Gamestorming is a book that I expected to hate. After a few experiences of poorly-run “games” in the corporate environment, the thought of forced interaction like this is a definite negative.
With that in mind, I started to skim the book and was impressed by the authors breakdown of the “why” behind using games to stimulate different ways of thinking. Given the right participants, this approach could work.
The first section of the book discusses the anatomy of a “game”, describing the attributes (opening, closing, etc) that are necessary to make an activity conform to this pattern. This should be of interest to most readers; from the perspective of a techie, this gave me some insight as to why meeting facilitators might choose to include these types of interaction rather than rely on simple discussion.
The latter portion of the book is probably of more use to facilitators, project managers and business analysts. This describes examples of games which could be used for specific goals (e.g., winnowing the field of ideas to those which might be useful, prioritizing the best ideas, etc). If you are not tasked with organizing meetings or “innovation” sessions, this section could be skimmed.