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With GLP-1 use on the rise in the U.S., one grocery store chain made a starter kit for first-time customers that could help capture a higher percentage of their food budget at a time when it’s becoming increasingly important. ShopRite’s “Wellness Your Way” branded kits are free for customers filling their first GLP-1 prescription at the East Coast grocer’s in-store pharmacies. They’re one part informational, another part promotional, and they’re designed to look like they’re from a direct-to-consumer subscription healthcare brand, taking advantage of ShopRite’s specific store model. The blue mailer box, which is available while supplies last, opens from a front flap that tucks into the base and says “Let’s get started” on the outside. Inside, there are die-cut inserts for a print wellness guide that features diet recommendations from ShopRite’s registered dietitian, and samples like a protein shake and collagen powder. Coupons for products like frozen meals, lean beef, and blueberries are also included, according to a press release. “We’ve seen a growing number of customers seeking GLP-1 medications, and we want to make sure they feel supported from the moment they fill that first prescription,” Aaron Sapp, vice president of pharmacy and wellness for ShopRite’s parent company, Wakefern Food Corp., said in a statement. How GLP-1s are changing grocery shopping habits About one in eight U.S. adults are taking a GLP-1 for weight loss, according to a KFF Health Tracking poll released last fall, and that figure is expected to grow. The medications, which are appetite suppressors, are sold under names like Ozempic, Mounjaro, and Zepbound, and they’re reshaping what’s found in American shopping carts and powering a protein boom. Within six months, a household with at least one GLP-1 user reduces its grocery spending by 5.3%, a study published in December in the Journal of Marketing Research found, but spending actually increased for foods like yogurt and fruit. To adapt, brands now sell GLP-1-focused products, like Nestlé’s line of frozen meals, called Vital Pursuit. Some grocers are redesigning their produce sections. Thrive Market added a GLP-1 filter to its site last year. For grocery store pharmacy chains, the growing popularity of these drugs represents a marketing opportunity to encourage new consumer habits directly at the source. Wakefern said as much in its announcement, noting that supermarket pharmacies “sit at a unique intersection of medicine and food.” The New Jersey-based supermarket cooperative says the ShopRite kits can help customers connect the dots between the prescription, food choices, and well-being. As brands look for ways to get their GLP-1-focused products in front of potential customers, free samples are one way. But packaging free samples in a mailer box for new users of weight-loss drugs with recommendations from a dietitian is, so far, a unique approach. Packaged like a DTC subscription box, the starter kit shows how combination grocery store-pharmacies have a distinct competitive advantage as GLP-1s change household grocery bills. View the full article

We live in a time when our expectations for ethical business practices are no longer predictable. Global regulation, along with ideas around standards like ESG, are in flux—and building debate around what the standards should be for leaders and managers. “Some governments are tightening oversight, while others are relaxing enforcement,” write ethics leaders at the World Economic Forum. Companies may focus on strictly following the law, thinking that it doesn’t make sense to go beyond regulatory expectations. But being compliant doesn’t mean you’re being ethical. There are three common signals that your company is headed towards a flawed business practice—decisions that may be lawful, but operate in an ethical gray zone. But learning to spot the signals can help any leader or manager steer their work towards ethical choices and keep their company culture strong in the process. Risk 1: Relying too much on hard compliance Research finds that relying on regulations to determine your policies and procedures can result in ethical blindspots, or situations where people might think if there is not a rule for something, that it’s permissible. After years of shifting towards values and culture-based compliance, leadership might be heading the opposite direction. If we want to avoid using the law as our only index of ethicality, it’s important to double down on corporate values and help employees to understand the reasons behind the law. For example, in Europe, there has been a recent reduction of due diligence requirements around ESG, like ensuring ethical working conditions in factory production lines. Yet companies still face the risks of being complicit in human rights abuses. By instead tying corporate rules to values, such as protecting vulnerable communities, leaders can demonstrate that “doing what’s right” is not subject to regulatory ebbs and flows. The fix: A number of organizations have moved from a code of conduct to a code of ethics. These demonstrate that values, not just rules, should guide decision making. These codes also demonstrate to employees the long-term vision of a company, regardless of legal frameworks that can shift dramatically over time. “Legal compliance is important—but not sufficient for building trust,” says Klaus Moosmayer, co-chair of the WEF Global Future Council on Good Governance. “Companies should actively involve employees and external stakeholders when designing codes and include practical ethical dilemma situations. This will make the code truly meaningful, and it will become the ethical constitution of the company.” Risk 2: Failing to map the ethical consequences of decisions in advance In a fast-paced business environment, leaders are not intuitively slowing down to think about the complex consequences of their decisions. With such short-term framing, even well-meaning executives may send signals to get work done without thinking too hard about the ethical and long-term consequences. This creates distrust among employees, where people might hesitate to ask if their workplace’s appetite for risk has increased. It’s critical for leaders and their teams to deliberately think about the ethical shadow that their decisions cast well in advance. The fix: In order to foster an environment where teams can think about complex ethical consequences, leaders and managers need to be intentional in creating a safe space for diverse thinking and counterintuitive perspectives. One practice that Anna has seen work is the seven-second rule. This meeting rule, where attendees need to pause for seven seconds before responding to colleagues, allows a safe space between comments—reducing the chances of people speaking over one another—and where there can be room for healthy disagreement. It’s especially helpful with multi-cultural teams, where ways of communicating and the perception of ethical consequences might differ. Dominating narratives without allowing for healthy friction can result in people remaining silent. As an icebreaker, Richard advises his clients to select one person attending a meeting to state, “I’m the one who is going to ask the difficult questions,” which signals to everyone that it’s going to be a safe space to disagree. Where we have space and courage to disagree amid dilemmas, leaders can convene meetings with divergent views to explore the ethical consequences of the choices they can face. Risk 3: Having the wrong perception of your own ethics People overestimate how ethical they are willing to act. With those biases, employees are inclined to consider their decisions as ethically sound—and fail to recognize when they might be wading into the gray area. This dynamic of overestimating our own ethics can happen on a grand scale in organizations. Relying too heavily on well-intentioned conduct training can reinforce these biases and blind spots. For some employees, earning a certificate or passing a training test might lead to thinking that “they’re all set.” Yet research shows how testing out of training doesn’t necessarily ensure that one will make ethical decisions. The fix: Training should reassure employees that being ethical is not a one-and-done exercise, but something that you actively need to practice. Ethical dilemma workshops are a great way to help leaders and their teams to better understand and appreciate the consequences their decisions create. A good way of setting up an ethical dilemma workshop is to offer a case from the news where there might have been an ethical failure, or to anonymize a case that occurred internally, then have participants analyze how the wrong decision was made and debate how they would respond differently. Most employees think they are ethical, and they’ll easily spot unethical behavior and speak up about it. But after these workshops, many realize that ethical blindspots are real; and that courage and practice is needed if we want our value-based decision making to be our actual decision making. And as research demonstrates, this practice is critical to live out our values in reality. By being aware of the risks and the strategies to mitigate them, organizations can articulate and execute corporate ethical expectations, regardless of regulatory shifts. And by doing so, they ensure that ethical decision-making is at the heart of the organization. View the full article

