Customised Good Decision Game

Good Decision has worked with organisational development and change management for over 30 years. We design customised games as learning tools for companies, organisations and authorities. That means we adapt to the customer’s focus areas, values and graphic profile.
Customised games for different purposes:
  • Implementation of directives, visions and values
  • Strengthening and changing corporate culture and codes of conduct
  • Clarify brand
  • Employment challenges
  • Management and leadership challenges
  • Implementation of organisational changes

The Good Decision Game aims to clarify and convey important messages excitingly and engagingly. The game continues to live in the organisation to educate and engage people, managers and employees for many years.

The Good Decision Game and its contents are directly rooted in the management team and the organisation’s directive. However, we gladly assist you if your organisation needs clear guidelines and guidance documents.

The game proved to be a smooth and playful way of making everyone in the organisation involved in our governing practice.

Andres Muld, former GD, Energy Agency

Are you interested in a customised game?

Please do not hesitate to contact us and we will tell you more!

Two examples of challenges:

Games as tools for anchoring brand and strategy

In the case of Loomis, we worked with the Good Decision Game to clearly define their brand name through its graphic image, values and code of conduct. The mission included all 20,000 co-workers in 20 countries.
    The result of this work was so successful and optimistic that we created a second game with Loomis, “Do it right – Do it together”. The aim was to continue working with their values and other management directives.

A jointly documented leadership

In cooperation with business and group managers at Länsförsäkringar Jämtland, we created a common view of how we regard leadership. We worked together with various tools in theoretical situations over a period of almost two years.
    Group managers with their own initiatives were able to put theory into practice in the time between our sessions. Management directives such as core values and the principle of proximity was used as a starting point for how we chose to act in different situations.
    This work was finally set up as a Good Decision Game played by every employee in the organisation, in which the results brought valuable insight and new ideas.

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