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SHIP’S OPERATING MANUAL(BASIC INSTRUCTION BOOK)

SO WHAT’S THIS ALL ABOUT?

The aim of Iceberg! is to stress-test an organization’s Core Values (or

other guiding criteria), by using them to solve a series of problems in a

team setting.

Since Core Values underpin any culture, it’s essential employees and

leaders alike understand them in a similar way, and live them with

energy and passion. Unfortunately, that’s usually not how it works,

however. The norm is for employees to have a partial recollection of

the words, but no emotional connection to the meanings. The result

is insufficient awareness of how their behaviors and daily decisions

measure up or even whether they’re what the Core Values actually

demand.

Iceberg! tackles that dilemma by isolating Core Values from their

normal work context with its stifling organizational noise, and present-

ing them for examination in a less inhibited environment where they

can be more purely interpreted.

The environment we have chosen is the RMS Titanic, with players

working as teams, each with the full responsibilities of the senior mem-

bers of crew.

WHY THE TITANIC?

The tragedy of the RMS Titanic, the biggest, most luxurious ship ever

made at the time it set sail, is one that has been recorded by history in

abundant books, films and documentaries.

Engineered to be almost unsinkable because of an advanced series

of watertight doors and bulkheads, it captured the admiration of the

whole world ... and very shortly thereafter, broke its heart.

The Titanic of course never made it across the Atlantic Ocean on

that first journey, but instead collided with an iceberg 1,000km from

land and sank in less than three hours, with a huge loss of life. It re-

mains one of the worst maritime disasters of all time.

Perhaps because of that, much has been said about the shortcuts, the

risky decisions and the abundant confidence of those who built it, and

of the officers on whose watch the disaster happened.

It may come as a surprise then, to discover many of the actions taken

and decisions made by the crew at large and by the officers in particu-

lar,, were common practice for the day not just aboard the Titanic, but

on many other ships too.

For example, while the Titanic famously had too few lifeboats, so did

most of the large ships sailing between Europe and North America at

the time. Ships routinely dodged ice in North Atlantic waters during

iceberg season, and normal safety protocols were frequently over-

looked by crews who took comfort in the strength of their ships and

their own abilities to operate them.

The difference wasn’t that the Titanic’s officers were reckless, but

that they got caught. On another day at a different time, it could have

been any of dozens of other ships, and the lack of lifeboats, inexperi-

ence with evacuation routines and audacious operating protocol would

have had the same outcome. Maybe we’d still know the tragedy in

many of the same details, but with a completely different name.

1

The failure in the end was not that of one specific crew, but of hu-

man nature. We make mistakes despite our capabilities and our best

intentions.

THE POWER OF CORE VALUES

Because your organization is a human one, you may from time-to-time

face your own Titanic-style scenarios. Of course, the danger for you

isn’t that you may hit an iceberg, but that familiarity, comfort and con-

fidence may occasionally take the place of discipline and sanity checks.

In one sense, that’s the very reason your organization has Core Val-

ues in the first place. If all members of your ‘crew’ understand, em-

brace, and subscribe to these, then you have a powerful set of checks

and balances to help you avoid bad decisions and inconsistent actions.

If the Titanic’s crew had only been more vigilant about doing that one

thing, they may have avoided their tragedy entirely.

It is for that reason this team game and learning system was devel-

oped. And it is that which you will set out to discover as you resolve a

series of dilemmas on your own journey across the Atlantic.

Welcome aboard!

2

HOW TO USE THE ICEBERG GAME AND LEARNING SYSTEM

(A) AS A TEAM GAMEThis section is aimed at FACLITATORS or whoever else will be respon-

sible for facilitating a team game session.

(1) How to set up

(a) Teams

Iceberg! is designed to be played by teams, so you will need at least

one team of two people. The real power of the process is revealed how-

ever when multiple teams pit their wits, their intelligence, their ideas

and their understanding of the Core Values against one another, so it

pays to organize for that.

The limits in terms of the number of teams and the number of people

on each team are matters of practicality, since the more teams you

have, the longer the feedback rounds take (see (2) How to play). Add-

ed to that, the number of people on each team will impact whether all

the voices and their ideas get heard.

In an ideal situation, for a game of 120 minutes, you should have

around 40 people divided into five teams of between five and eight

people, and play four to five of the cards in the Iceberg! Scenario Deck

(see (3) How to use the tools)

(b) Playing environment

Arrange your players into teams, and enable them to work separately

from each other, such as at their own table. Create enough separation

between the tables, that teams are able to develop their own original

ideas without overly influencing one another, where it is possible (this

is desired, but not absolutely essential).