This article is republished with permission from Wonder Tools, a newsletter that helps you discover the most useful sites and apps. I tested more than 200 educational sites, apps, and services last year. Some were so confusing that I quickly gave up. Others were too costly. A few went out of business. Many were narrowly useful, e.g., for 3D modeling, math, or music. The top-tier tools have consistently been super valuable for me—in my teaching, in my job at the City University of New York, and as a dad of two daughters. To save you the time and effort of sifting through the chaff, I’m sharing the ones I find most useful. Even if you’re not a teacher, these tools may help you gather, organize, share, and present material creatively. For context, the huge number of teaching tools clamoring for attention can be exhausting. School districts access 2,739 edtech tools a year, according to Instructure research and the 74, a nonprofit news organization that covers America’s education system, where I wrote recently about today’s tools. Below you’ll find my first batch of recommendations, whether you teach once in a while or every day, children or adults. The services are all free to try, with paid upgrades available. I don’t work for any of these companies, I’m just a prof and writer who appreciates and shares helpful teaching tools. My list—starting with part one today—is designed to support teaching and learning at any level. I’d love to hear about the tools you find most useful for teaching and learning. Add a comment to share here, or join the new chat thread about top teaching tools. Pathwright: Design a learning path Pathwright is one of the best-kept secrets among teaching tools. Launched by a nimble South Carolina startup, it’s a simpler, sleeker alternative to complicated learning management systems like Blackboard or D2L. It’s more elegant and flexible than Google Classroom. Rather than giving students dozens of menus to choose from, Pathwright lets you create a simple learning path to follow one step at a time. You can create a path with a few steps for guided independent learning, or set up a full online course that’s easy to navigate. I like making mini courses that students or readers can complete in an hour to quickly learn something new. Any learning step you create can include a reading, video, activity, assessment, embed, or any other interaction. Learning paths offer a visually delightful alternative to clunkier systems. They work well for professional development, and I’ve found Pathwright works well for remote journalism training. FigJam: Spark visual thinking with collaborative whiteboards When Google shut down Jamboard and Microsoft discontinued Flipgrid, teachers went searching for lively alternative tools. FigJam came to the rescue. Digital whiteboards enable the kind of open-ended visual thinking that’s invaluable, whether you’re teaching about historical networks, systems thinking, scientific processes, or anything requiring students to explore connections and relationships. The platform is free for educators. FigJam also has new AI capabilities, allowing you to instantly categorize student comments or transform a scattered brainstorm into an organized handout. You can even use FigJam for presentations. To add color and bring boards to life, FigJam includes playful stickers, stamps, and templates specifically designed for teaching and learning—from icebreakers to built-in timers. Gamma: Craft superb presentations Consider replacing PowerPoint or Google Slides with Gamma. You’ll save time preparing slides and they’ll be more engaging for students. Create vertical, square, or horizontal slides. Import existing PDFs or PowerPoint slide decks. Unlike PowerPoint, Gamma makes it easy to embed live websites, videos, or data visualizations inside your slides to make them stand out. You can even use Gamma to build simple sites, social posts, or interactive lessons. Gamma works well without any AI features for a traditional deck. Or use its AI to jump-start a new presentation from an outline, text prompt, or document you upload. You can export whatever you design to Google Slides or PowerPoint. Or share a link to your presentation. It’s free for educators to get started. Here’s a quick example deck I made about journalism tools. Before Gamma’s most recent popularity boom, I interviewed CEO Grant Lee about why he started the company, which now has 70 million users and a $2.1 billion valuation. Genially: Create interactive handouts Genially is terrific for creating interactive lessons. Add clickable hot spots to any image, timeline, map, or other image. When students interact with your creation, they’ll see informational pop-ups, links, videos, audio files, instructions, or whatever you’ve added. These hot spots transform static visuals—like simple maps or timelines—into engaging, exploratory learning elements. You don’t have to code anything; it’s easy for tech novices to use. I’ve used Genially to turn old handouts into resources with embedded audio. Students can click on images to hear brief recorded explanations or anecdotes. Examples: I’ve shared tips for day one of teaching, and introduced past cohorts of our entrepreneurial journalism program. The free version works well for teachers. You can invite an unlimited number of students into your workspace for free, and Genially is grounded in student privacy. It takes a bit of experimenting to get comfortable with the interface, but once you understand the basics, you can transform dry handouts into interactive, engaging learning materials. NotebookLM: Organize and build on your teaching materials NotebookLM is a free tool from Google that lets you apply AI to any collection of documents. It’s super useful for searching through your teaching materials, but also for strengthening and repurposing them. You can have 100 notebooks in a free NotebookLM account, and each notebook can have 50 sources in it. A source can be a PDF, Word Doc, image, audio file, link, or a Google Drive file (Docs, Sheets, or Slides). Each file can be up to 200 MB or 500,000 words. That’s much more than what you can typically upload with Claude or ChatGPT, although limits differ by plan. In any given notebook, you can fit dozens of lesson plans, handouts, syllabi, slides, rubrics, or even handwritten notes or voice recordings. NotebookLM makes everything instantly searchable and remixable. Here’s an example notebook about NotebookLM itself. NotebookLM’s semantic search can find things in your materials based on level, topic, style, or other characteristics. A simple Control-F search can’t do that. You can also use it to adapt teaching materials into new formats. Turn a dense reading into an engaging audio overview students can listen to, or transform a handout into a colorful infographic or slide deck. Students can create their own free notebooks and generate flash cards and interactive quizzes to help with studying. They can also use mind maps, infographics, or timelines to visualize connections across topics. You can create separate notebooks for each course you teach, or organize one for administrative tasks and another for curriculum development. NotebookLM works only from your uploaded sources—not generic web content. Citations for each query ensure you can validate information and see where it came from. This article is republished with permission from Wonder Tools, a newsletter that helps you discover the most useful sites and apps. View the full article

