18 Critical Thinking Activities, Games & Exercises for Employees in 2026

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Pick a Real Decision

   Choose a current workplace decision the team genuinely needs to resolve. Write it on the flip chart so everyone can see it clearly throughout the session.

   5 min
2. 2

   Assign the Hats

   Distribute the six hat roles (White, Red, Black, Yellow, Green, Blue) to participants or assign them in rotation. Explain each hat's perspective briefly.

   3 min
3. 3

   White Hat: Facts Only

   The White Hat speaker shares only data and known information about the decision. No opinions or judgements allowed during this phase.

   5 min
4. 4

   Red & Black Hats: Feelings and Risks

   Red Hat shares gut feelings and emotional reactions without justification. Black Hat then identifies risks, cautions, and reasons why it might not work.

   5 min
5. 5

   Yellow & Green Hats: Benefits and Ideas

   Yellow Hat highlights the value and benefits of the decision. Green Hat then generates creative alternatives, new angles, and possibilities.

   5 min
6. 6

   Blue Hat: Process Summary

   The Blue Hat facilitator summarises what was heard across all five hats and frames the key question the group must now answer.

   5 min
7. 7

   Synthesize and Decide

   The group uses all six perspectives to reach a sharper, more balanced decision. Capture the agreed outcome and any action steps on the flip chart.

   7 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Six Thinking Hats?
2. Which assumption about your design turned out to be wrong?
3. How did communication affect the final result?
4. Where did the team lose time or clarity during building?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Pick a Real Problem

   State a specific, observable workplace problem clearly on the flip chart. Avoid vague descriptions; the more specific the starting problem, the sharper the root cause.

   5 min
2. 2

   Ask Why #1: Record the First Answer

   The group asks "Why does this problem occur?" and records the answer. This first answer is usually a symptom rather than the true cause.

   3 min
3. 3

   Ask Whys 2–3: Keep Drilling

   Take the answer from Why #1 and ask "Why?" again. Repeat for Why #3. Each iteration moves further from the surface and closer to systemic causes.

   6 min
4. 4

   Ask Why #4: Getting Deeper

   Continue drilling. Teams often find that people, processes, or systems start to emerge as underlying contributors at this stage.

   3 min
5. 5

   Ask Why #5: The Root Cause

   By the fifth why, the team should reach a cause they can actually address through a process, policy, or system change, not just a quick patch.

   3 min
6. 6

   Plan a Fix That Targets the Root

   Design a corrective action aimed at the root cause identified in Why #5. Assign an owner and a deadline for the action.

   5 min
7. 7

   Debrief: Compare Surface vs. Root

   Review the full chain from the original symptom to the root cause. Discuss how the team's initial instinct compared to what the five whys revealed.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Five Whys Analysis?
2. Which assumption about your design turned out to be wrong?
3. How did communication affect the final result?
4. Where did the team lose time or clarity during building?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Distribute Materials

   Provide each team with a set of materials (e.g., spaghetti, tape, string, and a marshmallow). Ensure all teams have the same resources.

   5 min
2. 2

   Build the Structure

   Challenge teams to build the tallest freestanding structure they can using the materials provided, with the marshmallow placed on top. Set a time limit (typically 18–30 minutes).

   5 min
3. 3

   Evaluate and Reflect

   Measure the height of each structure and check if the marshmallow is on top. Discuss the design approaches, teamwork, and problem-solving strategies used during the challenge.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during The Marshmallow Challenge?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Preparation

   Create or select a themed room with a series of puzzles, riddles, and challenges. Ensure the setup is safe, and the puzzles are varied to engage different skill sets.

   5 min
2. 2

   Gather Materials

   Collect necessary items such as locks, keys, clues, and props related to the theme.

   5 min
3. 3

   Form Teams

   Divide participants into small teams of 4–6 people to encourage collaboration and maximize participation.

   5 min
4. 4

   Set the Scene

   Explain the objective: Brief the teams on the scenario, the backstory, and their goal to solve all the puzzles within a set time (usually 60 minutes) to "escape" the room.

   5 min
5. 5

   Review the Rules

   Outline any specific rules, such as not forcing open locks or damaging props, and explain how they can ask for hints if needed.

   5 min
6. 6

   Gameplay

   Start the timer. Begin the activity and let the teams work together to find clues, solve puzzles, and unlock the final solution.

   5 min
7. 7

   Monitor Progress

   Observe the teams as they play, providing hints if requested, and ensuring the game flows smoothly.

   5 min
8. 8

   Debrief and Reflect

   After the time is up, gather everyone to discuss what worked, what didn't, and the strategies used. Highlight the importance of teamwork, communication, and creative problem-solving.

   5 min
9. 9

   Celebrate Success

   Recognize each team's standout decisions, the moments the group changed strategy, and the specific reasoning moves that broke the puzzle. Close with a clear winner and one single takeaway each team will carry into upcoming work.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Escape Room?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Preparation

   Choose or create a murder mystery scenario, assign roles to participants, and distribute character information.

   5 min
2. 2

   Gameplay

   Set the scene and rules, then let participants interact, gather clues, and work together to solve the mystery.