Select a visible wall or other vertical surface to place your Iceberg!

Tracking Tool so that participants can see it throughout the game.

(c) Materials

Each team will require the following (see (3) How to use the tools):

(i) A copy of your Core Values or whichever other guiding criteria

you have chosen to work with. Each Iceberg! Scenario Deck comes

with eight blank Core Values cards for you to customize your deck.

(ii) At least one deck of Iceberg! Scenario Cards.

(iii) One Iceberg! Response Sheet per round (download and print

these A4 full color documents from https://happysandpit.com/ice-

berg-downloads/).

(iv) Something to write with.

The facilitator will require the following (see (3) How to use the

tools):

(i) One deck of Iceberg! Scenario Cards.

3

(ii) A copy of the Iceberg! Tracking Tool (download and

have your local print shop print one of these A1 full color

documents from https://happysandpit.com/iceberg-down-

loads/).

(iii) Colored pens or stickers in red, yellow and green.

(iv) Something to keep time with such as a stopwatch

(your phone almost certainly has one of these).

(2) How to play

(a) Starting the game

(i) Ask teams to select a team name and appoint a ‘Cap-

tain’ who will be the spokesperson.

(ii) Give the teams the following context for the game and the in-

tention behind it. What are we playing and why?

You are the senior members of crew aboard the famous ocean

liner, the Titanic, with total responsibility for decision-making.

During the course of this game, you will be given a range of scenar-

ios to resolve, by making a clear and unambiguous decision. How-

ever, your decisions MUST be made by consulting the Core Values

(or other guiding criteria) for guidance.

You will be asked at the end of each round to present your deci-

sion, and to justify it by explaining how you were instructed, or at

least informed by the Core Values.

Dilemmas can only be resolved by applying the Core Values. The

intention is to see whether you understand the spirit and meaning

of our Core Values and whether you are collectively able to form

an agreed response including a mini-action plan for resolving each

dilemma by interrogating the Core Values.

(iii) Ask for questions and make sure all teams are clear about

how to play Iceberg!

(iv) Start your first round.

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About a quarter of the crew survived

the sinking, and now you have to decide what to do with them. Are they heroes or are they villains? Do

they have exceptional experience or

are they pariahs? Do they carry the

mantle of guilt or are they blameless

victims? Can you find new positions

for them or is it best to let them go,

in whatever form that takes? This

is an unusually high-profile group of

people, so you’ll need to be sure your

reaction is the right one.What do your Core Values tell you is the appropriate decision to make?You have 10 Minutes

E DECK 06/

You realize there’s no way to save the ship, so you give the dreaded order to get the passengers into the lifeboats. There isn’t an ideal way to approach this, because no matter what you do, you’ll lose something. If you move quickly, you run the risk of panic and injury or worse. If you do it in a more orderly manner, you risk running out of time. Since you can’t be everything to everyone, this sort of decision is what the Core Values where chosen for.

How do your Core Values guide you in making the right decision here?

You have 10 Minutes

D DECK 03/

It’s advisable to have a lifeboat drill early in a voyage, so passengers and crew alike know what to do if they ever have to abandon ship. It is a realinconvenience however and can even be scary to the passengers who just want to enjoy the voyage. You ignorethe ‘practically unsinkable,’ handleattached to the ship, and weigh up the options of only training the crew;involving the passengers too; or even just skipping it this time around. Youturn to the Core Values for guidance.

How do your Core Values guide you in making the right decision here?

You have 10 Minutes

C DECK 01/

Your goal is to get your ship and herpassengers and crew to New York safely. Many of the specific details about how to achieve that are yours to decide upon however. As you set your strategy, you put three choiceson the table for debate: safety or speed; understated calm or blistering glory; strict compliance or agility. While these aren’t all either/or, yourchoices will greatly influence your overall plan and you decide to start by first looking to the Core Values.Which of these preferences are

reflected in your Core Values? You have 10 Minutes

B DECK 07/

The most obvious places to look for

skilled and talented crew members

are the other ships in the company’s

fleet. If you offer their best people a

chance to serve on this brand new

ship, you know many of them will

jump at it, but you also know that

could be extremely disruptive to

others. In order to strike the balance

between meeting your needs in the

best way for you, while being mindful

of the overall good of the company,

you turn to your Core Values.

