THINGS

To Do with

Ropes

Instructions and Materials List

Project Adventure, Inc.

Advancing Active Learning
Item #74034

Item # 71360 (guide only)

THINGS
To Do with

Ropes

overview
This rope kit has multiple applications, all using pieces of rope. These ideas are a
starting point. Use your own creativity to find more uses for these props.
Mergers is a group initiative problem with a unique and unexpected solution
requiring thinking out-of-the-box and breaking paradigms.
Spaghetti Junction (a.k.a. To Be Or Not To Be) is a small group initiative that
focuses on observation, decision-making and building consensus.
The Almost Infinite Circle is a challenging problem for two people,
sometimes used in Mastermind (a kit that includes a variety of brain teaser
types of activities).
Rope Tricks (Nine Lines, Five Triangles, Eight Pieces of Pie, Squarely, 6 From 9)
are adaptations of Mastermind activities commonly done on paper. By using
the ropes, you change the problem to a physical task that requires teamwork
and problem solving, and you make the tasks bigger and more visible which
enhances participation. When using Mastermind activities, presenting a
combination of mental, paper-oriented puzzles balanced with some hands-on
problems usually produces the best results.
The ropes can also be used for:

marking spots for the initiative Traffic Jam (Silver Bullets, p.98)
extra obstacles for a 3-D Minefield set-up (Quicksilver, p. 146)
to connect people for Traveling Moonball (Quicksilver, p. 206)

CAUTION: Due to the thin diameter of these ropes, if two people are holding a
rope section as a connector, caution them to be careful of rope burns which may
occur if they hold the rope tightly and allow it to slide through their hands.

THINGS
To Do with

Ropes
mergers

Issues and Outcomes

Typically the following issues can emerge with this activity:

Cooperation versus Competition

Sharing Resources versus Looking Out for Yourself
Out of the Box thinking
What to do when a solution seems impossible, i.e., how to get unstuck
Focusing on how people respond to change

the props
Ropes
Ideally, one rope per person works best and provides maximum participation.
Rope can be cut to different lengths to adjust the difficulty of the activity.
This kit contains:

10 four-foot sections (good for most youth and adult feet)

15 five-foot sections (usable by almost any foot size)
1 ten-foot section
1 fifteen-foot section
1 twenty-foot section

The longer ten-, fifteen- and twenty-foot pieces can be used for the final
circle with larger groups.
Each length of rope is a different color to aid in choosing which pieces to use for
a specific group.
SetUp
Ask each person to take a rope, tie the ends together to form a loop, place the
loop on the floor somewhere in the room, and stand with both feet inside the
loop.
Now youre ready to explain the rules and begin the activity.

the rules
The GOAL: To keep all members of the group safe at all times. Safe means
having both feet inside a rope loop.
INSTRUCTORS NOTE: Specify feet must be inside the loop [the easier
solution] OR on the floor inside the loop [the harder solution]. Either
option is acceptable but the challenge is very different depending on which
rule you choose.
This write-up outlines the rules feet on the ground inside the loop.

1. All participants must start with both feet on the ground inside a loop.

2. Whenever the instructor calls the command, Change, everyone must

move to a new loop if another loop is available. (i.e., people may not stay
in the same loop after a change occurs)
[Note: Adapt the Change command to whatever works best for the
group. Example: working with an organization that is restructuring, call
out a specific change they have encountered each time they have to
shift circles.]

3. Participants are safe only when they have both feet on the ground inside
a loop. If anyone is unsafe at any time, the activity cannot move forward
until all people are safe again.

4. Loops may not be moved, untied or re-tied once they have been placed
on the floor. (People may adjust the loops to fit better around their feet
once they have stepped inside the loop.)

5. People may walk on the floor freely as they move from one loop to
another.
The Action

Start the activity by calling the first Change. Allow sufficient time for people
to move and find a new loop.
As you call subsequent changes, remove one or more loops (as appropriate)
with each command. Observe and monitor if people are safe before giving the
next command.
The end result is to remove all the loops and have everyone fit inside the last
remaining loop. If, at any point, someone is not safe, allow time for the group to
devise a solution to create safety for all before giving the next command.