   5 min
3. 3

   Debrief and Reveal

   Reveal the solution, discuss how clues led to the conclusion, and acknowledge participants' efforts and teamwork.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Murder Mystery?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Preparation

   Gather materials: eggs, straws, tape, rubber bands, paper, and plastic bags. Set a time limit of 30–60 minutes depending on complexity.

   5 min
2. 2

   Group Formation

   Divide employees into small teams of 3–5 members so everyone can participate and contribute to the design process.

   5 min
3. 3

   Explanation of Rules

   Each team must design and build a structure to protect an egg from breaking when dropped from a predetermined height. Set constraints such as limiting materials or dimensions.

   5 min
4. 4

   The Building Process

   Teams brainstorm, design, and construct their egg-protection devices within the allotted time. Encourage creativity and teamwork throughout.

   15 min
5. 5

   Drop Test

   Gather all teams and conduct the drop test from the designated height using a ladder, balcony, or raised platform. Observe the result together.

   5 min
6. 6

   Evaluation

   Assess which designs protected the egg and discuss what worked and what didn't. Award points for creativity, durability, and teamwork. Run a debrief on design thinking.

   5 min
7. 7

   Conclude

   Have each team commit to one critical thinking habit they will bring into the next real project, then award the winning team and close with that public commitment captured on the whiteboard.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during the Egg Drop?
2. Which assumption about your design turned out to be wrong?
3. How did communication affect the final result?
4. Where did the team lose time or clarity during building?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Define the Problem

   Clearly state the problem or challenge you want to address. Make sure everyone understands the issue before starting.

   5 min
2. 2

   Reverse Brainstorming

   Ask participants to brainstorm ways to make the problem worse rather than solving it. Encourage them to think creatively about actions or strategies that would exacerbate the issue.

   5 min
3. 3

   Generate Solutions

   Reverse the negative ideas into positive solutions. Discuss how the actions that would worsen the problem can be flipped to create effective solutions. Reflect on the insights gained from this approach.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Reverse Brainstorming?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Set the scenario

   Provide the team with a question or scenario to resolve together.

   5 min
2. 2

   Take Turns

   Participants take turns adding one sentence to build on the previous response, evolving the scenario.

   5 min
3. 3

   Encourage Creativity

   Each new sentence should creatively change the situation, challenging the team to adapt quickly.

   5 min
4. 4

   Conclude

   The activity ends when the team completes the story or reaches a solution.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Improv?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Define the Scenario

   Choose or create a relevant workplace scenario or issue for participants to role-play. Clearly explain the context, objectives, and roles each participant will assume.

   5 min
2. 2

   Conduct the Role Play

   Have participants act out their roles and interact according to the scenario. Allow them time to address the situation and make decisions based on their characters' perspectives.

   5 min
3. 3

   Debrief and Discuss

   After the role play, gather everyone to discuss the experience. Reflect on the strategies used, the effectiveness of communication, and how the scenario relates to real workplace situations.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Role-Playing Activities?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Present the Mystery

   Read the paradoxical scenario aloud. For example: "A man walks into a restaurant, orders albatross soup, and goes home and kills himself." The team's job is to figure out why.

   3 min
2. 2

   Explain the Yes/No Rule

   The facilitator can only answer yes, no, or irrelevant. Teams cannot ask open questions; only yes/no questions. This forces hypothesis-driven inquiry rather than guessing.

   2 min
3. 3

   Begin Questioning

   Teams start asking questions to map the edges of the scenario. Encourage them to test assumptions early rather than building on unverified premises.

   10 min
4. 4

   Form and Test Hypotheses

   As answers accumulate, teams should explicitly state their current theory and then ask questions to prove or disprove it systematically.

   8 min
5. 5

   Reveal the Full Solution

   Once solved (or time is up), the facilitator reveals the complete story. Trace which questions were pivotal and which were red herrings.

   5 min
6. 6

   Debrief the Inquiry Process

   Discuss which assumptions the team held longest and how they were eventually discarded. Connect to real workplace situations where linear thinking fails.

   7 min
7. 7

   Conclude

   Have each participant commit to one specific inquiry technique they will use in their next team meeting or decision review, and capture those commitments publicly so the room can hold each other accountable.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What assumption did your team hold longest before letting it go?
2. Which question turned out to be the most valuable, and why?
3. How did the team's questioning strategy change as answers accumulated?
4. Where do you make assumptions at work that you never explicitly test?
5. What workplace situation feels similar to solving this mystery?
6. What would you do differently if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Introduce the Fallacies

   Brief the team on 5–8 common logical fallacies: ad hominem, straw man, false dichotomy, slippery slope, appeal to authority, and hasty generalisation. Give each participant a reference card.

   5 min
2. 2

   Spot Them in the Wild

   Read 4–6 real-world argument examples aloud, drawn from news, business decisions, or meeting transcripts. Teams race to identify which fallacy is present and name it.

   8 min
3. 3

   Debate a Live Argument

   Present a genuine workplace dilemma (e.g., "We should change this process because we've always done it the old way"). Teams debate it while opponents call out fallacies in real time as they occur.

