Observing behavior deformation under real pressure—
the one part that makes people sweat.
Chicken (Schelling 1960) + diffusion of responsibility (Darley & Latané, 1968) + commitment devices: many people does not equal someone responsible; in the "who yields first" game, the first person pushed forward changes the whole group's risk posture. This is the most accurate setting for behavior observation.
The opposite of diffusion of responsibility isn't a slogan, it's a name
① Positioning in one line: Observe behavior deformation under real pressure—this is the most accurate setting for behavior observation, and the only part that makes people sweat.
02The game-theory core
Chicken (Schelling 1960) + diffusion of responsibility (Darley & Latané, 1968) + commitment devices. Many people does not equal someone responsible; in the "who yields first" game, the first person pushed forward changes the whole group's risk posture.
The opposite of diffusion of responsibility isn't a slogan, it's a name.Reference: Schelling (1960); Darley & Latané (1968)
03Players / Grouping / Duration / Venue
12–40 players (4–6 per group, each group with 1 observer); 40 minutes; indoor + big screen.
07Output · Three reporting layers
The pressure-state vs normal-state five-dimension delta ("which situation changes you") + the group's "responsibility closed-loop rate" + number of idle rounds.
| Report | For whom | Hard constraint |
|---|---|---|
| Personal report | The individual | Visible to the individual only |
| Team report | Team / HR | Aggregated results only, no names |
| Leader report | Decision-makers | No names, no individual raw five-dimension values |
08Consequence mechanic
The second round is irreversible—a stated decision cannot be changed, and the named person must take it on the spot. This is the key design (commitment device) that turns "discussion" into "commitment".
09Ending tiers
Mirror
Decision and owner land at the same time, and someone says "I'll take it" on the spot.
Your group has a name that can be trusted under high pressure.
Iron Armor
There is a decision, but no name.
A decision without a name equals a discussion that hasn't begun.
Unseen
No decision reached in time, or a "collective decision".
The opposite of diffusion of responsibility isn't shouting a slogan, it's a name. Saying "who" as a name is what makes a decision.
10Three lines of insight
Pressure doesn't change you, it merely removes your disguise.
Real disagreement isn't what's frightening; what's frightening is "politely smoothing away responsibility".
A newcomer's 40 minutes under pressure is more accurate than a half-year performance review (but for reference only, never a basis for HR decisions).
11Deployment checklist
B5 Pressure Drill · Host Rulebook
12–40 players (4–6 per group + 1 observer) · 40 minutes · indoor + big screen · two irreversible rounds
04Rules & steps (with timing)
- 0–5 min Draw a card: each group draws 1 pressure card (from a deck of 6).
- 5–13 min within the group, three things must be produced: a decision + an owner (real name) + what was given up.
- 13–16 min Report for 3 minutes (state only the three things, no explaining the process).
- 16–28 min Second round "irreversible": an added condition—the decision may not be modified, and the owner's real name takes it on (named on the spot; the named person must say "I'll take it" on the spot).
- 28–40 min Display: the group's five dimensions refreshed under pressure + the normal-state vs pressure-state delta.
05In-game currency and payout table
| Item | Scope |
|---|---|
| In-game currency | None |
| Outcome measure | "Decision–owner" closed-loop achievement rate |
| Penalty record | Failing to reach a decision in time is recorded as an "idle round" (counted into the idle index) |
06Observation points and signal table
| id | Behavior description | Weight |
|---|---|---|
claim | Someone proactively says "I'll take it" | Responsibility +3, Courage +2 |
diffuse | A "we're all responsible together" style of phrasing appears | Responsibility −2, Wisdom −1 |
overtime | No decision reached within 8 minutes | Wisdom −2, Responsibility −1 |
escape | Pushes the decision up to a superior or outside party | Responsibility −2, Courage −1 |
tradeoff | Clearly states "what we gave up" | Wisdom +3, Responsibility +2 |
hide | States only the decision, not the cost | Wisdom −2, Connection −1 |
support | Someone backs up the owner and clarifies the division of labor | Connection +2, Responsibility +1 |
flip | Wants to overturn the first round's decision when round two turns irreversible | Growth −1, Responsibility −1 |
Dimensions: Responsibility / Courage / Wisdom / Connection / Growth.
—Pressure card deck (6 cards)
- A core member takes leave before delivery
- The client overturns the proposal on the spot
- Two departments fight over the same headcount
- You discover a flaw in a superior's decision
- The budget is cut by 30%
- A competitor poaches an entire product line
—Host script
- "Your group now needs only three things: a decision, a real name, and one sentence of 'what we gave up'. No need to explain the process."
- "In round two, the decision can't change. The owner stands up and says 'I'll take it'—named on the spot, no discussion."
07Output · Three reporting layers
The pressure-state vs normal-state five-dimension delta ("which situation changes you") + the group's "responsibility closed-loop rate" + number of idle rounds.
| Report | For whom | Content | Hard constraint |
|---|---|---|---|
| Personal report | The individual | Five dimensions / 16 types / six-decision-dimension radar / blind-spot list / ending tier / insight | Visible to the individual only |
| Team report | Team / HR | Team personality map + complementary network + cooperation decay curve + three metrics | Aggregated results only, no names |
| Leader report | Decision-makers | Three charts + five metrics + structural and risk conclusions | No names, no individual raw five-dimension values |