The Action Helpful Hints

As the activity unfolds, predictably each group will arrive at a point when it
feels the problem becomes impossible. The group needs to find a new solution
to overcome the situation.
The new paradigm involves shifting from the old interpretation of the rules.
Two feet on the ground inside a loop is seen at the start to mean standing up.
To maximize use of space, the group can sit on the floor and have only their
toes or heels touching the floor inside the loop.
This shift in strategy produces a solution that will typically achieve the final
result everyone inside one circle.
Once the group discovers and uses the sitting strategy, the activity moves
forward more quickly. At that point, the instructor can decide to remove
multiple loops to hasten the conclusion or present the challenge: can the group
manage to fit inside one remaining loop? Which loop do you choose?
INSTRUCTORS NOTE:
 Feet on the floor inside the loop variation The end solution with this
rule requires a larger rope loop to accommodate all of the feet. A 20-foot
loop can often fit up to 20 adults who cooperate and work well together.
Presenting the activity several times will allow you to develop a sense of
how big the final loop needs to be. If youre unsure if the loops are big
enough, tie loops together as you pick them up to make one that works.
 Feet inside the loop variation The solution with this rule allows
people to have their feet inside the loop but not necessarily touching
the floor. This interpretation allows stacking of feet in the air making the
size of the last loop less of a concern. More people can usually fit into a
smaller loop than with the rule above.
Be careful not to give away the sitting strategy. The group may struggle
and have difficulty finding this technique, but its important that the group
discovers its own solution.
Variations
To vary the challenge and allow for more creative thinking

Dont include the rules prohibiting moving or untying the loops.

Allow the use of chairs and other materials for support.

Briefing
Sample briefing scenarios could be:
SCHOOL:
 Each person starts in his/her own comfort zone, i.e., inside an individual
rope loop. As we encounter changes in our environment, we need to
become comfortable moving out of our comfort zones and taking risks.
Each change we encounter will be signified by the command Change.
When you hear this command, you must leave your present circle and move
to another loop if one is available. If at any time an individual cannot find
a loop or cannot put both feet inside the loop and be safe, the activity will
stop until all team members are safe. Only when everyone is safe can the
school move effectively forward and make progress.
BUSINESS:
 Each person starts in his/her job, yet we are all connected in achieving
the companys goals. As we move through the restructuring effort, we will
encounter constant change and need to understand how to move quickly
and easily into new positions and develop new relationships with one
another.
 henever you hear the change command or whenever someone calls out
W
an impending change from work, you must leave your current loop and
find a new one if one is available. In order to be successful, we all need to
remain safe in the workplace so our company cannot proceed unless all
team members are safe inside a loop.
Debriefing
Debriefing questions should always be connected to both the goals of the
group and the briefing scenario.
The following questions could frame a debrief:

Initially, how did people respond to the changes? Was your focus on me
or on we?
What motivated your behavior at the outset? What consequences did
that behavior produce?
As the number of loops decreased, what impact did that have on the
groups response? What impact did you see in others?
At any point, did the activity seemingly become impossible? What was
the response of the group?
What did it take for the group to overcome this situation?
What can we learn from this activity about how we manage problems
that seem to lack ready solutions?
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THINGS
To Do with

Ropes

SPAGHETTI JUNCTION
a.k.a. 2B OR NOT 2B created by Dr. Jim Cain [published in Book of Metaphors -Vol. 2]
Issues and Outcomes
Typically the following issues emerge with this activity:

Decision Making
Consensus Building
Observation and Testing Perceptions
The props

Five pieces of rope or accessory cord

Each rope is:

between four and five feet in length
different color (see Variations for other options) and
tied in a loop
Three ropes are generally not enough; seven or more are too challenging. Five
ropes seem to be the right number for most groups.
The setup
Untie one of the loops and string it through all the others so that it connects all
the loops; this one loop becomes a center circle holding all the loops together.
Place the ropes on the floor so that the loops are tangled and bunched together.
Dont create a tangled mess that cannot be sorted through, but also dont
spread the ropes out so much that it is obvious one or more of the ropes is NOT
connected to the others.
Think in terms of layers all the ropes should lay on top of or underneath
the others. How widely the ropes are spread out affects the challenge of the
activity. Err on the side of making it too difficult at first.
This activity tends to work best with smaller groups, 6 10 people. For larger
group sizes, offer two (or more) sets where each group can report out its
decision and check for agreement with the larger team.
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It is best to place the ropes on the floor, table or whatever work surface is
available before the group arrives to do the activity. This technique insures that
the ropes are laid out appropriately and no one can observe which rope is the
connector during the setup.
the rules
The GOAL: For the group to determine which rope links all the rest of the loops.
The group must choose only one rope and all the participants must agree on
the rope chosen.

