How to achieve maximum: approaches that help you work quickly
Posted: Wed Jan 22, 2025 8:19 am
There is also the issue of internal competition between pavilions for attention. Based on my experience of visiting Expo 2020, I can say that pavilions that did not immerse visitors in the context and did not convey the main idea in a simple and accessible form lost to those that did. It is important to interest visitors as much as possible. This is the jordan telegram database main thing: immediately immerse them in the context and convey the main meanings. People of all categories must be motivated to study everything inside. Several principles are used for this:
immersion and plot;
interactive;
gamification.
For example, in one of the zones of the pavilion of the Ministry of Education we used a plot device - a "time machine" and the transfer of visitors to the past. In the zone itself we created an atmosphere of the 90s with the help of the corresponding attributes of that time - this is nostalgia for our generation and interest for the younger one.
And in the pavilion of the Ministry of Industry we created an immersive cinema with a 360-degree screen, smells, wind and water splash effects. In it, the viewer makes a "journey" through the main industrial achievements: from the foundry to the Arctic and space. Everything was packed into an interesting plot with the main characters - teenagers and the grandfather of one of them, a hereditary industrialist.
Such a surge of emotions at the very beginning makes visitors want to carefully study the next exhibition. In addition, the correct work with visitors' emotions allows you to stimulate interest in the exhibition and effectively convey meanings. The latter, in our experience, is especially important. In our work, we focus on this aspect, which is why we call ourselves "experience engineers".
Don't take on more than you can realistically handle.
Separate teams responsible for different projects. It is also advisable to differentiate responsibility for different areas of the project: maximum flexibility minimizes possible difficulties.
The independence of teams from each other must be combined with an understanding of the common idea. To achieve this, it is necessary to develop common internal documentation so that all employees are equally immersed in the context.
Large meetings practically do not work. It is better to stop at negotiations in small teams (no more than 5-7 people). But in order to keep all teams "in context" it is worth creating an internal press service. For example, share project updates in special internal Telegram channels.
Eliminate mandatory approvals from the entire chain of command. Giving people autonomy allowed decisions to be made at the local level. This stimulated creativity in teams and their mutual motivation for each other's achievements.
immersion and plot;
interactive;
gamification.
For example, in one of the zones of the pavilion of the Ministry of Education we used a plot device - a "time machine" and the transfer of visitors to the past. In the zone itself we created an atmosphere of the 90s with the help of the corresponding attributes of that time - this is nostalgia for our generation and interest for the younger one.
And in the pavilion of the Ministry of Industry we created an immersive cinema with a 360-degree screen, smells, wind and water splash effects. In it, the viewer makes a "journey" through the main industrial achievements: from the foundry to the Arctic and space. Everything was packed into an interesting plot with the main characters - teenagers and the grandfather of one of them, a hereditary industrialist.
Such a surge of emotions at the very beginning makes visitors want to carefully study the next exhibition. In addition, the correct work with visitors' emotions allows you to stimulate interest in the exhibition and effectively convey meanings. The latter, in our experience, is especially important. In our work, we focus on this aspect, which is why we call ourselves "experience engineers".
Don't take on more than you can realistically handle.
Separate teams responsible for different projects. It is also advisable to differentiate responsibility for different areas of the project: maximum flexibility minimizes possible difficulties.
The independence of teams from each other must be combined with an understanding of the common idea. To achieve this, it is necessary to develop common internal documentation so that all employees are equally immersed in the context.
Large meetings practically do not work. It is better to stop at negotiations in small teams (no more than 5-7 people). But in order to keep all teams "in context" it is worth creating an internal press service. For example, share project updates in special internal Telegram channels.
Eliminate mandatory approvals from the entire chain of command. Giving people autonomy allowed decisions to be made at the local level. This stimulated creativity in teams and their mutual motivation for each other's achievements.