In graduate school, my experimental archaeology professor told a student to create a door socket—the hole in a door frame that a bolt slides into—in a slab of sandstone by pecking at it with a rounded stone. After a couple of weeks, the student presented his results to the class. “I pecked the sandstone about 10,000 times,” he said, “and then it broke.” This kind of experience is known as individual learning. It works through trial and error, with lots of each. Also known as reinforcement learning, it is how children, chimpanzees, crows, and AI often learn to do something on their own, such as making a simple tool or solving a puzzle. But individual learning has limits. No matter how much someone experiments through trial and error, improvement eventually hits a ceiling. Humans have been throwing javelins for a few hundred thousand years, yet performance has largely plateaued. At the 2024 Olympics in Paris, the gold medal javelin throw was about 5% shy of Jan Železný’s 1996 record. The level of expert play in the strategy game Go was essentially flat from 1950 to 2016, when artificial intelligence changed the equation. Throughout humanity’s existence, these limits on individual learning have not applied to technology. Since IBM’s Deep Blue defeated world chess champion Garry Kasparov in 1997, supercomputers have become a million times faster—and now routinely outperform humans in chess and many other domains. Why is technological improvement so different? My work as an anthropologist on cultural evolution and innovation shows that, unlike individual performance, technology advances through combination and collaboration. As more people and ideas connect, the number of possible combinations grows superlinearly. Technological innovation scales with the number of collaborators. My new book with anthropologist Michael J. O’Brien, Collaborators Through Time, reveals these patterns across human existence. It traces how 2 million years of technological traditions progressed through collaboration among specialists, across generations, and with other species. Expertise has been the key. Because traditional communities know who their experts are, specialization and collaboration have consistently underpinned human success as a species. I’d summarize our insight into how technology keeps advancing as TECH: tradition, expertise, collaboration, and humanity. Traditions and expertise—the critical foundation The longest technological tradition documented by paleoanthropologists was the Acheulean hand axe. The multipurpose stone tool was made by our hominin ancestors for almost a million years, including some 700,000 years at a single site in eastern Africa. People produced Acheulean tools through techniques they learned, practiced, and refined across generations. Later, small prehistoric societies of modern humans thrived on millennia of specialized knowledge, such as music, thatched roofs, seed cultivation, burying dead bodies in bogs, and making millet noodles and even cheese suitable for interring with mummies. As early as 22,000 years ago, communities near the Sea of Galilee stored and used more than a hundred plant species, including medicinal plants. Shamans—ritual experts in medicinal knowledge and caregiving—helped their groups survive. Archaeological evidence from burial sites suggests these specialists were widely revered across thousands of years: One shaman woman was interred with tortoise shells, the wing of a golden eagle, and a severed human foot in a cave in Israel. Collaboration—knowledge spanning time and place Traditional expertise alone does not advance technology. Technological progress occurs when different forms of expertise are combined. The wheel may have emerged from copper-mining communities. One expert sourced copper from the Balkans, another transported it, another smelted it. By about 4000 BC, additional specialists cast copper into an early wheel-shaped amulet: shaping a wax model, encasing it in clay, firing it in a kiln, pouring molten metal into the mold, then breaking the mold away. Transport technologies reshaped ancient product networks. As communities across Eurasia and Africa built wheeled vehicles and ships, and raised domesticated horses and other pack animals, collaboration expanded across continents. Maritime and overland trade linked blacksmiths, scribes, religious scholars, bead makers, silk weavers, and tattoo artists. Expertise was often distributed between cities and their hinterlands, with cities functioning as hubs in cross-continental product networks. In ancient Egypt, no single community could produce a mummy. Mummification experts at Saqqara drew on a continental network that supplied oils, tars, and resins, combining these materials with specialized techniques of antisepsis, embalming, wrapping, and coffin sealing. Around the world, states and empires—from the Indus Valley Civilization to the Vikings, Mongols, Mississippians, and Incas—expanded these networks, serving as hubs that coordinated the exchange of raw materials, specialized knowledge, and finished products. These exchanges could be highly specific: Chinese porcelain was shipped exclusively to 12th-century palaces in Islamic Spain via Middle Eastern traders who added Arabic inscriptions in gold leaf. The scale has changed, but the structure has not. Today, within a global product space, an iPhone is assembled from a distributed network of specialized expertise and facilities. Humanity—social learning Today, AI may disrupt the millennia-long pattern of technological advancement through TECH. Most large language models generate statistically common responses, which can flatten culture and dilute expertise and originality. The risk grows as untapped high-quality training data—our reservoir of expertise—becomes scarcer. This creates a feedback loop: Models trained heavily on low-quality content may degrade over time, with measurable declines in reasoning and comprehension. Some scientists now warn that humans and large language models could become locked in a mutually reinforcing cycle of recycled, generic content, with brain rot for everyone involved. The dystopian extreme is AI model collapse, in which systems trained heavily on their own output begin to produce nonsense. Brain rot is one reason some AI pioneers now question whether large language models will achieve human-level intelligence. But that, I think, is the wrong focus. The key to continually improving AI models is the same one that has sustained human expertise for millennia: keeping human experts in the loop—the E in TECH. Thanks to a kind of “pied piper” effect, an informed minority can guide an uninformed majority who copy their neighbors. In a classic experiment, guppies, following their neighbors, ended up schooling behind a robotic fish that guided them toward food. A recent study showed that traffic congestion eases when autonomous vehicles make up as little as 5% of cars on the road. In both cases, a small, informed minority reshaped the behavior of the whole system. Like humans, large language models are social learners, and the learning can go in either direction. Designers can increase the likelihood that models continue to improve by ensuring they incorporate the accumulated lessons of human expertise across history. In turn, this creates the conditions for people and models to learn from one another. In the 2010s, DeepMind’s AlphaGo rediscovered centuries of accumulated human Go knowledge through individual learning, then went beyond it by crafting strategies no human had ever played. Human Go masters subsequently adopted these AI-generated strategies into their own play. Well-trained large language models can likewise summarize vast bodies of scientific information, help talk people out of conspiracy thinking, and even support collaboration itself by helping diverse groups find consensus. In these cases, the learning flows both ways. From Acheulean hand axes to supercomputers, human innovation has always depended on tradition, expertise, collaboration, and humanity. If AI is tuned to find and trust expertise rather than dilute it, it can become humanity’s next great technology—on par with ancient writing, markets, and early governments—in our long story as collaborators through time. R. Alexander Bentley is a professor of anthropology at the University of Tennessee. This article is republished from The Conversation under a Creative Commons license. Read the original article. View the full article

Wave of excitement could strengthen Zack Polanski’s party in May elections, as Reform and Tories take unpopular position on Iran war View the full article