1. No one may touch or move the ropes during the activity.

2. Participants are free to move around the ropes, to point and share their
opinions. The group must agree to selecting only one rope before the
problem is completed.

3. Once a rope has been selected by the group, it may be worth asking one
of these questions before checking the accuracy of the solution:

Is everyone committed to this solution?

Would you bet a paycheck (or something of value) on your answer?

If not, why? What prevents you from committing to this solution?

The Action
As the group works on this problem, watch and listen carefully. Make note of:

how they gather information and test its accuracy

how, or if, they verify the information
whether all participants seem to be involved in the process
how the group moves from gathering information to making a decision
whether everyone seems to agree with the final solution

Groups will proceed differently with this problem. Some groups may focus on
finding the one rope, trying to verify which rope is the one they want to find.
Other groups may attempt to disqualify ropes, i.e., find a solution by process of
elimination.
variiations
To adjust the challenge level of this activity, have three sets of ropes available.

Most difficult ropes of all the same color

Less difficult ropes in two or three colors (i.e., some ropes are the same
color)
Least difficult all ropes are different colors; no color is repeated

INSTRUCTORS NOTE: Please remember that the positioning of the ropes on

the floor greatly affects the challenge level. Even with different colored ropes,
a tight tangle of ropes will be difficult to solve; and with ropes of the same
color, a loose tangle with few layers will become significantly easier. Both
variables should be considered when setting up this problem for the group.
Briefing
Sample briefing scenarios could be:
Our team is facing a difficult dilemma. We have several solutions available
to us. Our organization lacks the necessary resources to implement more
than one solution. Its imperative that we select one solution, that it be our
best choice and that we all support the decision. Recognize that the choice
we make has significant implications for our future success, so be certain
that our decision incorporates our best thinking and analysis.
Your rescue team has been called to a mountain for a rescue operation.
The equipment has been flown in but your ropes have become badly
knotted together. Speed is of the essence to insure your teams success.
What knot would your team want to untie in order to disconnect all the
other climbing ropes?
Debriefing
Debriefing questions should always be connected to both the goals of the
group and the briefing scenario.
The following questions could frame a debrief:









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How did the group gather information in order to make a decision?

How did people feel during this information gathering stage? Did people
feel that their ideas were heard or ignored, listened to or rejected?
Once information was gathered, was it checked and verified? Did people
feel comfortable with the verification process?
How was one rope selected? What factors influenced the decision?
Did everyone feel comfortable with the decision? If not, how were
differing opinions dealt with?
Did everyone support the final decision? Was everyone committed to the
decision? If not, why not?
Were you willing to bet your next paycheck on the answer chosen by the
team? Why or why not?
Did the team manage to reach a consensus? Was this acceptable to all or
did people give in just to move along without believing in the solution?
What can we learn from this experience about how we solve problems and
make decisions? About how we influence people and achieve consensus?

THINGS
To Do with

Ropes

almost infinite circle

Issues and Outcomes
This activity is usually presented as a two-person initiative problem. It can work
well as a stand-alone activity, or it can be included as a very challenging task in
a Mastermind sequence.
This activity has a high level of challenge and is probably not appropriate for
individuals or groups who have a low frustration level. Achieving the solution
is difficult and will not be achieved in a short time frame by most groups. With
this said, this activity can produce very effective results and should not be
dismissed simply because it is difficult.
The following issues may emerge when using this activity:

Out of the Box Thinking

Dealing with and Managing Frustration
Effective Coaching
Problem Solving Skills and Thinking

The props

Ropes in sets of two

Each rope is approximately 6-10 feet long. Each pair of people gets one
set; each person has one rope.
INSTRUCTORS NOTE: With the ropes in this kit, you will need to tie two rope
pieces together to make one piece long enough to do this activity easily.
The setup

Tie a loop at both ends of each long rope (i.e., after tying two shorter
ropes together) using a slip knot so that the loop can be lengthened and
shortened.
Ask one person to slip both loops over their wrists and tighten them so
that they will not fall off easily. NOTE: The loop should be loose enough
that you can slide a flat hand under the loop while it is on your wrist.
This is for comfort but has nothing to do with the problem.
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Ask the second person to slip on one loop. Before putting on the second
loop, pass your rope under the rope of the other person so that they
are intertwined, i.e., the ropes should be crossed and interconnected so
that the pair cannot walk away from each other the rope links them
together.

