Facilitator guide

If someone passively listens to something, it's usually quickly forgotten. Talking about values can be awkward — people get defensive, feel exposed, and keep quiet. A game changes that.

Discussing a behaviour as part of a scenario lets the brain process a hypothetical situation differently, making a potentially tricky subject easier to meaningfully engage with. In teams, no single person is put on the spot — the group discusses and decides together, and people will say things they wouldn't on their own.

When team members work out how a value applies in a situation, they're not just learning the value — they're building shared meaning around it. That's stickier than any individually held understanding.

• Read every card. Pull any that map onto a live or sensitive situation in your team right now. The game needs distance to work.
• Know the four values and eight behaviours. Use the reference at the bottom of this guide.
• Decide your teams. Two to four works best. Mix people who don't usually pair up.
• Share your screen so everyone can see the board, the active card, and whose turn it is.

Take a turn

The active team clicks Draw a card and reads it aloud to the room.

Winning

First team to BUILDPOSSIBLE wins. If time runs out, the team furthest along the track is the winner.

• If people go quiet, ask everyone to drop a one-word reaction in chat before the discussion opens. It gets voices in before anyone has to commit to a full answer.
• If scoring feels hard, use a show of hands or a quick chat poll. The score is not what matters.
• If something honest surfaces mid-game, the instinct is to keep things moving — silence on a screen feels more awkward than silence in a room. Resist it. Stop the game, name what was said, and give it space.

Start with what the game revealed

• Which values did we reach for most naturally? Which ones did we struggle to argue?
• Were there any Barrier cards that felt uncomfortably familiar? What was it about them that landed?

Bring it into the everyday

• Where do these values and behaviours show up in how we work? Name something specific, not general.
• What are we already strong at? Which values and behaviours do we live the most?
• Where are the gaps? What are the one or two things we need to do better as a team?
• What makes it hard? What gets in the way?

Close with something concrete

• If we were going to do one thing differently in the next two weeks, what would it be?
• What would it look like if we got this right? What would change for the people depending on what we build?

• Scoring belongs to the group. Your job is to prompt and probe, not to evaluate.
• If a response is vague, ask: "What would you actually say? Walk us through it."
• If a card hits a nerve, stay with it. The discomfort is the signal, not the problem.
• If something real surfaces mid-game, put the cards down. Name it. Give it space.
• The track is a prop. The commitment at the end is what matters.

One space per value genuinely argued. Max 4 per Build card. The behaviours below show what each value looks like in practice — use them to push for specificity, not as a checklist.