How do the Core Values guide you in resolving this dilemma?

You have 10 Minutes

A DECK 04/

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ALL ABOUT THE PEOPLE

4

(b) Playing the game

This is a game played in rounds, where each round is conducted ac-

cording to the following format:

(i) Pick a scenario card (likely selected in advance of the game)

and present that scenario to the teams, by reading it out loud, and

directing them to the same card in their own deck. All teams work

with the same scenario in each round.

(ii) Teams then have TEN MINUTES* to:

(ii)(a) Debate and discuss their response to the scenario,

according to the Core Values or other guiding criteria being

played.

(ii)(b) Complete the Iceberg! Response Sheet.

*It is up to you to allow more or less time per round.

(iii) Following that, team captains feedback to you and the other

teams, their team’s findings and decisions as recorded on their

Iceberg! Response Sheet for that round. Normally, this takes from

2 - 5 minutes depending on how much the team has to say.

(iv) At the end of each team’s feedback, update the Iceberg!

Tracking Tool to create a living dashboard as the game evolves.

(v) Close off the round and introduce the next round.

Each round should take around 25 - 30 minutes from beginning to

end, with four or five teams of five to eight members each.

(3) How to use the tools

(a) The Iceberg! Scenario Card Deck (For Everyone)

These come in a deck of 40 scenarios with an additional eight blank

Core Values cards for you to use if you so choose. They are used respec-

tively as follows:

(i) Each scenario card contains a problem that must be solved.

Cards are divided into the following five categories, each with

eight individual scenarios:

• All about the People

• Planning & Strategy

• The Voyage

• The Disaster

• The Aftermath

Select one scenario card per round, to be played by all the teams

simultaneously, in order to create comparable responses. Read the

scenario out loud and then leave it to the teams to refer to their

own Iceberg! Scenario Card Deck to make sure they understand

the scenario fully.

Cards can be played in any combination and should be selected

according to your desired outcome (i.e. you may want to examine

aspects of one or other Core Value specifically or perhaps to ex-

plore specific broad themes such as Planning & Strategy).

5

However, they must played in ascending order (A-01, B-02, B-07,

E-03 as opposed to B-07, A-01, E-03, B-02) to preserve the logical

story arc (it will make no sense to play a scenario from The After-

math, followed by one from The Disaster, for example).

(ii) The Core Values cards are optional items but provided so you

may customize and complete each Iceberg! Scenario Card Deck

for your organization.

Teams must have a copy of the Core Values (or other guiding

criteria), as these form the basis for all decision-making. Without

these to guide, inform and instruct teams’ decisions, they won’t

have a shared frame of reference for decision-making, which is

precisely the challenge Iceberg! has been built to solve.

(b) The Iceberg! Response Sheets (For the Teams)

These are essential for guiding the teams’ discussions, for enabling

them to structure their thinking and to give you comparable data

at the end, in order to compile a detailed report on the outcomes of

the session.

Teams will complete the Iceberg! Response Sheets in the follow-

ing way:

YOUR TEAM NAME: Ask them to come up with a name so that you

are able to track their progress throughout the game on the Iceberg!

Tracking Tool.

NUMBER OF PLAYERS: Helpful for comparison at the end of the game,

when determining which teams came up with the most clever, complex

or perhaps diluted responses.

DECK / CARD #: The scenario card being played in this round.

(1) OUR CORE VALUES TELL US TO DO THIS: Ask teams to describe

how they would resolve the scenario being played, by acting strictly in

accordance with their interpretation or understanding of the spirit and

meaning of the organization’s Core Values.

(2) VALUE RANKING: Once they have completed (1), teams must rank

the Core Values in order of their importance in resolving the specific

scenario being played. (This is designed to promote critical thinking

about the relative importance of each Core Value in the face of different

criteria).

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VALUE #6

VALUE #5

VALUE #4

VALUE #3

VALUE #2

VALUE #1

(2) VALUE RANKING

Use the boxes below to list

your organizational Core

Values in order of their

importance and influence

in helping you to resolve

the scenario being played

in this round.

No. OF PLAYERS

(5) A DEEPER LOOK

Were you influenced by any

other thoughts or beliefs,

perhaps not covered by the

Core Values as you came up

with your solution?

YOUR TEAM NAME

(3) REALITY CHECK #1

Is this what the organization

would actually do in real life? Y / N(4) REALITY CHECK #2

If you answered (N) to the question above, what do you

think the organization would actually do?