Once the two are linked together, the activity can begin.
The rules

The GOAL: For the two people to separate

People must achieve the solution without:

1. cutting the rope,

2. untying the knots, or

3. slipping the knotted loop over their hands.

The participants are free to ask questions during the activity and the instructor
should freely answer them while giving encouragement that a solution exists.
The solution
It is helpful to see this solution; dont be stymied if you dont get it from this
description.

1. Take a bight in the center of your partners rope.

2. Pass this bight under either of your wrist loops so that the bight portion
is closest to your fingers.

3. Pull the bight through the loop and open it to a size that will pass over
your partners hand.

4. Pass the bight over or under (depending on if you passed the bight from
over or under your partners wrist) your partners hand and pull it back
through the loop.

5. Youre free!! If NOT, read the solution again carefully and try it a second
time.

6. If youre still stuck, call for a video.

The action

It is predictable that most people will experience some, if not a lot, of

frustration during this activity. People will try all sorts of contortions and
gyrations, all with no results or making the knot even worse. Suggest that if
people get too tangled, they take the loops off and start again.
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During the action, it can be very helpful to have a coach available to answer
questions and provide some guidance without revealing the solution. This
activity would lend itself well to coaching from individuals who know the
solution.
INSTRUCTORS NOTE: If people reach a point of quitting, providing
encouragement and hints or tips may be appropriate.
It is highly recommended that all participants be shown the solution before
the program ends so that everyone knows that a solution exists.
Briefing
This activity is often presented as a problem that appears impossible.
Identify for the group that they have a very difficult problem to solve. Ask them
to share ideas and problem solving techniques to maximize the success of the
group.
Debriefing
Debriefing questions should always be connected to both the goals of the
group and the briefing scenario.
If used as a stand-alone activity, the following questions could frame a debrief:

How did participants try to solve the problem? What steps did people
take?
Did participants experience frustration? What impact did it have on your
pair? on you?
Did you reach a point of wanting to quit? What caused that feeling?
What did you do to move past that point? Did you seek help?
What can we learn from this activity about managing difficult problems
and dealing with frustration?

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THINGS
To Do with

Ropes

rope tricks
[adapted from Mastermind Kit]
Issues and Outcomes
Mastermind is typically presented as a combination of mental and physical
challenges, all of which emphasize creative problem solving (i.e., divergent
thinking). A group must organize itself to solve as many problems as possible in
the time frame. Mastermind requires organization as well as creativity.
Typically the following issues can emerge when using this activity:

Out of the Box Thinking

Dealing with and Managing Frustration
Effective Use of Resources (i.e., peoples ideas)
Problem Solving Skills and Thinking

The props

Ropes to construct the problems

See each diagram/description for the appropriate Setup.
INSTRUCTORS NOTE: With the ropes in this kit, you will not be able to set
up all of the activities at the same time. Each setup indicates how many rope
sections are necessary for that problem.

The setups
Each activity is described separately. Briefing and Debriefing suggestions are
then outlined collectively at the end of the write-up.

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five triangles

Nine rope pieces needed

All equal length
Set up in triangular pattern as
shown in diagram to right

The rules
OBJECTIVE: Moving only five of the nine rope
pieces, create five triangles.

All ropes/lines must be straight.

SOLUTION:

Move the dotted lines to where the

thin black lines are in the middle of the
triangle creating four small triangles
contained within a fifth larger one.

Grey lines illustrate the previous shape.

SQUARELY

Ten rope pieces needed

All equal length
Setup in square pattern as
shown in diagram to right

The rules
OBJECTIVE: How many squares are contained
in this figure?
SOLUTION:
30 is the correct answer.

