This site uses cookies to deliver our services, improve performance, for analytics, and (if not signed in) for advertising. By using LibraryThing you acknowledge that you have read and understand our Terms of Service and Privacy Policy. Your use of the site and services is subject to these policies and terms.
Hide this

Results from Google Books

Click on a thumbnail to go to Google Books.

Gamestorming: A Playbook for Innovators,…

Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers

by Dave Gray, Sunni Brown, James Macanufo

MembersReviewsPopularityAverage ratingConversations
377528,622 (3.77)None



Sign up for LibraryThing to find out whether you'll like this book.

No current Talk conversations about this book.

Showing 5 of 5
From the blurb:
This book includes more than 80 games to help you break down barriers, communicate better, and generate new ideas, insights, and strategies. The authors have identified tools and techniques from some of the world's most innovative professionals, whose teams collaborate and make great things happen. Gamestorming is the result: a unique collection of games that encourage engagement and creativity while bringing more structure and clarity to the workplace
This review has been flagged by multiple users as abuse of the terms of service and is no longer displayed (show).
  COREEducation | Nov 22, 2015 |
Brainstorming is supposed to unleash a great torrent of team creativity. In reality, teams that have been together a little too long, fall easily into brainstorming ruts. The same people talking in the same order about the same stuff. 'Gamestorming' is a quick-skim reference book that teams can consult when they want to find a new method of stimulating team creativity. Depending on your team goals, you might try the Graphic Jam, the Pre-Mortem, the 4C's, the Virtuous Cycle. The book offers more than 80 ways to encourage creative team collaboration.
  newtonco | Jun 22, 2014 |
Great overview of what you can do with gamestorming, but without a good game storming retreat or workshop, this book doesn`t help you much. ( )
  maartekes | Jan 1, 2014 |
Hugely useful toolset, but not great for non practitioners or those without a broader context for the activities. ( )
  readywater | Feb 14, 2013 |
Carrying the idea of an information literacy model familiar to teacher librarians, here is a work from the gamer’s mink on solving problems in business. In this version, the authors present their 7Ps steps are: Purpose, product, People, process, pitfalls, prep, practice concerns. The first four ideas are the main circular factors and the final three are concerns outside that circle. This approach is a wise one because the “boss” invites the known skills of the gamer over into a business model, relying on what is already known to inform the problem at hand. So how does this model inform a teacher librarian working with various teachers on the solution to learning problems? Simply stated, it is the need for adults to look into the various worlds that kids are living in today and draw the skills of those worlds over into the academic world. It is not enough to just label a kid as a gamer and give up trying to reach that kind of kid, it is about knowing what kinds of skills and interests a game has and then incorporating those strengths into an engaging academic problem. That is the reason for recommending this book because it gives some insight into the gameer’s mind. Of course, another way is to get a group of gamers together and have them analyze what goes on in the gaming world and how they can use those skills in pursuit of a problem at hand. Giving up on kids with many non-academic interests is no solution.
  davidloertscher | Aug 18, 2010 |
Showing 5 of 5
no reviews | add a review

» Add other authors

Author nameRoleType of authorWork?Status
Gray, Daveprimary authorall editionsconfirmed
Brown, Sunnimain authorall editionsconfirmed
Macanufo, Jamesmain authorall editionsconfirmed
You must log in to edit Common Knowledge data.
For more help see the Common Knowledge help page.
Series (with order)
Canonical title
Original title
Alternative titles
Original publication date
Important places
Important events
Related movies
Awards and honors
First words
Last words
Disambiguation notice
Publisher's editors
Publisher series
Original language

References to this work on external resources.

Wikipedia in English (1)

Book description
Haiku summary

Amazon.com Amazon.com Review (ISBN 0596804172, Paperback)

Play a Game from Gamestorming

We're hardwired to play games. We play them for fun. We play them in our social interactions. We play them at work. That last one is tricky. "Games" and "work" don't seem like a natural pairing. Their coupling in the workplace either implies goofing off (the fun variant) or office politics (the not-so-fun type).

The authors of Gamestorming, have a different perspective. They contend that an embrace and understanding of game mechanics can yield benefits in many work environments, particularly those where old hierarchical models are no longer applicable, like the creatively driven knowledge work of today’s cutting edge industries.

Here is one of the 83 games featured in Gamestorming:


OBJECTIVE OF PLAY: What has been a time-proven exercise in product development applies equally well in developing any new idea: writing the elevator pitch. When developing and communicating a vision for something, whether it’s a new service, a company-wide initiative, or just a good idea that merits spreading, a group will benefit from going through the exercise of writing their elevator pitch.

Often this is the hardest thing to do in developing a new idea. An elevator pitch must be short enough to deliver in a fictional elevator ride but also contain a compelling description of the problem you’re solving, who you’ll solve it for, and one key benefit that distinguishes it from other ideas.