Below, Rebecca Hinds shares five key insights from her new book, Your Best Meeting Ever: 7 Principles for Designing Meetings That Get Things Done. Rebecca is a leading expert on organizational behavior and the future of work. Her research is consistently featured in publications like Harvard Business Review, The New York Times, The Wall Street Journal, Forbes, and Wired. What’s the big idea? If you’re tired of watching your organization suffer under the weight of bad, broken, bloated meetings, there are proven ways to replace that slow-motion dumpster fire with calendars that actually move work forward. By treating meetings like a product, you can design the best meetings ever. Listen to the audio version of this Book Bite—read by Rebecca herself—below, or in the Next Big Idea App. 1. Treat your meetings like a product. Meetings are your organization’s most important product. They’re where decisions are made, priorities are set, and culture is built. Yet meetings are the least designed, least tested, and least optimized product in your organization. In the U.S. alone, they burn well over $1.4 trillion a year—more than 5 percent of GDP. You would never ship a physical product to customers without thoughtful design, testing, iteration, and user feedback. But organizations ship meetings exactly this way every single day. Meetings need design. If you haven’t done the hard work of designing the meeting, you don’t deserve to hold it. And if meetings are a product, then we should design them using the same principles that make products great. 2. Clear your meeting debt. Just like products collect technical debt, meetings collect their own version: meeting debt. A recurring meeting lands on your calendar and often becomes immortal. No one remembers who created it, why it exists, or what it’s supposed to do. But everyone still shows up and goes through the motions. Week after week. Month after month. Eventually, the debt piles so high that the only real solution is to declare a Meeting Doomsday: a 48-hour calendar cleanse where you wipe recurring meetings off your calendar and rebuild from scratch. In the Meeting Doomsdays that I have run, participants reclaimed up to 11 hours per person, per month. Meeting Doomsdays work for two key reasons: They snap you out of the status quo. Traditional meeting audits (evaluating one meeting at a time) keep you defending the clutter already squatting on your calendar. A Doomsday jolts you out of autopilot and into the deliberate, effortful mode of thinking that Daniel Kahneman called System 2 thinking. They tap into the Ikea effect. Research shows we value things more when we build them ourselves, whether it’s an Ikea desk or a newly rebuilt calendar. When people redesign their own calendar, they value it more. They protect it. And they stop letting unnecessary meetings sneak back in. Doomsdays only work if they’re done with real intention. Do them poorly, and the old habits come roaring back. But done well, they become one of the most powerful ways to reboot not just your calendar, but your entire meeting culture. 3. Become a meeting minimalist. A Meeting Doomsday is a radical way to clear meeting debt. But a onetime purge isn’t enough. You need ongoing discipline to keep your calendar lean. The best products in the world are minimalist. Think about Google or ChatGPT: one search bar, one prompt bar, no fluff, no clutter, no nonsense. Meetings should work the same way. But minimalism isn’t human nature. As my colleagues Bob Sutton and Leidy Klotz have shown, humans have a built-in bias toward addition—what they call “addition sickness.” When we hit a challenge—or the faintest whiff of uncertainty—our instinct is addition. Add a meeting. Add more attendees. Add more minutes to the meeting length. Add more agenda items. “Research shows that standing meetings run about 25 percent shorter than sitting ones.” The good news is that research also shows that when people are primed for subtraction, addition sickness can be short-circuited. People start thinking like minimalist product designers. In meetings, becoming a minimalist means applying that mindset to four dimensions: the agenda, the duration, the attendees, and the frequency. Let’s take duration. Meetings suffer from Parkinson’s Law: Work expands to fill whatever time you give it. Give a meeting 60 minutes, and it will almost always use the full 60. If you want shorter, sharper meetings, you have to actively defend against the natural creep of filler, fluff, and rambling. One way to do that? Standing meetings. Research shows that standing meetings run about 25 percent shorter than sitting ones. Nobody wants to drag things out when their knees are fighting gravity. But it’s not just about saving time. Standing rewires how we collaborate in meetings. Research shows that people become less territorial. When we sit, it’s my chair, my slice of the table, my turf. The room is divided into tiny plots of land. But when we stand, the space becomes shared, and so do our conversations and ideas. It becomes less about turf and more about teamwork. 4. Apply systems thinking. We love to blame meetings for everything that’s broken about work. But meetings usually aren’t the root problem. They’re the symptom of a deeper issue: a broken communication system. Think about Apple. They don’t design products in isolation. Every piece fits into a larger ecosystem—hardware, software, services, user experience—all reinforcing one another. Meetings should work the same way: as part of a communication system, not random acts of scheduling. During the pandemic, the time people spent in dysfunctional meetings got worse, even as organizations adopted more digital tools than ever—tools that should have reduced the need for meetings. Why? Organizations added tools but didn’t give people guidance on how to use them. When people don’t know what deserves an email, a document, a Slack thread, or an asynchronous update, they default to meetings. And they do it for two reasons. “Meetings usually aren’t the root problem.” First, meetings are highly visible. You can’t see someone’s thinking. You can’t see someone’s judgment. You can’t see someone making good decisions. But you can see someone in a meeting. A packed calendar broadcasts importance. So, meetings become theater: a performance of productivity that often produces nothing. Second, meetings hijack attention. You can ignore an email. Skim a document later. Snooze a Slack message. But meetings are public. It’s anchored to a specific time slot. It claims physical territory on your calendar. And psychologically, that creates a social contract. You feel like you owe someone your attendance. Meetings become the fastest, bluntest, most reliable way to hijack someone’s attention. Before you can fix your meetings, you have to fix the system around them. Start with the 4D Test. A meeting should only exist if the purpose is to: Decide Debate Discuss Develop (yourself or your team) Everything else (status updates, broadcasts, one-way briefings) fails the 4D Test. That’s systems thinking. 5. Innovate with technology. No technology is more transformative, or more dangerously seductive, than AI. Here are two ways to use AI to make your meetings better, not just shinier: Calculate airtime. One of the strongest predictors of team performance is balanced airtime. When airtime gets lopsided, it distorts our perception of the people in the room. Researchers call this the babble hypothesis: the more someone talks, the more we perceive them as a leader, even if they are just spewing nonsense. AI can counter that. It can flag who’s dominating the mic, surface who’s getting steamrolled, and nudge the conversation back to one that isn’t warped by the loudest voice. Play devil’s advocate. One of the biggest traps in meetings is groupthink. We’re conditioned to believe brainstorming works best in groups, but research shows that people generate more ideas, and better ones, when they think alone first. Early research shows that AI can help counteract that. It can introduce alternative angles, challenge assumptions, and disrupt the gravitational pull toward consensus. AI doesn’t even need to be right to be useful. Enjoy our full library of Book Bites—read by the authors!—in the Next Big Idea app. This article originally appeared in Next Big Idea Club magazine and is reprinted with permission. View the full article

Over the past two years, AI has been framed as a productivity engine, a cost-cutting lever, an infrastructure race, and, on more dramatic days, as a civilizational rupture. Boards demand AI road maps. CEOs announce “AI-first” agendas. Entire divisions are reorganized around tools whose capabilities shift every quarter. But beneath the noise lies a quieter and far more consequential reality: AI does not create strategic clarity. It reveals whether you had any to begin with. I’ve argued previously that the next layer of advantage in corporate AI will not come from owning infrastructure, but from building better internal models of how your business world actually works. I’ve also warned that reducing AI to a headcount-reduction tool is strategically myopic, because general-purpose technologies rarely deliver their true value through simple efficiency programs. The next step in that logic is unavoidable: AI will not replace strategy. It will expose it. The illusion of imported intelligence There is a seductive assumption embedded in much of today’s AI discourse: that intelligence can be added to an organization the way you add software licenses. Deploy a large language model. Integrate generative tools into workflows. Automate analysis. Augment employees. Intelligence increases. But organizations are not empty vessels waiting to be filled with cognition. They are complex systems of incentives, legacy processes, tacit assumptions, fragmented data flows, and political equilibria. When AI enters that system, it does not float above it. It interacts with it. If your data is fragmented, AI will surface the fragmentation — at scale. If your incentives are misaligned, AI will optimize the wrong outcomes. If your strategy is vague, AI will scale the vagueness and wrap it in fluent prose. Large language models are powerful pattern machines, but as I previously explored, they do not possess grounded understanding. They “just” generate statistically plausible outputs. The same is true at the organizational level: Fluency is not coherence, and activity is not strategy. Shared infrastructure does not produce shared understanding. And shared tools do not produce shared judgment. AI as a strategic stress test Every technological wave exposes structural weaknesses. The internet punished companies that treated it as a brochure. Mobile punished those that clung to desktop assumptions. Cloud punished firms obsessed with owning hardware rather than building capabilities. AI goes further because it operates at the level of cognition: forecasting, pricing, hiring, risk assessment, customer interaction, product development . . . virtually every domain where organizations make consequential decisions. That makes it a strategic stress test. Two firms can adopt similar models and experience radically different trajectories. Company A has a clear articulation of how it creates value. Data flows across functions. Leadership tolerates experimentation. AI outputs are treated as hypotheses. Feedback loops are explicit. Assumptions are updated systematically. Company B announces an AI initiative. Pilots proliferate in silos. Each department optimizes for local ROI. Cost savings dominate the narrative. AI outputs are treated as answers. Strategy remains PowerPoint-deep. Same tools. Different outcomes. Research already shows that AI’s effects are uneven and contingent on organizational context. Harvard’s Digital Data Design Institute describes the “jagged technological frontier,” where AI excels at some tasks and struggles with others, reshaping collaboration patterns in unpredictable ways. That jaggedness means advantage accrues not to those who deploy fastest, but to those who learn fastest. Similarly, a large-scale NBER study of generative AI in customer support found meaningful productivity gains overall, but with heterogeneous effects, especially benefiting less-experienced workers and reshaping how knowledge diffuses within firms. AI acted not just as an automation tool, but as a mechanism for transmitting best practices. The implication is clear: AI amplifies existing organizational logic. It does not replace it. Automation of confusion One of the most dangerous executive instincts in this moment is to ask: How can AI improve this process? It is the wrong first question. If the process itself reflects outdated assumptions, optimizing it with AI simply makes the misalignment faster and cheaper. You’re not transforming the business. You’re automating confusion. A better question would be: What assumptions about our customers, our economics, and our competitive position are embedded in this workflow? And what happens if those assumptions no longer hold? This is where AI becomes uncomfortable. It forces organizations to confront contradictions they have long managed to ignore. The uncomfortable mirror There is a reason many companies default to cost-cutting narratives when discussing AI. Efficiency is measurable. Headcount reductions translate neatly into quarterly earnings. The story is legible. Strategic introspection is not. When AI surfaces fragmented data architectures, that reflects years of underinvestment in integration. When it reveals contradictory KPIs across divisions, that signals governance failure. When it produces inconsistent outputs because internal knowledge is siloed, that exposes cultural fragmentation. AI does not create these problems, it illuminates them. History should make us cautious about premature metrics. Robert Solow famously observed, “You can see the computer age everywhere but in the productivity statistics” in a 1987 New York Times Book Review piece. The broader productivity paradox of the IT era was later reframed through the idea of a “Productivity J-Curve”: Measurable gains lag because complementary investments (organizational redesign, skill development, new business models) are intangible and poorly captured in early data. AI will likely follow a similar trajectory. The most important gains will be diffuse, embedded in redesigned processes and new forms of coordination, not immediately visible in cost ratios. Treating AI primarily as a payroll-reduction mechanism risks sacrificing long-term structural advantage for short-term optical clarity. From tools to institutional cognition The deeper opportunity in AI isn’t automation. It’s institutional learning. Advanced models make it possible to simulate scenarios, surface anomalies, test counterfactuals, and compress feedback cycles dramatically. But speed creates value only if the organization can update its beliefs. In that sense, competitive advantage shifts upward: from infrastructure to cognition. As Iansiti and Lakhani argued in “Competing in the Age of AI,” AI-driven competition increasingly favors firms that can integrate data, algorithms, and organizational processes into coherent learning systems. The differentiator isn’t the model itself—it’s how tightly it’s woven into decision-making. That is the frontier executives should be thinking about. Not “Which model should we deploy?” But “What do we actually believe about how we win, and are we prepared for AI to challenge that belief?” A new form of competitive advantage AI infrastructure is rapidly commoditizing. Foundation models are widely accessible. Cloud computing is shared. Open-source ecosystems evolve at extraordinary speed. As infrastructure becomes common, differentiation moves upward. Not into proprietary chips. Not into scattered pilots. But into structured organizational intelligence. The companies that will accelerate in the AI era will not be those who automate the fastest. They will be those who learn the fastest, who treat AI outputs as hypotheses, who institutionalize feedback, who align incentives with long-term adaptation rather than short-term optics. AI will not replace strategy, but it will make the absence of one impossible to hide. View the full article

