What is the Workplace Game?
The Workplace Game is a board game designed to initiate discussions about workplace behaviour among users.
In what context was the Workplace Game developed?
Activity-Based Working (ABW) emerged in the Netherlands in the early 1990s. Large organizations realized that they had a significant amount of office space that was increasingly underutilized. With the rise of remote work, improved tools for collaboration from a distance, and an increase in part-time work, fewer employees were coming into the office full-time.
When implementing ABW, the Dutch government encountered an interesting challenge. Users continued to hold on to their old habits from the traditional office environment, a phenomenon we describe as the “copy-paste effect.” Instead of adapting to the new workspace, employees replicated their traditional way of working. For example, they chose the same desk every day and failed to clean up their workspace at the end of the day. Meetings frequently took place in open workspaces, disturbing colleagues. Some areas designated as shared “cockpits” were turned into personal offices. The anticipated flexibility did not materialize. Because fewer individual desks were available than employees, latecomers often found no workspace. Complaints arose, putting the entire ABW concept at risk.
Can workplace behaviour be changed?
Changing workplace behaviour is not easy. Humans are creatures of habit and develop patterns over time. To avoid uncertainty and increase survival chances, people establish routines and resist change. This evolutionary conservatism makes altering workplace behaviour challenging—but not impossible!
How does the Workplace Game work?
The Workplace Game consists of a game board made up of cards. Each card has a workplace type on the front and a statement on the back. The game is played by a group of six players seated around a table. Players take turns rolling a die, moving a colourful pawn to a card, and reading the statement on the back aloud. Each statement presents a multiple-choice question with four possible answers, the fourth option being open for the group to define.
Players first reflect individually on their answer, then discuss within the group to reach a consensus. The chosen answer is recorded on a response sheet.

What types of statements are included in the Workplace Game?
The game includes approximately 130 statements, allowing for customizable gameplay. The statements are divided into three themes:
- Knowledge & Awareness
- Values & Norms
- Attitude & Behaviour
In consultation with the client, a selection of relevant questions is chosen for the specific project. It is recommended to include a broad range of topics rather than removing all the “sensitive” statements. The goal is not to make the discussion overly tame. To drive real change, confrontation and debate are sometimes necessary.
All statements are designed to spark discussion. For example, consider the following question:
Question 13: In the new work environment, a manager consistently claims a private office. What do you think about this?
- It is acceptable for a manager to claim a private office.
- A manager should be provided with a private office by the organization.
- This is not acceptable; managers should set an example.
- Other: …
There is no single “correct” answer to these questions. Ultimately, the group decides on a solution together. Whether or not players reach a consensus is not the primary goal—the discussion itself is what matters. The aim is to spark conversations about behaviour in the new workplace.
What is the Workplace Game used for?
The Workplace Game is an excellent tool for training users in preparation for transitioning to a new workplace concept. It is not advisable to introduce employees to a new work environment without prior preparation.
The game encourages engagement, allowing players to share personal experiences and expectations about the new work environment, including its benefits and drawbacks. It also provides a platform to discuss potential frustrations and concerns. The Workplace Game creates a safe space where players can express differing opinions. The primary focus is on questioning workplace behaviour, fostering open communication, and collaboratively finding solutions.
What’s next?
The CFPB continues to innovate. A new version of the game has been developed specifically for managers. During the implementation of a new way of working, managers find themselves caught between two opposing forces. On one hand, they are responsible for meeting deadlines and maximizing team output. On the other hand, they must embody the organization’s vision and successfully implement top-level decisions. To them, ABW can feel more like a challenge than a benefit.
For ABW to succeed, managers must also be actively involved. Additionally, they will need to lead teams remotely, adopting a more supportive and coaching role. The coach is born.