Solving Wonderland


Description :

Playing the game, opens participants to possibilities, unlocks whatever has been holding them back and stimulates their creativity for those real life challenges. This is a workshop, yet it is also a competition and a game.

Overview:

It is far easier to see, problem-solve and manage challenges when they don’t affect you directly. This is the reason that we wrote "Leadership In Wonderland" as fiction. If you can recognize challenges and provide solutions for a fictional company, you then feel confident in using those same skills in problem-solving for your own business circumstances. Playing the game, opens participants to possibilities, unlocks whatever has been holding them back and stimulates their creativity for those real life challenges. This is a workshop, yet it is also a competition and a game.

Description:

When we leave Alice and friends at the end of Leadership in Wonderland, she is faced with an uncertain future. She has developed credibility as CEO of Leaves-of-Wonderland, but she desperately needs to fix the company or it will be sold to a crafty competitor.

There are six complex and interrelated problems that must be solved for the company’s future to be on more solid ground. This workshop will define the problems and offer solutions for each one, including Hatter, Queen and the Board’s potential influence on the solution.

These responses will then be compared against other groups’ during the course of a year. When we reconvene in a year’s time, the best solutions for each issue will be presented from all those given. Then a discussion will evolve to see if it is possible to weave the winning solutions together to provide the solid ground Alice needs. When they are all able to be integrated, the authors will be positioned to write the “Leadership in Wonderland” sequel. Therefore, all participants will join us in trying to create the sequel to the book.

Details:

First Session:

Through a guided process, participants as a whole, will identify the six problems. Then breakout sessions, each focused entirely on solving one of the six, will develop their own response and solution, for that specific problem including how and if Hatter, Queen and the Board might intervene. These six solutions and scenarios will be presented to the group as a whole.

Second Session:

After a year, we will meet again to revisit the group of the solutions they had offered in the competition, and to present the best to each challenge that we, the authors, chose from all those entered during the course of the competition. The next step, we will discuss as a group whether or not we can make an integrated plan for Alice from the winning individual solutions so that she can put her company back on track. Will the storyline come together?


The individuals responsible for each solution used in the actual sequel will be acknowledged in the book itself.

Lessons Learned by Workshop :

  • Look at the entire landscape in order to make decisions that are best for the organization.
  • Listen and weigh different points of view.
  • Work collaboratively on a complex problem.
  • Joint problem solving as a subgroup and as a greater group.
  • Learn an 8-step process for developing an effective action plan.
  • Create an environment so that each group member will be contributing.
  • Get to know your group members in a different context from their positions at work.
  • Open the door for creative problem-solving within their own organization by stimulating creativity and inspiration.
  • Deepen understanding of the problem-solving process.
  • Provide the tools and confidence needed to accomplish the task.
  • A specific solution may be the right answer to a challenge in a vacuum, but it may not be the right solution to a more complex and bigger scenario.

Objectives of the Workshop:

  • Identify problems
  • Learn how to integrate solutions to individual challenges together to respond to a bigger picture challenge
  • Stimulate creativity and inspiration
  • Get to know your group members in a different context than their organizational title and responsibilities


Prerequisite:

The book must be read by each person in the workshop in order to participate.