France and Italy are preparing to evacuate citizens but many have yet to launch flights due to closed airspaceView the full article

When I first started my freelance writing business, I assumed I should find clients who would put me on retainer. The appeal seemed obvious: steady income for me, predictable working relationship for the client. I even knew how to structure retainer agreements based on my prior roles at marketing agencies. But a few months into a solo career, I was willing to take any work that came my way. Which was primarily project-based work, not retainers. I quickly built a business based on ad hoc assignments from many clients, rather than relying on a few. The conventional wisdom would say that I was “doing it wrong.” Every solopreneur forum, coach, and freelancer community says the same thing: Lock in recurring clients. But after three-plus years of running my solo business on almost entirely project-based work, I’ve found the opposite to be true. Chasing retainers isn’t the only path to a stable solo business … and it might not even be the best one. The case against putting all your eggs in the retainer basket Retainers feel stable, but they can create real risk in your business. If one or two retainer clients make up the bulk of your income, losing one creates a giant hole. And, depending on your work, that hole might not be easy to fill immediately. The “stability” of retainers is often an illusion. You’re dependent on a small number of clients continuing to renew, and the decision might be outside your control. Budgets get cut. Leadership changes. Priorities shift. None of that has anything to do with the quality of your work. Retainers can also be a harder sell. When budgets are tight, asking a potential client to commit to a six-month engagement is a bigger ask than scoping a single project. That’s how I found myself with almost entirely project-based work. It lowered the barrier to entry: It was easier for a potential client to say yes to one deliverable than to an ongoing commitment. Clients can flex up or flex down how much work they send me, depending on their current needs. How project-based work builds a stronger foundation When you don’t have retainers to fall back on, you’re forced to create habits that actually sustain a solo business, including: Consistent marketing. I post on LinkedIn, nurture referral relationships, and stay visible because I’m always on the lookout for my next project. I can’t afford to go quiet for three months and hope the work shows up. Pipeline management. Retainer-dependent solopreneurs often stop marketing once they’re “full.” Then a client leaves, and they’re scrambling. (I’ve seen it happen many times.) Client diversification. With more clients at any given time, losing one is rarely catastrophic. Losing one project out of six is manageable. Losing one retainer out of two is stressful. I maintain all of these habits even when I’m busy. I have to trust that my next project is on the horizon—so I have to do the work to make sure it is. Project-based work doesn’t mean more hustle. On the contrary, if you build repeatable systems, it means that finding the next project isn’t a crisis every time. Doing these things is just part of running your business. Prioritize the habits that keep your income stable None of this is anti-retainer. Some solopreneurs offer services that naturally lend themselves to ongoing work or long engagements. If retainer clients are part of your business, that’s great. But I’d encourage you to maintain your marketing and pipeline habits as if those retainers suddenly don’t renew—because that’s always a real possibility. The solopreneurs who build sustainable businesses are the ones who’ve built the habits to keep a steady stream of work coming in. View the full article

European indices and US futures down as conflict escalates across regionView the full article

