The Dice Game…

Okay, this is a bit of departure from social, economic or business thoughts – but heck, it is my website so I get to post whatever I like!

Dice as a Means to an End

I recently taught the dice game twice in the past few weeks. I had to remember the rules so I thought I would jot them down for future reference. My good friend Darryl N. taught my family this game decades ago and we have evolved the rules since then.  Many families I have come across have played variations which I have incorporated.

I like this game primarily because the play is simple and it can be scaled up or down to the either children or adults.  It is both competitive and cooperative and for younger players, it teach strategy, decision making a rudimentary statistical calculations.

Objective:

  • Be the first player to get more than 10,000 points.
  • Variation, if played exact, the winner must get exactly 10,000 points.
  • The amount can be adjusted to accommodate short play times (e.g. play to 5,000).

Equipment and roles:

  • Five die
  • 1 scoring sheet divided into the number of players.
  • 1 Score keeper.
  • 2 or more players.
  • Optional: mulligan markers (see below for Children’s variations).

Scoring:

  • 1 and 5’s score 100 and 50 respectively.
  • Three Of Kind (e.g. 3 Twos) score the number X 100 (e.g. 3xTwo’sx100 = 200).
  • Four of a kind = double three of kind (e.g. 4xTwo’sx100x2 = 400).
  • Five of a kind = double four a kind.
  • A five die straight in one role = 450 points.
  • Five ones in one roll = 10,000 points and automatically wins the game.

Rolls:

  • On the Board: 500 points is required to be on the board
  • Once a player is on the board, they can accept lower point rolls.
  • A roll must have at least one scoring die to be counted (e.g. a 1, 5, of-kind or straight)
  • A roll without a scoring die is a bust.
  • If all dice are scoring, the player must roll all five.
  • If there are non-scoring dice left after a player has taken their points, the next player can roll these dice and build on the previous points.
  • A straight must be immediately scored and then passed on to the next player who will roll all five dice. A straight cannot be used to get on the board.

Rule Variations:

  • If playing exact to 10,000 then the following variation is used to manage rolls that are passed on:
    • If a player rolls at least 500 points and the next player needs less than 500 points to get exactly 10,000, then the roll pass by the second player to the next player.
    • If the next player similarly needs less than 500 points, it pass on to the next player.
    • This continues potentially around the table to the original player.
    • If no player can build on the dice because they all require less than 500 points, it is considered a bust and the natural next player rolls the dice.
  • If playing with children, mulligans can be used:
    • Based on the age of the children, mulligans can be provided.
    • For example, six and under perhaps 6 mulligans, older than six, one less mulligan per age until zero mulligans at age twelve.
    • Mulligans can be used either at any time or only on a single die roll per house rule.
    • A mulligan can be a chip or a piece of candy.
    • If candy, if the mulligan is taken, the player gets to eat the candy.  Any mulligans not used, either the player gets the remaining candy or they must be given to the winner as their prize.
    • The overall intent of the mulligans is to get younger children engaged in the game, teach them strategy and the value of delayed gratification.  Adjust the above rules as required.
  • If playing with adults, a gambling element can be used:
    • Each player must pay for a bust.
    • If they have not reached the minimum 500 points to get on the board, they pay the pot a fixed amount (e.g. a penny or nickel).
    • Similarly if they bust, even after being on the board, they must buy the roll.
    • When a player is down to a single die and wishes to roll that die, they and the other players can bet against the pot.
      • This is done by putting one or more bets in.
      • If the resulting single die is a one or five, the bettors keep their bet plus a payout equal to their bet.
      • E.g. if they bet two nickels, they keep their nickels and draw out two other nickels from the pot.
      • If the resulting roll is not scoring, all players contribute their bets to the pot.
      • They player who wins (e.g. past 10,000 or exact), receives the pot.

Has your family ever played Dice or do you have a variation that you want to share?  If so, drop me a note and I will list them here.

Other Links and Variations

Managing Voldemort Risks

“Voldemort Risks” are unspoken that employees avoid naming due to fear or cultural pressures. It highlights historical examples, like Enron and the Challenger disaster, emphasizing the need for risk identification through methods like whistleblower protections and fostering a high-trust culture. Identifying these risks can improve organizational resilience.

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Cascading Risk Management

I have been thinking about risk management a lot and how to make it as effective as possible.  One concept that I have not seen but I would have expected would be ‘cascading risk management’.

The Neck Bone is Risk Managed by the Head Bone…

Cascading risk management is where senior levels of an organization manage risks that are germane to the entire organization freeing subordinate levels to focus on their specific strategic, tactical and operational risk management.  Here is an example in a fictional state or provincial government or larger for-profit company:

Level Risk Management Example/Comment
Government Wide / National Wide Strategic risks that affect the entire government and central services provided. Government wide IT security, tax policy, inter-government relations.
Ministry/ Department Strategic risks that affect the Department but exclude those identified as belonging to the government.  Government wide risks are inherent to the Ministry’s Risk profile but do not need to be repeated unless they meet one of the following criteria:

  1. The strategic risk is not articulated or articulated broadly enough to reflect the uncertainty faced by the Ministry.
  2. The Ministry has policy-responsibility for the risk, for example tax policy would be expanded upon by the Ministry of Finance.
  3. The political or senior management deems the risk of sufficient importance/context to include despite it being managed by a senior level of the organization.
Ministry of Finance further articulates the risks of debt management or tax policy.

The Ministry of Health further articulates the risks related to a pandemic.

The Ministry of Education reinforces the need to replace retiring teachers.

Division/ Branch Strategic risks that affect a sub-element of the organization but exclude those sufficiently belonging to the above layers of the organization.

The same conditions as discussed above apply but cascaded down one more level.  Note that this level will generate Strategic, Tactical and Operational Risks.

Western Canada Marketing sub-Department.

Tax policy unit of the Ministry of Finance

Team/ Project/ Other Work Unit Tactical and Operational Risks with a reference to the above cascaded risks.  In this manner, the operational area can focus on the most critical risks affecting delivering their contribution to organizational objectives. IT Project Team.

Policy team drafting legislation.

New product launch team.

How is the Cascade Managed?

The above is predicated on the following assumptions:

  • The senior levels of the organization have an effective risk management process including a risk registry available to subordinate areas.
  • Resources managing risk at subordinate levels have a good awareness of the scope, limitations and intended usage for the senior risk management resources.
  • Each of the resulting levels have the ‘container’ to cross reference ‘cascade risks’ that is efficient and effective.
  • As required, a subordinate level can point to a senior level risk and then add or modify it as required.
  • This method is consistent with ISO 31000 as part of the Risk Identification step.

Assuming the above exists the a cascade risk statement may look like this:

  • The Ministry of Finance, Tax Department / Tax Policy Unit has prepared the following risks that may impair its ability to meet its operational objectives.
  • This risks exclude the following risks already articulated and reasonably managed by the indicated entities:
    • Government of Riskastan’s Economic assumptions and risks available via [link…].
    • The Ministry of Finance’s business plan which include significant strategic risks affecting the unit and available via [link…].
    • The Tax Department’s Tactical and Operational plan which includes significant departmental strategic, tactical and select operational risks.
  • The exception to the above exclusions are the following two risks that are further expanded upon by the unit:
    • Risk relating to the price of prunes and the Organization of Prune Exporting Countries to manage supply and thus price for prunes (Riskastan fiscal plan, page 17).
    • Risk related to retaining staff in the Tax Department who can count on both their fingers and their toes (Tax Department Operational Plan, list of assumptions and risks, page 71).