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nine lnes

Eleven pieces of rope

6, four foot pieces 5, five foot pieces

Use the 6, four foot pieces to Setup the

pattern shown in diagram

The rules
OBJECTIVE: Add five lines to the six on the floor
to make a total of nine.
SOLUTION: Place the five un-used rope pieces
in the positions marked by the dotted lines.

EIGHT PIECES OF PIE

Six - Seven rope pieces needed

Three - Four pieces tied in a circle

Three unconnected pieces available for

the solution

The rules
OBJECTIVE: Making only three lines, divide the
circle into eight sections using only the three
unconnected rope pieces.
The circle ropes may not be untied. The circle
cannot be altered.
SOLUTION: The key element is that one line is
not straight.

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6 FROM 9

Four rope pieces needed

Three pieces positioned to make the

Roman Numeral IX (9).

One extra piece available for the

solution
The rules

OBJECTIVE: Making only one line with the

rope, make the number 6 from the Roman
Numeral IX (9).
SOLUTION: Use the extra rope to make the
letter S as shown.
Briefing
Mastermind-type activities lend themselves to a broad range of problemsolving scenarios. They can be used as stand-alone activities similar to other
initiatives. They can be used as additional problems to be solved while a group
is working on another initiative (e.g., a Spiders Web). This type of scenario
adds complexity to the work of the group because they have multiple tasks to
perform. This application works well when there is a large group since it creates
more roles and more opportunities for participation. Lastly in Site Central
variations*, Mastermind activities have been presented as the tasks that the
management team must complete during the exercise.
Refer to descriptions in QuickSilver for more Mastermind activity ideas (p. 171).
Sample briefings could include:
Your team faces a daunting challenge. The Master of the Universe has set
before you a complex set of tasks that must be solved before you can return
to your daily lives. The Master is testing your ability to think creatively, to work
past feelings of frustration, to set aside personal impressions of I cant do these
type of problems. To be successful, you will need to rely on the collective skills
of your entire team. You must decide how to divide and use your resources
effectively to solve these problems in the time allowed. At any time during the
activity, the team may ask the instructor for verification of the solutions. If a
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solution is not correct or not acceptable, the team may continue to work on that
problem to achieve a satisfactory answer. The team should focus not only on
finding solutions but also on identifying ways to prevent or overcome people
feeling stuck and unable to make progress.
While you are solving the Spiders Web, your team must also complete these
tasks. For each correct solution that you achieve, your team can earn extra time
for completion of the Web. The group is responsible for monitoring its time and
managing how it uses its resources to achieve solutions for all the activities.
While the Web is bigger and more visible, the smaller puzzles are viewed as
equally important by your leader so it is important that your team not forget or
neglect the other problems before you.
*Note on Site Central Activities
Site Central activities are complex and challenging scenarios for any group.
They should be used only when managing multiple levels of communication
and clarity of roles and responsibilities are relevant to the groups goals, and the
group has demonstrated an ability to handle more complex scenarios.
Site Central setups usually divide the group into two smaller units: a
Management Team of 3-6 people that is located away from the initiative site,
and a Task Team that is actually solving the initiative. The details of these
scenarios are complex and demanding for both instructor and the team. It is
recommended that you experience this type of activity before leading one.
Site Central variations work well with large groups and when bringing multiple
groups together to work on a final initiative.
Debriefing
Debriefing questions should always be connected to both the goals of the group
and the briefing scenario.
The following questions could frame a debrief of Mastermind activities:

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How did the group go about solving the problem(s)?

Did anyone on the team feel stuck at any point during the exercise?
What did you do at that point?
What type of support was present within the team to help people who
were having difficulty?

How did this team use its creativity? What techniques did it use to seek
out-of-the-box solutions?
What did the group learn from this exercise that would be helpful in
solving future problems?
INSTRUCTORS NOTE: With all these activities, the suggested topics and
sample questions are intended as guidelines and suggestions; they offer a
framework for structuring a briefing and a debrief. Obviously, other topics
and issues may emerge as well and instructors need to adjust and focus on
the topics that are important for that particular group at that time, based on
the groups and individuals goals.

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Project Adventure, Inc.

Advancing Active Learning
www.pa.org

1-800-468-8898 or 1-978-524-4556