NUMBER OF PLAYERS: Can be done individually, or with a small working group

DURATION OF PLAY: Save at least 90 minutes for the entire exercise, and consider a short break after the initial idea generation is complete before prioritizing and shaping the pitch itself. Small working groups will have an easier time coming to a final pitch; in some cases it may be necessary to assign one person with follow-up accountability for the final wording after the large decisions have been made in the exercise.

HOW TO PLAY: Going through the exercise involves both a generating and a formative phase. To set up the generating phase, write these headers in sequence on flip charts: Who is the target customer? What is the customer need? What is the product name? What is its market category? What is its key benefit? Who or what is the competition? What is the product’s unique differentiator? These will become the elements of the elevator pitch. They are in a sequence that adheres to the following formula.

To finish the setup, explain the elements and their connection to each other: The target customer and customer need are deceptively simple: any relatively good idea or product will likely have many potential customers and address a greater number of needs. In the generative phase, all of these are welcome ideas. It is helpful to fix the product name in advance--this will help contain the scope of the conversation and focus the participants on “what” the pitch is about. It is not outside the realm of possibility, however, that useful ideas will be generated in the course of the exercise that relate to the product name, so it may be left open to interpretation. The market category should be an easily understood description of the type of idea or product. It may sound like “employee portal” or “training program” or “peer-to-peer community.” The category gives an important frame of reference for the target customer, from which they will base comparisons and perceive value. The key benefit will be one of the hardest areas for the group to shape in the final pitch. This is the single most compelling reason a target customer would buy into the idea. In an elevator pitch, there is no time to confuse the matter with multiple benefits--there can be only one memorable reason “why to buy.” However, in the generative phase, all ideas are welcome. The competition and unique differentiator put the final punctuation on the pitch. Who or what will the target customer compare this idea to, and what’s unique about this idea? In some cases, the competition may literally be another firm or product. In other cases, it may be “the existing training program” or “the last time we tried a big change initiative.” The unique differentiator should be just that: unique to this idea or approach, in a way that distinguishes it in comparison to the competition.

The Generating Phase
Once the elements are understood, participants brainstorm ideas on sticky notes that fit under each header. At first, they should generate freely, without discussion or analysis, any ideas that fit into any of the categories. Using the Post-Up technique, participants put their notes onto the flip charts and share their ideas.

Next, the group may discuss areas where they have the most trouble on their current pitch. Do we know enough about the competition to claim a unique differentiator? Do we agree on a target customer? Is our market category defined, or are we trying to define something new? Where do we need to focus?

Before stepping into the formative phase, the group may use dot voting, affinity mapping, or another method to prioritize and cull their ideas in each category.

The Formative Phase
Following a discussion and reflection on the possible elements of a pitch, the group then has the task of “trying out” some possibilities. This may be done by breaking into small groups, as pairs, or as individuals, depending on the size of the larger group. Each group is given the task of writing an elevator pitch, based on the ideas on the flip charts.

After a set amount of time (15 minutes may be sufficient), the groups reconvene and present their draft versions of the pitch. The group may choose to role-play as a target customer while listening to the pitch, and comment or ask questions of the presenters.

The exercise is complete when there is a strong direction among the group on what the pitch should and should not contain. One potential outcome is the crafting of distinct pitches for different target customers; you may direct the group to focus on this during the formative stage.

Don’t aim for final wording with a large group. It’s an achievement if you can get to that level of completion, but it’s not critical and can be shaped after the exercise. What is important is that the group decides what is and is not a part of the pitch.

Role play is the fastest way to test a pitch. Assuming the role of a customer (or getting some real customers to participate in the exercise) will help filter out the jargon and empty terms that may interfere with a clear pitch. If the pitch is truly believable and compelling, participants should have no problem making it real with customers.

The elevator pitch, or elevator speech, is a traditional staple of the venture capital community, based on the idea that if you are pitching a business idea it should be simple enough to convey on a short elevator ride.

(retrieved from Amazon Thu, 12 Mar 2015 18:00:37 -0400)

"This book includes more than 80 games to help you break down barriers, communicate better, and generate new ideas, insights, and strategies. The authors have identified tools and techniques from some of the world's most innovative professionals, whose teams collaborate and make great things happen. Gamestorming is the result: a unique collection of games that encourage engagement and creativity while bringing more structure and clarity to the workplace"--P. [4] of cover.… (more)

Quick Links

Popular covers


Average: (3.77)
2 4
3 9
4 12
4.5 2
5 8

O'Reilly Media

An edition of this book was published by O'Reilly Media.

» Publisher information page

Is this you?

Become a LibraryThing Author.


About | Contact | Privacy/Terms | Help/FAQs | Blog | Store | APIs | TinyCat | Legacy Libraries | Early Reviewers | Common Knowledge | 127,259,712 books! | Top bar: Always visible