(1) OUR CORE VALUES TELL US TO DO THIS

If you act strictly in accordance with the spirit and

meaning of your organization’s Core Values, you would

have to resolve this scenario by making the following

decision(s) and taking the following action(s):

(7) SHIP’S LOG #2

Did your team agree how to

interpret your Core Values?

Yes 1 2 3 4 5 6 7 8 9 10 No

(8) SHIP’S LOG #3

Were the Core Values helpful

in guiding you to a solution?

Yes 1 2 3 4 5 6 7 8 9 10 No

(6) SHIP’S LOG #1

How easy or how hard was

it to solve this scenario?

Easy 1 2 3 4 5 6 7 8 9 10 Hard

DECK#/

.... . -.-- -.-.-- / -.. --- -. .----. - / .-- .- ... - . / - .. -- . / -.. . -.-. --- -.. .. -

. --. / - .... .. ... .-.-.- / .--. .- -.-- / .- - - . -. - .. --- -. / - --- / - .... . / --.

.- -- . -.-.--

6

(3) REALITY CHECK #1: It’s all well and good to find a solu-

tion that reflects the Core Values, but it’s another to live it

daily. Here, teams should reflect on whether the interpre-

tation of the Core Values they believe to be correct is the

one that is typically evident in the normal pattern of deci-

sion-making in the organization.

(4) REALITY CHECK #2: If the answer to (3) is ‘N’, teams

should share what they think the organiza-

tion would actually do. This is to promote

debate about whether the Core Values are

in error, whether organizational behavior

is in error, or whether there is simply some

realignment required.

(5) A DEEPER LOOK: This is intended to get

teams to think deeply about whether there

are more influential guiding principles at

play in the organization, such as a shadow

set of beliefs, behaviors, or perhaps regu-

lar messaging that conflicts with the Core

Values but may be influential in guiding

decisions.

(6) SHIP’S LOG #1: Teams should reflect

on whether they found it easy to answer the scenario or whether they

were hard-pressed to think of a solution.

(7) SHIP’S LOG #2: Teams should reflect on whether they were on the

same page in terms of their thinking and whether they shared a simi

lar or hopefully a very similar approach to

resolving it once they had been informed by

the Core Values.

(8) SHIP’S LOG #3: Teams should reflect on whether the

Core Values were helpful in developing a solution or wheth-

er they felt the Core Values offered insufficient insight.

(c) The Iceberg! Tracking Tool (For the Facilitator)

This is essential in helping you to create a living dashboard of your

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SESSION FACILITATED BY

DATE & TIME

LOCATION

Copyright © 2017 - 2020 Happy Sandpit. All rights reserved.

EASY 1 2 3 4 5 6 7 8 9 10 HARD

YES 1 2 3 4 5 6 7 8 9 10 NO

YES 1 2 3 4 5 6 7 8 9 10 NO

FACILITATOR COLOR GUIDE TO QUESTIONS (6), (7) + (8)

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DATE & TIME

LOCATION


EASY 1 2 3 4 5 6 7 8 9 10 HARD

YES 1 2 3 4 5 6 7 8 9 10 NO

YES 1 2 3 4 5 6 7 8 9 10 NO


-- --- -- . -. - ... / .-- .. - .... /

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DATE & TIME

LOCATION


EASY 1 2 3 4 5 6 7 8 9 10 HARD

YES 1 2 3 4 5 6 7 8 9 10 NO

YES 1 2 3 4 5 6 7 8 9 10 NO


-- --- -- . -. - ... / .-- .. - .... /

--- ..-. /-.-. --- .-. . /

-- --- -- . -. - ... / .-- ..

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...- .- .-.. ..- . ...

7

multi-team session. Because Iceberg! sessions are information dense,it

can be a complex matter to keep track of which teams are rising to the

challenge of solving scenarios and which are not, or of which scenar-

ios are generally more challenging for all teams, and which are less

complex. Your Iceberg! Tracking Tool therefore enables you to ‘track’

progress throughout the multi-player session.

The Iceberg! Tracking Tool is designed to be printed in A1 size,

which means you’ll have to go to your local print shop for a copy. Pin it

to a visible wall so that it can be seen clearly by the entire group, and

then activate it by doing the following, round by round:

(i) First, record the data, per round, in one of the square boxes.

Each of these can be used to record the feedback of four teams, so

if you have more than four, allow it to flow over in to a second box.

Begin each round with a new box however, so you can record the

‘DECK’ the scenario under examination came from as well as the

number (‘#’) of the card being played.

