day colours/colors exercise (individual perspectives, emotional triggers, empathy, johari window, respecting personal differences

This is a very simple quick and fascinating exercise to illustrate how people often have different views of the same thing, which is central to understanding empathy and many related concepts. The activity may be used as an icebreaker or larger discussion exercise, for groups of any size and age/seniority, subject to appropriate facilitation for your situation. Example explanation and instruction to a group: Emotions and feelings within each of us are 'triggered' in different ways. We think differently and therefore see things differently. We often do not imagine that other people may see something quite differently to how we see the 'same' thing. Management and relationships, in work and outside of work too, depend heavily on our being able to understand the other person's view, and what causes it to be different to our own. To illustrate this, and to explore how mental associations can 'colour' (US-English 'color') our worlds differently: 1. the 2. 3. Close your eyes and imagine the days of week What colour is each day? Write down the colour of each day

Review and compare people's different colour associations, and - where people consciously know and are willing to share their reasons/associations - review these differences too. Note: If anyone sees all the days as the same color, or sees no colour association at all, or perhaps sees or senses a more powerful alternative association, then this is another equally worthy personal viewpoint and difference. The days of the week are a simple fixed pattern. Yet we see them in different ways. It is easy to imagine the potential for far greater differences in the way we see more complex situations - like our work, our responsibilities and our relationships, etc. Human beings will never see things in exactly the same way - this is not the aim or work or life - instead the aim should be to understand each other's views far better, so that we can minimise conflict and maximise cooperation.

Review: Simply by asking people to explain their answers briefly to the group/team. mutual awareness) A very quick and easy ice-breaker. self-expression. The game can be used to make introductions a little more interesting than usual. • • On hearing all the answers. For groups of any size. or as a separate ice-breaker activity. Instruction to group: You are invited to a fancy dress party which requires that your costume says something about you. The exercise can be varied and expanded for groups in which people know each other: Ask people to write their answers on a slip of paper (in handwriting that cannot easily be identified). • In turn group members must each pick a slip of paper from the pile and read the answer aloud.fancy dress exercise (ice-breaker. Split large groups into teams small enough to review answers among themselves. • • • What costume would you wear and why? Take two minutes to think of your answer. and to fold the slips and put them in the middle of the table. requiring no equipment or preparation. group members must then try to match the answers to the people present. .

Versions of the 'Iceberg' may be mapped according to different perspectives. and review/discuss as appropriate for your situation. for example . from a personal. . organizational development.individually. how they'd prefer it to be. The exercise can be used as a basis for all sorts of learning and development activities.psychological contract 'iceberg' exercises (the psychological people see it currently. in pairs or teams. work/life alignment. departmental or workforce standpoints. The Psychological Contract 'Iceberg' model diagram assists explanation and exploration of the subject.and especially in identifying hidden or confused perceptions which may be obstacles to improving employee/employer relationships Refer to the Psychological Contract theory and within it whatever related learning concepts might be helpful to your situation. Ask group members to create their own version of the Psychological Contract 'Iceberg' diagram . leadership) The Psychological Contract is increasingly significant in organizational management and development. employer/employee relationships. motivational understanding. for example relating to: • • • • • • motivation and attitude work/life balance and wellbeing organizational structure and purpose alignment of people with organizational aims work/management/leadership relationships with employees mutual awareness (employee/employer) and organizational transparency .

You must instruct everyone not to disguise the spoken touch or the silent touch. walks up to the person.) You must explain to the whole group the whole exercise before it starts. body language) If you want something a bit different. The person being touched has to use their various senses more acutely to guess the identity of each toucher (the 'feel' of the shoulder-touch. maybe smell. which means you need to keep a tally of each 'touchee's' correct silent guesses. one by one. See the Benziger theory. otherwise clues will surface and benefit the later touchees. etc. The 'winner' is the person who guesses most of the silent touches. Each delegate does this in turn: One person (the 'touchee') stands against a wall facing it. this time without saying their names (you may need to point to people to control the order). the sound of the approach. which generally enable greater sensitivity and awareness for this type of exercise.Johari Window is particularly relevant. non-verbal communications. The person being touched must not look around to see the toucher. and particularly right-side brain strengths. Review and discuss only after everyone has had their turn as the 'touchee'. The rest of the group. places a hand on their shoulder and says their name (the toucher's name not the touchee). When reviewing you can refer people to brain types and styles. (Thanks Chris Baker) . silent touch exercise (listening skills. Then repeat the exercise using a different order for the touchers. here's a great quick one for highlighting and developing non-verbal awareness.

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