Earn as Much as You Can (the X-Y Game)

Earn as Much as You Can, also known as the X-Y game, is a cooperation-competition dilemma game attributed to William Gellermann. Four teams play 10 rounds by secretly choosing X or Y, with gains depending on the cumulative choices. The game vividly illustrates the tension between individual interest, team interest, and collective interest. Bonus rounds with negotiation strongly expose trust, promises, and betrayals.

Walkthrough

1. 1

   Set the Framework and Form Teams

   5 min

   Divide participants into 4 teams of as balanced a size as possible, with a total of 8 to 40 people. Set up the teams separately to limit unauthorized exchanges. Simply state: 'Your objective is: earn as much as you can.' Do not explain what 'you' means: this ambiguity is intentional and is at the heart of the game. Specify that the game consists of 10 rounds and that scores will be cumulative.

   Tip — Write only the title visible to all, without adding 'individually', 'by team', or 'all together': any clarification weakens the educational impact.

2. 2

   Explain Choices and the Complete Scoring System

   7 min

   Present the decision rules: in each round, each team secretly chooses X or Y. Teams do not communicate with each other, except before the scheduled bonus rounds. Provide the complete scoring system: 4 X, each team loses 1; 3 X and 1 Y, the Xs gain 1 each and the Y loses 3; 2 X and 2 Y, the Xs gain 2 and the Ys lose 2; 1 X and 3 Y, the X gains 3 and the Ys lose 1 each; 4 Y, each team gains 1. Ensure that everyone understands that the gain depends on the total number of Xs and Ys played.

   Tip — Display the scoring system prominently and keep it visible: this avoids disputes and focuses attention on strategic choices rather than on memory of the rules.

3. 3

   Play Rounds 1 to 4 Without Communication

   10 min

   For each round, announce the number, then give a short time for internal discussion within each team. Say: 'Choose X or Y, write it down, then keep your choice hidden until the signal.' Collect or reveal the choices simultaneously so that no team can adjust to the others. Immediately calculate the gains according to the scoring system and record the cumulative score for each team. Firmly remind that no communication between teams is allowed at this stage.

   Tip — Always use the same ritual for simultaneous revelation, for example, cards turned over at the same signal: the perception of fairness is essential for a good debrief.

4. 4

   Negotiate Then Play Bonus Round 5

   8 min

   Announce that round 5 is a bonus round: the gains and losses for this round will be multiplied by 3. Before the choice, invite each team to designate a representative for negotiation between representatives. Say: 'You can discuss freely, but only the final secret choice of each team will count.' After the negotiation, the representatives return to their teams, which then secretly choose X or Y. Reveal simultaneously, apply the scoring system, multiply the result of the round by 3, and then update the scores.

   Tip — Carefully observe the words used during the negotiation: promise, commitment, condition, threat, or ambiguity. Note them discreetly for reuse in the debrief.

5. 5

   Play Rounds 6 and 7 Without Communication

   6 min

   Resume the standard procedure for rounds 6 and 7, without communication between teams. Each team debates internally, chooses X or Y, then reveals its choice simultaneously with the others. Calculate the gains based on the normal scoring system, without a multiplier, and add them to the cumulative scores. Do not comment on the decisions, even if reactions arise after the bonus round. Your neutrality maintains the pressure of the system and allows participants to interpret behaviours themselves.

   Tip — If a team addresses another, calmly interrupt: 'No inter-team communication now; save that for later or for the debrief.'

6. 6

   Negotiate Then Play Bonus Round 8

   8 min

   Announce round 8 as a new bonus round: the gains and losses will be multiplied by 5. Organise another negotiation between representatives, under the same conditions as before. Remind: 'You can agree, but each team remains free in its final choice.' The representatives then return to their teams, which decide secretly on X or Y. Reveal simultaneously, apply the scoring system, multiply the result of this round by 5, and update the scores.

   Tip — Do not try to make the negotiation 'moral' or 'cooperative': let strategies express themselves, as their contrast with the spoken words will enrich the debrief.

7. 7

   Play Round 9 Then Bonus Round 10

   10 min

   Play round 9 according to the normal rules, without communication, with secret choice, simultaneous revelation, and immediate calculation. Then announce the final bonus round: in round 10, the gains and losses will be multiplied by 10. Organise one last negotiation between representatives, then send them back to their teams for the final secret choice. Reveal the four choices, apply the scoring system, multiply the result by 10, and calculate the final scores. Clearly display the results without yet launching into analysis.

   Tip — Pause for a few seconds after the final display: this time allows emotions, surprise, satisfaction, or frustration to emerge, which will be useful for the debrief.

8. 8

   Debrief the Experience and Connect to Real Situations

   12 to 16 min

   Start with the facts: scores, successive choices, negotiation moments, promises kept or not. Then ask the teams what they were trying to maximise when they heard 'earn as much as you can'. Bring out the different interpretations of 'you': me, my team, the representatives, the four teams, the collective. Finally, connect to professional situations where measurement systems, trust, and incentives make cooperation fragile. Conclude with a transferable learning articulated by the participants.

   Tip — Clearly separate three levels: what happened, what each person felt, and then what this says about organisations. Otherwise, the debrief can become a trial of the teams.

Variants

• Remote version: create 4 sub-groups in video conferencing, use a private channel per team to decide, then ask for simultaneous sending of X or Y to the facilitator via private message. The negotiations for rounds 5, 8, and 10 take place in a dedicated room with one representative per team.
• Short version: play only the 10 rounds with very structured decision times and a tight debrief focused on the meaning of 'you'. Ensure to keep bonus rounds 5, 8, and 10 and their multipliers of 3, 5, and 10.
• Observation version: add one or two observers who do not play and note the arguments used, shifts in trust, and formulations of promise. They only report facts during the debrief, without judging the teams.
• Large group version: beyond small team sizes, require an internal spokesperson and a scribe per team to speed up decisions. The spokesperson only announces that the team is ready, never the choice.