(ii) During the feedback rounds, you will record the findings from

each team so you will need to first write the team name. Note that

these appear very feint on the Iceberg! Tracking Tool, to enable

you to write over the marked areas easily.

(iii) Next, record the most relevant Core Value or Values, accord-

ing to that team. This will help you to see where there is or is not

alignment among the various teams’ thinking, so you can create

conversations along the way, to encourage deeper exploration.

(iv) Then, (3) REALITY CHECK #1 on the Iceberg! Response

Sheet asks you to choose ‘Y’ or ‘N’ to an important question. Re-

cord each team’s answer where it is clear to do so.

(v) Finally, SHIPS LOG #1 - 3; sections (6), (7) and (8) on the

Iceberg! Response Sheet; ask for a measurement on a sliding

scale. You can record the responses in the allocated spots on the

Iceberg! Tracking Tool chart, by coloring them in, using colored

markers or stickers. A color guide is included, to enable you to

make a quick decision about what color to use, to reflect each re-

sponse.

Over the course of a game, it is likely you won’t require all the space

provided. The Iceberg! Tracking Tool has been purposefully designed

to have additional space precisely so you do not run out. It is not the

intention therefore, that you make full use of it, so do not be guided by

additional empty space to keep playing beyond your chosen time limit!

(4) Expected outcomes

(a) Players learn how Core Values influence decision-making.

If we are to be guided by Core Values, we must be able to internalize the

way they feel, give them additional interpretation and debate them.

Core Values exist as guidelines to make decisions, especially in the face

of a challenge.

(b) Players learn how Core Values challenge one another and the im-

portance of critical thinking.

8

In an imperfect world, any set of Core Values will have some contradic-

tions. They don’t just click together like Lego pieces because they’re

rarely quite so all encompassing. It is often necessary therefore to

take a view of which Core Value or Core Values are dominant in a given

situation and to understand that sometimes we must choose between

them. However, those choices shouldn’t come lightly or be made easily,

so critical thinking is essential.

(c) Players learn how decisions made in isolation can differ vastly from

one another, and the importance of a shared set of Core Values.

You may ask why have them at all? Or what difference does it make if

they are followed rigidly? Playing Iceberg! players will see how their

decisions change when placed through the filter of a Core Value.

(d) Players learn the challenge of Value interpretation and the impor-

tance of clear, agreed-upon behaviors.

As one scenario leads to the next, some of the previous interpretations

of the Core Values may appear to be weaker than you thought, or may

even in exceptional cases be entirely wrong. The intention is not to

discredit any Core Value, but to demonstrate the importance of associ-

ated, Values-defining behaviors and how even the smallest words and

actions can build them or damage them.

(e) Players have a personal context for the Core Values.

The biggest challenge to vigorous support of Core Values in any orga-

nization is that members of the organization don’t truly understand

their importance. Iceberg! will demonstrate a framework for ‘gut-feel-

ing’ when behavior, whether your own or that of other people, supports

or challenges the Core Value set.

(B) AS A WEEKLY MICRO-WORKSHOP

A typical game of Iceberg! with the ideal number of players and teams

described in (a) Teams, will require around 4 - 6 Scenarios. In a deck of

40 Scenarios, that of course means there are 34 - 36 left.

Since the goal with Core Values should be that the members of your

organization understand and embrace the Core Values of the organi-

zaton at a deep personal level, a single iteration, such as a game, is

unlikely to be sufficient.

It is for that reason we recommend you use the Iceberg! Scenario

Decks on a weekly basis for the remaining life of the deck.

(1) When to playThis is designed as a 10 minute exercise to take place (to break the ice,

as it were) at the beginning of any weekly team meeting, get-together

or catch up, whether pre-existing or by design.

(2) How to playIn this instance, you may choose not to utilize any of the downloadable

materials and just make use of a Scenario Card Deck.

The manager or meeting owner will either select a card from the

deck, or ask another meeting participant to do so (get them to pick a

9

random card, to keep the approach fresh and fun), and then read the

deck to the other participants.

Once the scenario has been presented, the team should work together

through an open discussion, to resolve it. Let this be a lively session

full of passionate debate.

(3) Expected outcomesThrough constant re-iteration of the importance of Core Values and the

recurring challenge of actively interrogating them to resolve challeng-

es, all members of the organization should expand on the observations

made during the team game session, and strengthen the outcomes

achieved.

. -. -.. ...

10

ship’s operating manual

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