Scenario Slider
Scenario Slider is a structured group exercise for context sharing: it helps participants share useful personal or project context.
How to run it
- OBJECT of the GAME: To get groups to model a business approach based on several extreme scenarios, using two to three variables.
- WHEN to USE: After a brainstorming or prioritization exercise where a new idea, model, business or product has been selected.
- In advance, select two or three variables which would impact how your idea would be implemented. If it’s a project, it could be “money, people and time”.
- Working with a number of groups in parallel, assign one scenario to each group. Ask the groups to come up with an approach based on that scenario. Instruct the groups to take the scenario as a given - don’t say it’s impossible in three months; tell us how you’d do it.
- Allow the groups to all share their work with the others, outlining their approach as well as explaining the tradeoffs and shortcomings based on the constraints of their scenario.
- Debrief as a large group to identify ideas that people agree should go forward, and which variables and constraints the group believes to be non-negotiable.
- This exercise is one of many types of “scenario” games which can be used to test ideas and try out different approaches to bring them to life.
- Materials Instructions Preparation In advance, select two or three variables which would impact how your idea would be implemented.
- If it’s a project, it could be “money, people and time”.
Run this exercise live
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What participants need now
Materials:
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Prompts to use +
OBJECT of the GAME: To get groups to model a business approach based on several extreme scenarios, using two to three variables.
WHEN to USE: After a brainstorming or prioritization exercise where a new idea, model, business or product has been selected.
In advance, select two or three variables which would impact how your idea would be implemented. If it’s a project, it could be “money, people and time”.
Working with a number of groups in parallel, assign one scenario to each group. Ask the groups to come up with an approach based on that scenario. Instruct the groups to take the scenario as a given - don’t say it’s impossible in three months; tell us how you’d do it.
Allow the groups to all share their work with the others, outlining their approach as well as explaining the tradeoffs and shortcomings based on the constraints of their scenario.
Debrief as a large group to identify ideas that people agree should go forward, and which variables and constraints the group believes to be non-negotiable.
Run this with your AI assistant +
Works with Claude, ChatGPT, Gemini, or your own local model: paste this prompt and your AI will co-facilitate this exercise with you.
Adapt this exercise for my exact room. Exercise: Scenario Slider. Readiness: Publishable Draft. Core moves: OBJECT of the GAME: To get groups to model a business approach based on several extreme scenarios, using two to three variables.; WHEN to USE: After a brainstorming or prioritization exercise where a new idea, model, business or product has been selected.; In advance, select two or three variables which would impact how your idea would be implemented. If it’s a project, it could be “money, people and time”.; Working with a number of groups in parallel, assign one scenario to each group. Ask the groups to come up with an approach based on that scenario. Instruct the groups to take the scenario as a given - don’t say it’s impossible in three months; tell us how you’d do it.. Return a concise facilitator script with timing, wording, safety notes, and remote/in-person adjustments.
Origin unverified
- Where we observed it: The strongest current observations come from Gamestorming; aggregators are listed as additional observations, not origin proof. (2 sources observed, including Gamestorming, SessionLab.)
- What that means: we track where an exercise has been observed in public sources. We do not claim to know who created it, or how popular it is.
- No efficacy claims: appearing in this library is not a claim that the exercise is proven effective. Facilitator judgment and context decide whether it works for a given room.
- Corrections: if you have evidence of an earlier or more accurate source, read our methodology and trust boundary and tell us.