   8 min
4. 4

   Rebuild the Reasoning

   Take a fallacy-laden argument from step 3 and rewrite it as a logically sound, evidence-based argument. Teams share their rebuilt versions with the group.

   5 min
5. 5

   Reflect on Bias

   Discuss which fallacies the team uses most in real meetings and why those patterns persist. Focus on systems and habits rather than blaming individuals.

   5 min
6. 6

   Apply to Real Decisions

   Each participant identifies one recent workplace decision that may have been influenced by a logical fallacy and shares it briefly with the group.

   4 min
7. 7

   Conclude

   Agree on a shared, polite vocabulary for calling out weak reasoning in future meetings; for example, "I think that might be a false dichotomy; are there other options?" Capture the agreed phrases on the flip chart.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Logical Fallacies Workshop?
2. Which assumption about your design turned out to be wrong?
3. How did communication affect the final result?
4. Where did the team lose time or clarity during building?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Setup

   Prepare a series of puzzles (e.g., logic puzzles, crosswords, riddles) and divide participants into teams. Each team will work on the puzzles in a relay format.

   5 min
2. 2

   Relay Play

   Each team member solves one puzzle before passing it to the next person. Teams continue this process until all puzzles are completed.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Puzzle-Solving Relay?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Define the Topic

   Select a topic or question for discussion that is relevant to the workplace or team dynamics. Ensure it is open-ended and thought-provoking.

   5 min
2. 2

   Facilitate the Discussion

   Arrange Participants: Set up a circle or virtual meeting where everyone can see each other. Start the Discussion: Ask the chosen question and encourage participants to share their thoughts and perspectives.

   5 min
3. 3

   Use Socratic Questioning Techniques

   Ask probing questions that challenge assumptions and encourage deeper thinking. For example, "What is the underlying reason for this issue?" or "How might this perspective change our approach?"

   5 min
4. 4

   Summarize and Reflect

   Conclude the discussion by summarizing the key points and insights gained. Reflect on the different viewpoints shared and how they might influence future actions or decisions. Encourage participants to consider how the discussion can impact their work and interactions.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Socrates Circle?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Explain the Rules

   Each participant takes turns sharing three statements about themselves: two that are true and one that is a lie. The rest of the team must guess which statement is a lie.

   5 min
2. 2

   Take Turns

   Allow each participant to present their three statements. After each person shares, the team discusses and votes on which statement they think is false.

   5 min
3. 3

   Reveal and Discuss

   After guesses are made, the participant reveals which statement was the lie. Discuss the truths behind the statements, fostering conversation and helping team members learn more about each other.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Two Truths and a Lie?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Objective

   Move all disks from the starting peg to the target peg, following the rules.

   5 min
2. 2

   Rules

   Only one disk can be moved at a time. A disk can only be placed on a larger disk or an empty peg.

   5 min
3. 3

   Steps

   Move the top (n−1) disks to the auxiliary peg. Move the largest disk to the target peg. Move the (n−1) disks from the auxiliary peg to the target peg.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Tower of Hanoi?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Explain the Objective

   Inform participants that the goal is to line up in a specific order (e.g., by birthdate, height, or years of experience) without speaking. Clearly state the criteria for the lineup.

   5 min
2. 2

   Initiate the Activity

   Start the activity and let participants begin organizing themselves according to the specified criteria. Ensure they understand they must use non-verbal communication and gestures to coordinate.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Silent Line-Up?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Receive the Puzzle

   Obtain the visual representation of words or phrases. This could be a printed sheet, a digital image, or a projected slide.

   5 min
2. 2

   Analyze the Clues

   Examine the pictures, symbols, or letters presented in the puzzle. Look for familiar shapes, objects, or patterns that might hint at a word or phrase.

   5 min
3. 3

   Interpret the Symbols

   Break down the visual elements into parts that could represent sounds, words, or phrases. For example, a picture of an eye might represent the word "I," and a picture of a bee might represent the sound "B."

   5 min
4. 4

   Combine Interpretations

   Piece together the individual interpretations to form a coherent phrase or solution. This step often requires creative thinking and the ability to see connections between different elements.

   5 min
5. 5

   Verify the Answer

   Check if your solution makes sense and matches the intended message. If the phrase or word seems logical and fits the clues provided, you have likely solved the puzzle correctly.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Rebus Puzzle?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?

Prepare these items before the activity begins so the session runs smoothly.

1. 1

   Distribute Materials

   Provide paper and basic tools.

   5 min
2. 2

   Define Objectives

   Set guidelines for what to build (e.g., a town or structure).

   5 min
3. 3

   Design and Build

   Teams plan and construct their models using only paper.

   5 min
4. 4

   Present and Review

   Share and evaluate each model based on creativity and adherence to guidelines.

   5 min

These outcomes should be reinforced during the debrief.

Use these prompts to convert the activity into workplace learning.

1. What did your team do first during Paper Tower Challenge?
2. Which assumption turned out to be wrong?
3. How did communication affect the result?
4. Where did the team lose time or clarity?
5. What workplace situation feels similar to this activity?
6. What would you change if you ran the activity again?