Socratic Cards: Pro Edition
Socratic Cards starts as a fun social game or icebreaker, and grows into a heroic journey of leadership, meaning, and mentors.
How? This five minute video takes you through the basics of the Pro Edition. (And it includes more examples of Socratic Cards.)
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Socratic Cards — Standard Edition
50 cards with Socratic questions.
Socratic Cards — Pro Edition
100 cards with Socratic questions and challenges for the Mentor Path.
Frequently Asked Questions
What are Socratic Cards?
Is Socratic Cards a game?
What is the difference between the Standard and Pro Editions?
Who designed Socratic Cards?
What is the philosophy behind the deck?
Does playing Socratic Cards develop skills, such as active listening, critical thinking, empathy, and communication?
Can I purchase in bulk for my organization?
Socratic Cards Directions
Phase I: Play and (re)build meaningful connections
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Play it like a social game or icebreaker.
With a group, start by asking the high energy question. Poll everyone for their immediate reaction, then discuss.
Start each business meeting (or class) with a single Socratic question for four weeks. Watch everyone grow more connected and engaged.
Or with friends, play through four or five questions at a gathering.
- Normalize asking real questions
- Normalize participation
- Normalize high energy
While simple, these high energy questions are really calls to adventure.
Rules
- Before the gathering, the Host selects the cards to use and the order.
- At the gathering, Host reads the top Socratic question.
- Everyone declares a position (usually by show of hands).
- The Host probes, such as asking “why?”, “what are examples or experiences you have had?”,”how could someone test it?”—and the group asks questions of each other.
- [Optional] Each participant awards one point (or a character callout) to the participant who made the most insightful comment (the bon mot).
- Repeat for the agreed number of questions.
Phase II: Grow through completing challenges, and make the world your playground
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Play over days and weeks, using biweekly or weekly gatherings.
Take on challenges that speak to you, and encourage the people around you to make real world progress as well.
The middle "catalyst" question and optional bottom activity on each Pro Edition card provide real ways to matter more at work and home. And even make workplaces a bit more like Ted Lasso's (or John Wooden's).
- Normalize making progress on the journeys that matter
- Normalize community strengthening
- Normalize running experiments to answer important questions
Easy challenges return more energy than they cost to complete, and harder challenges return even more energy.
Rules
- At the beginning of the gathering, anyone who completed a previous challenge shares their experience.
- Engage in a group discussion of the top Socratic question (from the card chosen by the host).
- Engage in a group discussion of the middle "catalyst" question.
- Present the optional challenge from the bottom of the card.
- Participants may choose to commit to the presented challenge or select a different one (or do nothing) then or after the meeting concludes.
Phase III: Lead by taking the Mentor Path, and test-drive your inner hero
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Play over weeks or months.
Imagine a culture that rigorously develops mentors and leaders, where people regularly take on greater challenges to become more powerful and improve their community.
The Socratic Cards Pro Edition include a viral Mentor Path that any group can use to propagate a trackable transformation.
- Normalize asking for help
- Normalize mentoring others
- Normalize a culture that improves itself and its members
The Mentor Path lays out predicable and achievable steps to a total transformation, powered by fun and growth.
▶ Learn more about The Mentor Path
▶ Podcast coverage of designer Clark Aldrich & Socratic Cards
Clark Aldrich (About) shares how Socratic Cards develop leaders.
Karl Kapp Interview: Karl Kapp interviews Clark Aldrich
Rob Alvarez Bucholska Interview: The Blueprint to Leading High-Performing Teams from Day 1
Jake Stahl Interview: Why Organizations Fail to Unlock Human Potential