It’s a number that Donald The President’s business-focused mind would surely be proud of: Nearly $530 million was wagered on Polymarket trying to predict the timing of when the United States and Israel would strike Iran. And at least half a dozen gamblers struck it rich after they lucked out. Or did they? A number of the biggest winners from wagering on the Iran strikes had created their accounts that same month and bought their stakes in the trade long before the bombs were unloaded. It’s similar to a pattern seen by keen-eyed (or lucky) gamblers who managed to predict the capture and arrest of then-President of Venezuela Nicolás Maduro just before it happened—and hit the jackpot in the process. For some users, it’s a revolution. “They allow you to make money directly on real-world events in a way that has not been done before,” says Karl Lockhart, assistant professor of law at DePaul University. Lockhart believes that the prediction markets are using real-world events—from the words President Donald The President might say in his State of the Union speech to the time and date of when the attacks on Iran would take place—as little more than a “marketing strategy.” He points out that Kalshi, for instance, could remove many if not all of its political contracts and still be sitting pretty because sports account for 90% or more of revenue. But it’s the political stuff that gets people engaged—and enraged, especially, it seems, when they realize that some in the market appear to have a better base of understanding of what’s coming around the corner. The Israeli government said last month it had arrested military reservists for allegedly aiming to profit off of insider information about when the country would launch attacks. It’s not just in politics and warfare that suspicious activity is happening: OpenAI recently let go of an employee for placing bets on Kalshi using information they had by dint of being employed by the AI company. Insider trading on stock markets is forbidden under law. For prediction markets, however, there’s nothing improper about it. Some even suggest that the engagement of those who have additional knowledge is a boon, because it helps accurately set the odds for markets. “It feels like—to some degree—these entities are flying pretty close to the sun,” says Kelly, who is a specialist on betting and corruption. There’s no suggestion that either platform is corrupt, and both platforms’ U.S. arms are regulated by the Commodity Futures Trading Commission. But there’s an increasing unhappiness among those trying to make it rich on the platforms who feel they’re disadvantaged compared to gamblers with inside information. And when they do win—as in the case of those who laid bets on whether Iranian Supreme Leader Ali Khamenei would be “out” of his role, only to find their bets refunded because “out” didn’t cover “dead”—the victory can feel bittersweet, or be snatched from them entirely. (Neither Polymarket nor Kalshi responded to a request for comment.) Regulators increasingly feel compelled to act. Alongside states including Nevada, Massachusetts, New York, and Tennessee, where gaming regulators and attorneys general have filed lawsuits or issued cease-and-desist orders against Kalshi and Polymarket over alleged unlicensed gambling, there’s a broader consensus forming about the need to intervene. Former The President official Mick Mulvaney is spearheading an initiative to more tightly oversee how these markets operate. The head of steam against prediction markets feels like a turning point—but it will have to come soon. The more attention that’s drawn to them, the more people are likely to pick up their wallet and connect it to the platforms. “It’s one of these markets that is driven by interest, because we’re inundated with information about it,” says John Holden, associate professor in business law and ethics at Indiana University’s Kelley School of Business. However, when people get onto the markets, they seem to quickly realize that they’re not on equal footing with every other user. “To them, it feels like gambling, because the odds are stacked against them no matter what,” notes DePaul University’s Lockhart. Then they get pissed, as Trustpilot reviews for both websites demonstrate. And that’s terminal for their popularity. As Lockhart says, it “destroys the public’s confidence in the market.” View the full article

Bank explores extension of chief executive Sergio Ermotti’s tenure as it prepares for continued uncertaintyView the full article

Philip Lane says extended conflict and disruption to energy supplies could also lead to ‘sharp’ drop in Eurozone outputView the full article

Maga figures drown out opponents of conflict with loud support for the president View the full article

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Team building is crucial for small groups, as it improves collaboration and nurtures strong relationships. Various activities can achieve this, from virtual coffee chats that encourage informal discussions to problem-solving challenges like escape rooms. Games such as “Two Truths and a Lie” and office trivia promote engagement as tailored scavenger hunts encourage teamwork. Each activity is designed to strengthen bonds and improve communication. There’s much more to explore regarding these activities and their benefits. Key Takeaways Organize virtual coffee chats to foster informal connections and improve team cohesion among small groups. Engage in “Two Truths and a Lie” for fun interactions and to enhance understanding among team members. Conduct escape room challenges that promote problem-solving, communication, and collaboration in a thrilling environment. Implement scavenger hunts to encourage teamwork and friendly competition through dynamic and interactive activities. Create a memory wall that allows team members to share and reminisce about positive experiences, strengthening interpersonal connections. Virtual Coffee Chats Virtual coffee chats serve as an effective way for team members to connect in a relaxed setting, especially in remote or hybrid work environments. These informal gatherings allow you to engage in conversations without a formal agenda, mimicking the casual interactions you’d typically have in an office. By discussing various topics, like ideas, stories, and mutual interests, you can cultivate rapport among team members and build genuine connections. Regularly scheduled virtual coffee chats can improve team cohesion and communication, making them crucial team-building activities for small groups. To facilitate consistent engagement, consider using platforms like CoffeePals, which automate the pairing of team members for these chats. Incorporating fun elements, such as staff games for teachers, can further enrich these sessions, making them not just productive but also enjoyable. Two Truths and a Lie “Two Truths and a Lie” is a straightforward game that can energize your team-building session. Each participant shares two true statements and one false statement about themselves, as others guess which one is the lie. To make the most of this activity, we’ll cover crucial game setup instructions, tips for encouraging participation, and best practices to guarantee everyone has fun. Game Setup Instructions To get started with “Two Truths and a Lie,” each participant needs to think of three statements about themselves—two should be true, whereas one should be a lie. This game works best in small groups of 3 to 10 participants. Follow these setup instructions: Gather your group: Assemble everyone in a comfortable setting where they can hear each other. Explain the rules: Clarify that each person will share three statements about themselves. Take turns: Have each participant share their statements as others listen carefully. Guess the lie: After a person shares, the rest of the group will discuss and guess which statement is the lie. This activity lasts about 10-15 minutes and helps encourage engagement and comprehension among team members. 2. Encouraging Participation Tips Encouraging participation in “Two Truths and a Lie” can greatly improve the experience for everyone involved. To motivate your team, remind them that this game helps promote deeper connections through shared personal stories. Here are some tips to improve engagement: Strategy Description Create a Comfortable Setting Guarantee everyone feels relaxed and open to sharing. Model the Activity Start with your own statements to set the tone. Encourage Active Listening Emphasize the importance of paying attention to others’ statements. Celebrate Creativity Acknowledge original or surprising truths to boost enthusiasm. 