I’ve got two.
The first is one of the most simple, flexible and effective icebreakers I know.
You can use it with both in-person and online learners, and with people meeting for the first time or within well-established connections.
It’s called “I recommend”.
In small groups participants introduce themselves and recommend one thing to the group – it could be a book, a film, a YouTube channel, or even a place or activity.
It’s simple and quick, but it works on a deeper level.
The biggest strength of this icebreaker is that participants can disclose as much or as little about themselves as they wish. It’s perfect for a group of strangers, because it establishes a sense of relatedness; it creates the human connection that is needed to develop psychological safety.
To make it even less confrontational, I often let people know in advance that this will be the introduction icebreaker, so they can plan what they want to share.
This icebreaker doesn’t need a debrief, but if you pay attention you often see it reappear during breaks. Maybe people have found a shared interest to discuss, want more information about a recommendation, or just use it as safe small talk in the coffee queue.
My favourite icebreaker number 2 is a classic. It’s the one I most often use when I need something with a bit more energy, when people are all together.
It’s ‘Build a tower’. Participants work in teams to build a tower, using some sheets of paper and tape, and balance a ball (or a rubber duck!) on top. The highest tower wins.
It’s a classic because it works well.
It creates energy, because people always seem to get caught up in it – either by the competition or just the challenge itself. People have to work together, yet no-one is put in a position where they might be a weak link who lets the team down. This collaboration builds connection – the starting point of trust.
You can even adapt it by deliberately setting the rules so loosely that people can find loopholes and out-of-the box solutions. I remember one group who realised that the rules did not prevent them from extending sticky tape from the ceiling to add support for a tower that would otherwise have toppled.
But there is one factor that makes this more than just a light-hearted way of establishing a sense of team.
The debrief.
I only use ‘build a tower’ when I know that I can connect the activity with one or more of the course learning outcomes. Maybe it is leadership or teamwork, but it works with subjects as different as inclusion, project planning or positive risk taking. I debrief by pointing out examples of relevant behaviours and skills, and asking the participants to discuss their actions through this lens. This transforms what could have been a throwaway energy-raiser into an integral part of the development process.
There are some caveats and minor costs, but 10 to 15 minutes of building a tower helps forge connections, raise energy levels and gives the facilitator neutral examples that they can refer to throughout the session.
So, what is your favourite icebreaker?
Photo credit: Nick Brice on Unsplash.
