation

www.isivivane.com


2/22

Page 2 www.isivivane.com

Harness individual and group energy to manifest a shared dream

The Isivivane Game of Knowledge, Transformation and Co-operation gets diverse people to focus their energies

on manifesting a collective vision. It helps participants think, talk and act in ways that generate desired outcomes.

In corporations, government and NGOs, the Isivivane Game provides a framework for strategic planning, change

management, KM, team building, conflict management, innovation, product development and the design of sus-tainable systems and cultures.

Isivivane works well with a variety of audiences, from children to world leaders.


3/22

1. Assemble the disks

Print out pages 4 to 21 of this book on A3 paper, choosing

220gm recycled card or plastic for durability. The disks are

approximately the size of dinner plates.

Cut the disks out so that they are circular and stick the two sides

of each direction together.. The front of the disk gives clues

about the active qualitites of the direction, while the back sup-

plies questions to be explored.

You will now have ten disks; the central disk, t he facilitators disk

and 8 directional disks, that can be laid out on a table or flooraccording to the points of the compass.

2. Players

The game can be played by one person, a couple, or an entire

team. Play as a boardroom or after-dinner conversation guide or

to stimulate participation at conferences.

Playing the Isivivane Game has the effect of suspending normal

reality. This allows players to reflect on key questions using a

broader perspective than their position in the organisation

normally gives them.

3. Facilitator

The facilitators task is to guide the process, allowing players to

generate and record ideas in a safe space.

Focus must always return to the central idea defined by the

players, to prevent going off on tangents. It is important that

everyone provides answers to the questions on the back of the

disks and that these answers are recorded. When all information

has been gathered, it is read out to participants who may then

vote on key issues.

The facilitator compiles the results into a feedback documentthat players can refer to as a reminder of the event and agreed

actions going forward.

To be read out by facilitator

These are the rules of the game:

Everyone agrees to provide input

We all agree that this is a safe space and that

we are all free to voice our deeply-held opin-

ions without fear of witch-hunts or repercus-

sions afterwards

Lively discussion is encouraged

When everyone agrees that they have provid-

ed input, then all input is read out to the col-lective

Voting by show of hands is encouraged

We commit that feedback will be written

down and circulated to all participants with-

in 24 hours of the session

Process

1. Discuss the central theme. This could take a

long time, in which case it is advisable to set

aside two sessions; the first to decide the cen-

tral theme and a second session to provideinput on the questions on the other 8 disks.

2. With a small group of people (less than 15),

participants engage with each disks questions

until everyone has supplied input. If there are

more than 15 people, you need to assign each

card to a scribe, who becomes responsible for

recording input from all participants. (Scribes

can become normal participants and normal

participants can become scribes.)

3. When everybody is happy that they have pro-

vided input to all the questions, presenters

read the responses back to all participants,

voting and updating where necessary.4. Once there is agreement, summarise under-

standings reached and close the session.

5. To close the session, the facilitator asks each

participant to summarise what they have

learned and what they now commit to as a

result of the process. This is recorded by a

scribe and will form part of the final feedback.

6. The facilitator commits to provide feedback to

participants within 24 hours of the session.

This keeps the initiative moving and refreshes

memory of the important agreements reached.

7. Refer to the plan and agreements going forwardon an on-going basis to keep the process going.

Find ways of reflecting the agreements reached

using innovative media.

RolesParticipants (players) are there to provide honest

responses to the questions and play the game.

The facilitatorholds the safe-space, reads the

instructions and ensures everybody gets their say.

The facilitator records votes and decisions made

and is responsible for providing feedback to all

participants following the event.

The scribe records participants answers to thequestions. The scribe can change roles and be-

come a participant in order to contribute to the

questioning process.

The presenterreads the collective input for each

disk to all participants. Should there be disagree-

ment, decisions can be taken via a show of hands,

recorded by the facilitator. Usually the presenter

is someone who is a scribe who volunteers to

present for a specific disk. It could also be some-

one who is spontaneously chosen by the group.

For example, the facilitator may ask the group:

Who will present the answers for the North-East?

Instructions for playing The Isivivane Game


Ideas

Use the Isivivane Game toexamine an issue

from different points of view, or toensure all abilities are functioning really well.