3. Best Practices for Fun Creating an enjoyable experience during “Two Truths and a Lie” involves implementing best practices that improve the fun and engagement of the activity. To maximize the effectiveness of this icebreaker, consider the following: Encourage Creativity: Prompt participants to think outside the box when crafting their statements, leading to more surprising revelations. Set a Time Limit: Keep the game within 15-30 minutes to maintain energy and engagement. Foster Inclusivity: Guarantee everyone has a chance to share, especially in small groups, to deepen connections. Adapt for Settings: Whether in-person or virtual, tailor your approach to fit the environment for better participation. Escape Room Challenges Escape Room Challenges are an effective way to improve problem-solving skills and boost team collaboration. As you work against the clock to solve various puzzles and riddles, your group will need to communicate and strategize efficiently, cultivating a stronger bond among members. These challenges not just promote critical thinking but also create a fun environment that can lead to lasting improvements in team dynamics. Problem-Solving Skills Enhancement Despite many team-building activities focus on trust and communication, escape room challenges stand out for their unique ability to improve problem-solving skills under pressure. In these immersive experiences, teams tackle intricate puzzles and riddles as they race against the clock, which encourages critical thinking. Here’s how escape rooms boost problem-solving skills: Time Pressure: You must think quickly and adapt your strategies. Engaging Storylines: The themes captivate participants, making problem-solving enjoyable. Team Communication: Effective dialogue helps leverage each member’s strengths. Confidence Building: Successfully overcoming challenges boosts your team’s morale. Team Collaboration Boost When teams engage in escape room challenges, they not merely face thrilling scenarios but also improve their collaboration skills. These immersive experiences require you and your team to communicate effectively, delegate tasks, and solve puzzles under pressure. The time constraints promote a sense of urgency that encourages camaraderie and strengthens team dynamics. As you navigate through the various challenges, you’ll discover improved problem-solving abilities and creative thinking. Here’s a quick look at what you gain from escape room challenges: Benefits Description Improved Communication Teams learn to share ideas and listen actively. Task Delegation Members assign roles based on individual strengths. Critical Thinking Puzzles encourage innovative approaches to obstacles. Strengthened Camaraderie Shared experiences lead to closer team bonds. Build a Tower The “Build a Tower” activity is a dynamic and engaging way for small groups to improve their teamwork and problem-solving skills. In this exercise, teams compete to construct the tallest freestanding tower using basic materials like straws, tape, or paper. Here’s how you can get started: Gather Materials: Provide each team with limited supplies to encourage resourcefulness. Set a Time Limit: Allow 15-30 minutes for planning and construction, creating a sense of urgency. Encourage Collaboration: Teams must strategize and brainstorm together, enhancing communication and participation among all members. Measure and Reflect: At the end, measure the towers and discuss what worked and what didn’t. This activity promotes friendly competition and encourages critical thinking, making it an excellent icebreaker for team-building events as it advances fundamental skills like creativity and teamwork. Office Trivia Office Trivia serves as an engaging and interactive way for small teams to bond as they test their knowledge of workplace-related topics. This competitive game involves answering quirky questions that not only improve engagement but also encourage knowledge sharing among team members. By incorporating fun facts about the company, its history, and employees, you can make the trivia more personalized and relatable, nurturing a deeper connection among participants. Suitable for groups of 3 to 8, Office Trivia allows for intimate interactions and discussions during the trivia rounds. As team members compete, hidden strengths and knowledge surfaces, contributing to a stronger sense of camaraderie and team spirit. The friendly competition boosts teamwork, leading to a positive and enjoyable work environment. Overall, Office Trivia is an effective activity that combines learning with fun, making it an excellent choice for building relationships within small teams. Memory Wall Memory Wall activities create an opportunity for team members to reflect on positive or humorous work experiences by writing them down on paper, which is then displayed for everyone to see. This activity encourages sharing and reminiscing, promoting a sense of belonging and community among team members. Here’s how to implement a Memory Wall effectively: Provide paper and pens for everyone to write their memories. Choose a wall or whiteboard where the memories can be easily displayed. Allow participants to read their memories aloud, inviting others to guess who wrote each one. Encourage discussions around the memories shared to improve interpersonal connections. Scavenger Hunt Scavenger hunts offer a dynamic way to engage small groups, regardless of being indoors or outdoors. This versatile activity can be customized to fit various settings and themes, making it suitable for any team. Participants solve riddles and follow clues to find hidden items, which promotes teamwork, problem-solving, and friendly competition among teammates. Typically lasting between 45 to 60 minutes, scavenger hunts allow ample time for exploration and interaction during high engagement levels. As team members collaborate to decipher clues and strategize their searches, they improve communication skills. You can further tailor the scavenger hunt to align with specific team goals or objectives, increasing its relevance and effectiveness in building camaraderie. By incorporating elements that resonate with your group’s interests, you can create a memorable experience that encourages stronger connections and a sense of achievement among participants. Frequently Asked Questions What Are Fun Activities for Small Work Groups? For small work groups, consider activities like “Two Truths and a Lie,” which helps members share personal stories. The “Marshmallow Challenge” encourages collaboration by having teams construct the tallest structure with limited materials. A “Scavenger Hunt” improves communication skills as participants solve clues together. Furthermore, collaborative storytelling promotes creativity, whereas games like Team Charades elevate non-verbal communication and morale, making these activities effective for team engagement and cohesion. What Are Fun Team Building Activities? When considering fun team-building activities, you can explore icebreaker games like “Two Truths and a Lie,” which encourage communication and rapport. Creative challenges such as the “Marshmallow Challenge” promote teamwork through hands-on problem-solving. Engaging in activities like “Pictionary” improves creativity and communication skills. Furthermore, group storytelling promotes personal connections among members, creating a supportive environment. These activities not just boost morale but likewise improve collaboration and trust within the team. What Are 30 Minute Team Building Activities? You can engage in various 30-minute team building activities that promote communication and collaboration. Activities like a Blind Maze challenge participants to guide blindfolded teammates, enhancing trust and teamwork. Quick icebreakers, such as Two Truths and a Lie, help members share personal insights. For creative problem-solving, consider the Marshmallow Challenge, where teams build structures with limited materials. Tailoring these activities to your group’s dynamics guarantees effective engagement and strengthens relationships within a short timeframe. What Is a Fun Game for a Small Group? A fun game for a small group is “Two Truths and a Lie.” In this activity, each person takes turns sharing two true statements and one false one about themselves. The rest of the group then guesses which statement is the lie. This game promotes interaction and can lead to surprising discoveries about your teammates. It’s simple to set up, requires no materials, and effectively breaks the ice during encouraging conversation. Conclusion Incorporating engaging team-building activities can greatly improve collaboration and camaraderie within small groups. Whether you choose virtual coffee chats for informal discussions or challenge your team with escape room tasks, each activity nurtures vital skills like communication and problem-solving. From sharing experiences on a memory wall to strategizing during scavenger hunts, these activities not only boost teamwork but additionally create lasting memories. By implementing these strategies, you can cultivate a more cohesive and productive team environment. Image via Google Gemini This article, "7 Engaging Team Building Activities for Small Groups" was first published on Small Business Trends View the full article

