2 Responses

1. not sure if you’d call it an energiser but…
   Alice

   I have successfully used the Peters and Waterman “7 S model” for this type of event….
   the “company direction” becomes the “Shared Vision” in the middle and then delegates work around the “Strategy”, “Systems”,
   “Style”, “Staff”, “Structure” and “Skills”.
   Each “S” can become an event in itself and teams can work to generate their own real life outputs.
   It might be what you are looking for
   Rus

2. Circle Exercise
   I have used a simple exercise in which everyone lines up, either as part of an inner or an outer circle (each circle must have the same number of people). Each circle faces the other. The participants (as the face each other – one from each circle) are then asked to discuss identified ssues that relate to the workshop. This helps people get their mind into gear and forces people to understand diverse perspectives (the pre-exercise briefing should emphasise listening and tolerance). Of course controversial issues get things going nicely! After each person has put his/her view across (the facilitator defines how long they have), the person in one of the circles is instructed by the facilitator to move to their right (and thus to the next person in the other circle). Continue exercise until everyone has spoken to everyone else in the other circle.

   I found it really useful to get the participants to identify the topics to discuss (in a plenary session) before the circles are formed as this means the discussions are relevant to the group. It also helps the facilitator to identify what are the critical. controversial issues that the workshop cannot afford to miss.

   If you keep the pace up and give people little motivating comments – the exercise certainly gets people going.

   Regards

   Stephen Roberts
   Johannesburg, South Africa