You can also use t he Game forstrategic planning to work out your best options.

For change management applications, ask participants to

describe (a) the game that has been played up till now, and (b)the game we want to play in the future. The difference between

the two games represents the changes that need to be made.

Take photos during the session and feed back to the group as acollage it creates a wonderful memory of the event.

Hand the disks around so that everybody can becomefamiliar with the different directions and questions.

Encourage discussion.

Encourage fun.


4/22Page 4 www.isivivane.com



THE CENTRE

Naming the Game

What is the name of the game we want to play?

What is this game designed to achieve?

What tells us were playing the game really well?

Why is this game worth playing?


7/22


EAST: GOALS

Every game has a goal, even if the goal is to simply continue playing. While soccer, rugby and cricket matches

come to an end with winners and losers, the game itself continues; season after season. Goals of deliberately

created games might include long-term success, sustainability, profitability, happiness, positive impact and having

rewarding interpersonal relationships.

QUESTIONS:

What are the goals of the game?

How do we ensure that they work in harmony with each other?

How do we achieve agreement, clarity and shared understanding about the goals?


8/22



9/22


SOUTH-EAST: LANGUAGE AND STORIESEach game has its own unique language which allows participants to share common experience. The stories

we tell and the way we tell them inspire and create a collective vision of the intended future. We talk the future

into becoming. Language can also create a barrier to entry.

QUESTIONS:

What stories and words will get this system working really well?

Which words and stories do not have a place in this game?


10/22



11/22


SOUTH: RESOURCES

Resources can mean anything from money and equipment to the talents and abilities of participants, financial

support, emotional support, specialised know-how and intellectual property, process knowledge, networks, ac-

cess to information, support systems, people you know and well-designed visions and goals.

QUESTION:

What resources do we need to make the game work really well?


12/22



13/22


SOUTH-WEST: STYLE

Style is the unique way in which we play the game. Style embodies difference in behaviours, thoughts, stories,

dress, artefacts, symbols and words. We bring our unique personal style to each game we play. The game itself

has a unique style. Designing style is a creative process that is developed over time and is strongly influenced byrole models, self-perception and feedback and reflection.

QUESTIONS:

What is unique about our style of playing the game?

From where do we get feedback about our style?

How does our style of game play help us to achieve the desired results?

How does our style differentiate our game from other games?


14/22



15/22


WEST: VALUES

Values are standards or qualities considered worthwhile or desireable. They are abstract ideas about what an

organisation, society or community believes to be good, right and desireable. Values reflect our most deeply

held beliefs, demonstrated through day-to-day behaviours and are the fundamental principles that guide com-

munity-driven processes. Values provide a basis for action and communicate expectations for participation and

how the organisation expects everyone to behave. Values should endure over the long-term and provide a con-stant source of strength and inspiration for the individual or organisation that holds them.

QUESTIONS:

What values do we need to play this game really well?

How can these values be reinforced and expressed in both word and deed?

What behaviours and attitudes need to be transformed?

What needs to change and what do we want to have instead?


16/22



17/22


NORTH-WEST: RULES

In order to play a game well, we need to be clear about what the rules and patterns of success are; both

written and unwritten. Rules stipulate what can and cannot be done and not playing by the rules means

penalty or even exclusion from the game.

QUESTIONS:

What are the key rules of this game?

Which rules could stimulate innovation and creativity?

How can everyone be clear about the rules of the game?


18/22



19/22


NORTH: ROLESSome organisational theories suggest that organisational job and role titles are similar in many ways to the

roles performed by actors on the stage or in soap operas. The difference is that we interpret, direct, script and

perform the roles ourselves.

QUESTIONS:

What roles do we need to play this game really well?

How do the role-players work together to achieve the desired results?


20/22



21/22


NORTH-EAST: RITUALSA ritual refers to speech, action, singing and other performances which contain symbolic meaning. Rituals

provide a way for participants to step out of the game temporarily, let off steam, then rejoin the game with

renewed energy and fresh perspective.

QUESTIONS:

What rituals do we need to make this game work really well and when do they happen?

What rituals would inspire us and generate enthusiasm and commitment to the game?


22/22

Place Your Stone Upon the Pile

www.isivivane.com

isivivane game

Documents