Team building is crucial for small groups, as it improves collaboration and nurtures strong relationships. Various activities can achieve this, from virtual coffee chats that encourage informal discussions to problem-solving challenges like escape rooms. Games such as “Two Truths and a Lie” and office trivia promote engagement as tailored scavenger hunts encourage teamwork. Each activity is designed to strengthen bonds and improve communication. There’s much more to explore regarding these activities and their benefits. Key Takeaways Organize virtual coffee chats to foster informal connections and improve team cohesion among small groups. Engage in “Two Truths and a Lie” for fun interactions and to enhance understanding among team members. Conduct escape room challenges that promote problem-solving, communication, and collaboration in a thrilling environment. Implement scavenger hunts to encourage teamwork and friendly competition through dynamic and interactive activities. Create a memory wall that allows team members to share and reminisce about positive experiences, strengthening interpersonal connections. Virtual Coffee Chats Virtual coffee chats serve as an effective way for team members to connect in a relaxed setting, especially in remote or hybrid work environments. These informal gatherings allow you to engage in conversations without a formal agenda, mimicking the casual interactions you’d typically have in an office. By discussing various topics, like ideas, stories, and mutual interests, you can cultivate rapport among team members and build genuine connections. Regularly scheduled virtual coffee chats can improve team cohesion and communication, making them crucial team-building activities for small groups. To facilitate consistent engagement, consider using platforms like CoffeePals, which automate the pairing of team members for these chats. Incorporating fun elements, such as staff games for teachers, can further enrich these sessions, making them not just productive but also enjoyable. Two Truths and a Lie “Two Truths and a Lie” is a straightforward game that can energize your team-building session. Each participant shares two true statements and one false statement about themselves, as others guess which one is the lie. To make the most of this activity, we’ll cover crucial game setup instructions, tips for encouraging participation, and best practices to guarantee everyone has fun. Game Setup Instructions To get started with “Two Truths and a Lie,” each participant needs to think of three statements about themselves—two should be true, whereas one should be a lie. This game works best in small groups of 3 to 10 participants. Follow these setup instructions: Gather your group: Assemble everyone in a comfortable setting where they can hear each other. Explain the rules: Clarify that each person will share three statements about themselves. Take turns: Have each participant share their statements as others listen carefully. Guess the lie: After a person shares, the rest of the group will discuss and guess which statement is the lie. This activity lasts about 10-15 minutes and helps encourage engagement and comprehension among team members. 2. Encouraging Participation Tips Encouraging participation in “Two Truths and a Lie” can greatly improve the experience for everyone involved. To motivate your team, remind them that this game helps promote deeper connections through shared personal stories. Here are some tips to improve engagement: Strategy Description Create a Comfortable Setting Guarantee everyone feels relaxed and open to sharing. Model the Activity Start with your own statements to set the tone. Encourage Active Listening Emphasize the importance of paying attention to others’ statements. Celebrate Creativity Acknowledge original or surprising truths to boost enthusiasm. 3. Best Practices for Fun Creating an enjoyable experience during “Two Truths and a Lie” involves implementing best practices that improve the fun and engagement of the activity. To maximize the effectiveness of this icebreaker, consider the following: Encourage Creativity: Prompt participants to think outside the box when crafting their statements, leading to more surprising revelations. Set a Time Limit: Keep the game within 15-30 minutes to maintain energy and engagement. Foster Inclusivity: Guarantee everyone has a chance to share, especially in small groups, to deepen connections. Adapt for Settings: Whether in-person or virtual, tailor your approach to fit the environment for better participation. Escape Room Challenges Escape Room Challenges are an effective way to improve problem-solving skills and boost team collaboration. As you work against the clock to solve various puzzles and riddles, your group will need to communicate and strategize efficiently, cultivating a stronger bond among members. These challenges not just promote critical thinking but also create a fun environment that can lead to lasting improvements in team dynamics. Problem-Solving Skills Enhancement Despite many team-building activities focus on trust and communication, escape room challenges stand out for their unique ability to improve problem-solving skills under pressure. In these immersive experiences, teams tackle intricate puzzles and riddles as they race against the clock, which encourages critical thinking. Here’s how escape rooms boost problem-solving skills: Time Pressure: You must think quickly and adapt your strategies. Engaging Storylines: The themes captivate participants, making problem-solving enjoyable. Team Communication: Effective dialogue helps leverage each member’s strengths. Confidence Building: Successfully overcoming challenges boosts your team’s morale. Team Collaboration Boost When teams engage in escape room challenges, they not merely face thrilling scenarios but also improve their collaboration skills. These immersive experiences require you and your team to communicate effectively, delegate tasks, and solve puzzles under pressure. The time constraints promote a sense of urgency that encourages camaraderie and strengthens team dynamics. As you navigate through the various challenges, you’ll discover improved problem-solving abilities and creative thinking. Here’s a quick look at what you gain from escape room challenges: Benefits Description Improved Communication Teams learn to share ideas and listen actively. Task Delegation Members assign roles based on individual strengths. Critical Thinking Puzzles encourage innovative approaches to obstacles. Strengthened Camaraderie Shared experiences lead to closer team bonds. Build a Tower The “Build a Tower” activity is a dynamic and engaging way for small groups to improve their teamwork and problem-solving skills. In this exercise, teams compete to construct the tallest freestanding tower using basic materials like straws, tape, or paper. Here’s how you can get started: Gather Materials: Provide each team with limited supplies to encourage resourcefulness. Set a Time Limit: Allow 15-30 minutes for planning and construction, creating a sense of urgency. Encourage Collaboration: Teams must strategize and brainstorm together, enhancing communication and participation among all members. Measure and Reflect: At the end, measure the towers and discuss what worked and what didn’t. This activity promotes friendly competition and encourages critical thinking, making it an excellent icebreaker for team-building events as it advances fundamental skills like creativity and teamwork. Office Trivia Office Trivia serves as an engaging and interactive way for small teams to bond as they test their knowledge of workplace-related topics. This competitive game involves answering quirky questions that not only improve engagement but also encourage knowledge sharing among team members. By incorporating fun facts about the company, its history, and employees, you can make the trivia more personalized and relatable, nurturing a deeper connection among participants. Suitable for groups of 3 to 8, Office Trivia allows for intimate interactions and discussions during the trivia rounds. As team members compete, hidden strengths and knowledge surfaces, contributing to a stronger sense of camaraderie and team spirit. The friendly competition boosts teamwork, leading to a positive and enjoyable work environment. Overall, Office Trivia is an effective activity that combines learning with fun, making it an excellent choice for building relationships within small teams. Memory Wall Memory Wall activities create an opportunity for team members to reflect on positive or humorous work experiences by writing them down on paper, which is then displayed for everyone to see. This activity encourages sharing and reminiscing, promoting a sense of belonging and community among team members. Here’s how to implement a Memory Wall effectively: Provide paper and pens for everyone to write their memories. Choose a wall or whiteboard where the memories can be easily displayed. Allow participants to read their memories aloud, inviting others to guess who wrote each one. Encourage discussions around the memories shared to improve interpersonal connections. Scavenger Hunt Scavenger hunts offer a dynamic way to engage small groups, regardless of being indoors or outdoors. This versatile activity can be customized to fit various settings and themes, making it suitable for any team. Participants solve riddles and follow clues to find hidden items, which promotes teamwork, problem-solving, and friendly competition among teammates. Typically lasting between 45 to 60 minutes, scavenger hunts allow ample time for exploration and interaction during high engagement levels. As team members collaborate to decipher clues and strategize their searches, they improve communication skills. You can further tailor the scavenger hunt to align with specific team goals or objectives, increasing its relevance and effectiveness in building camaraderie. By incorporating elements that resonate with your group’s interests, you can create a memorable experience that encourages stronger connections and a sense of achievement among participants. Frequently Asked Questions What Are Fun Activities for Small Work Groups? For small work groups, consider activities like “Two Truths and a Lie,” which helps members share personal stories. The “Marshmallow Challenge” encourages collaboration by having teams construct the tallest structure with limited materials. A “Scavenger Hunt” improves communication skills as participants solve clues together. Furthermore, collaborative storytelling promotes creativity, whereas games like Team Charades elevate non-verbal communication and morale, making these activities effective for team engagement and cohesion. What Are Fun Team Building Activities? When considering fun team-building activities, you can explore icebreaker games like “Two Truths and a Lie,” which encourage communication and rapport. Creative challenges such as the “Marshmallow Challenge” promote teamwork through hands-on problem-solving. Engaging in activities like “Pictionary” improves creativity and communication skills. Furthermore, group storytelling promotes personal connections among members, creating a supportive environment. These activities not just boost morale but likewise improve collaboration and trust within the team. What Are 30 Minute Team Building Activities? You can engage in various 30-minute team building activities that promote communication and collaboration. Activities like a Blind Maze challenge participants to guide blindfolded teammates, enhancing trust and teamwork. Quick icebreakers, such as Two Truths and a Lie, help members share personal insights. For creative problem-solving, consider the Marshmallow Challenge, where teams build structures with limited materials. Tailoring these activities to your group’s dynamics guarantees effective engagement and strengthens relationships within a short timeframe. What Is a Fun Game for a Small Group? A fun game for a small group is “Two Truths and a Lie.” In this activity, each person takes turns sharing two true statements and one false one about themselves. The rest of the group then guesses which statement is the lie. This game promotes interaction and can lead to surprising discoveries about your teammates. It’s simple to set up, requires no materials, and effectively breaks the ice during encouraging conversation. Conclusion Incorporating engaging team-building activities can greatly improve collaboration and camaraderie within small groups. Whether you choose virtual coffee chats for informal discussions or challenge your team with escape room tasks, each activity nurtures vital skills like communication and problem-solving. From sharing experiences on a memory wall to strategizing during scavenger hunts, these activities not only boost teamwork but additionally create lasting memories. By implementing these strategies, you can cultivate a more cohesive and productive team environment. Image via Google Gemini This article, "7 Engaging Team Building Activities for Small Groups" was first published on Small Business Trends View the full article

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Chancellor will seek to promote ‘stability dividend’ in Spring forecast on Tuesday View the full article