SHIP’S OPERATING MANUAL
Transcript of SHIP’S OPERATING MANUAL
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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!
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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.
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(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
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(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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STRESS-TEST YOUR
CORE VALUES
#7#6
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
TEAM NAMEMOST RELEVANT
VALUE(S)
(6)Y/N
(8)(7)
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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240�
�310
�180
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TROPIC OF CANCER
CARIBBEAN SEA
BERMUDA
WINDWARD ISLANDS
BAHAMAS
HAITI
CUBA
JAMAICA
NEWFOUNDLAND
�New York
Plymouth�
AZORES
CAPE VERDE
CANARY ISLANDS
MADEIRA
�Lisbon
Funchal�
�Tenerife
�Praia �Dakar
�`Freetown
�TRINIDAD AND TOBAGO
PUERTO RICO
Philadelphia�
�GibraltarTangier�
Casablanca�
�Nouakchott
�Caracas�Maracaibo
�Barranquilla
�Norfolk
�Boston
Saint John�
St Pierre and �Miquelon
BAY OF BISCAY
110�
Bilbao�
Brest�
IBERIA
#4
#8
Halifax�
STRESS-TEST YOUR
CORE VALUES
#7 #6
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
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)
-- --- -- . -. - ... / .-- .. - .... /
--- ..-. /-.-. --- .-. . /
-- --- -- . -. - ... / .-- ..
- .... /
.- ...- --- .. -.. / -.-- --- ..- .-. /
--- .-- -. / - .. - .- -. .. -.-. /
.- / ... - .-. --- -. --. / ... . - /
...- .- .-.. ..- . ...
�1975
�1950
�2240
1720�
�1760
�3300
�2370
�2580
�1340
�680
�4270
�1975
�1170
�5000
�480
1095�
�2090
2240�
�1975
�30
�1300
2050�
�1240
�1225
�600
�2750
�2600
�2650
�3700
�2625
�2000
�1570
�1680
1700�
�1240
�2020
�2800�1350
�1250
2870�
2860�
2050�
3200�
2520�
2070�
100�
1090�
2780�
1290�
2175�
230�
1170�
130�
2450�
2710�
2280�
170�
360�
2760�
2210�
1550�
90�1410�
1250�
140�
1910�
1750�
65��1010 �1100�1110
�1170
�1500
�1480�300
�450
�2480
�2470
�1490
�1210
�2560
�230
�1170
�1310
�110
�2050
�140
�1200�2100
�75
�1240
�1680
�2560
�1170
�320�2230
�1090
1450�
1210�
2120�
2250�
720�
2640�
1160�
2200�
3180�
3130�
3810�
1450�
1030�
1210�
1780�
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1720�
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2200�
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1250�
760�
3150� 2960� 4110�
1680�
2180�
3250�
�2100
�550
�190
240�
�310
�180
�110
TROPIC OF CANCER
CARIBBEAN SEA
BERMUDA
WINDWARD ISLANDS
BAHAMAS
HAITI
CUBA
JAMAICA
NEWFOUNDLAND
�New York
Plymouth�
AZORES
CAPE VERDE
CANARY ISLANDS
MADEIRA
�Lisbon
Funchal�
�Tenerife
�Praia �Dakar
�`Freetown
�TRINIDAD AND TOBAGO
PUERTO RICO
Philadelphia�
�GibraltarTangier�
Casablanca�
�Nouakchott
�Caracas�Maracaibo
�Barranquilla
�Norfolk
�Boston
Saint John�
St Pierre and �Miquelon
BAY OF BISCAY
110�
Bilbao�
Brest�
IBERIA
#4
#8
Halifax�
STRESS-TEST YOUR
CORE VALUES
#7 #6
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
#DECK
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
TEAM NAME
MOST RELEVANT VALUE(S)
(6)Y/N
(8)(7)
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)
-- --- -- . -. - ... / .-- .. - .... /
--- ..-. /-.-. --- .-. . /
-- --- -- . -. - ... / .-- ..
- .... /
.- ...- --- .. -.. / -.-- --- ..- .-. /
--- .-- -. / - .. - .- -. .. -.-. /
.- / ... - .-. --- -. --. / ... . - /
...- .- .-.. ..- . ...
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.
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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
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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.
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