I have lead several strategy sessions. We generally watch the kick-off and download the manual. We let everyone get some excitement and energy out, typically while a mentor or experienced strategy student read tournament section for any surprises. Ranking system is often the #1 thing to understand.
We then do the boring task of reading the game rules as a team. We will also usually read through robot rules, though more briefly looking for changes/updates.
When reading the game rules, if a question arises, we either try to answer it immediately, or if discussion or more information is needed, we have a “parking lot” which is really just a white board or post-it pad or… list that is kept until the end of the reading of the rules. Once we finish reading, a quick stretch, then we go through the parking lot to see if we can answer all the questions/concerns. Anything that cannot be answered, may eventually go to the Q&A, though we usually wait until after the first round of updates.
At this point, we will do a functional decomposition. IE, what are all the things a robot/team/human player can do in a match. If students get stuck, we will use some thought starters like: things that score points, things that inhibit scoring, things that descore, penalties you can get on accident, any penalties you might get on purpose?, odd things to do with field elements, odd things to do with scoring pieces…
Another bio break and some stretching/running around. We will then revisit scoring and objects and do a scoring analysis. Goal is to figure out if there is a maximum score, what a likely early score will look like, what likely high score will look like, what we think it will take to win a district, state championship, world championship…
Usually then we break into smaller groups (4 to 8 students) and develop a conept of operations or basic match strategy per robot and what sort of general systems would be needed to implement the strategy.
Once the groups have written up a basic design, a presenter presents from each group.
We will then go back and revisit scoring analysis and look at a minimum competitive concept. IE, if you have low resources, what must you do to be considered as a partner, what must you do to get into position as a captain. A lot of discussion is spent here talking about ideal strategies and types of robots vs. effect solutions that require less resources.
Usually around this time, the KOP shows up, and we play around a bit with the game piece.
We will then revisit what we think is a good strategy, and what sort of concepts need to be prototyped, what need some experimentation, what need to be designed.
For instance, if a piece is compliant, you often need to figure out what sort of ideal compression to move the piece.
If the overall concept is contingent upon a prototype, then we will work that prototype until we have a good proof of concept. I will say, this was a bigger deal in the past when concepts seemed “newer”, now frequently, those experienced in first will hear an idea, then you can actually attach/associate that with a team/robot in the past. Want to collect balls using bristle brushes? Let’s watch 179 from 2012. Want to use a wheel shooter to shoot 1-3 precise shots of a foam ball, let’s see what the best in the world did in 2012 and 2016. Handling 1 large ball, reference 2014 or 2008. Picking up an inner tube, how about 2011 and 2007… Stacking totes… see 2015 or 2003.
This will often involve trying to find matches or images of old robots, or pulling out Behind the Design books.
Back to the OP, part of what you do as a mentor depends on your teams philosophy as a mentor. Some engage more than others. As a mentor, keeping the group productive is a big challenge. Let the environment be fun is important, but ensuring it is a chaotic recess is also important. A tough challenge is being supportive, without letting the teams go on wild goose chases. This is an area that is also important to the team philosophy. For instance, if the team is choosing a concept that you are fairly certain they cannot execute. Some mentors/teams believe it is important to real the team in and pursue a more realistic approach. Others believe that failure in and of itself is an important lesson, and thus you let the students pursue the crazy. If your team has core values or an agreed upon philosophy, it can help. If not, this will likely be an area for conflict where personal values of different team members do not balance with your beliefs. This is an extremely common source of conflict on projects (not just FRC teams).