We think better when our hands are involved. The cognitive science behind that concept has been established for decades, and the practice of designing working sessions around it remains genuinely rare, even among people who care deeply about how their organizations make decisions. Giving people something physical to work with, something to sort, place, draw, or arrange, surfaces assumptions that conversation keeps invisible, encodes decisions that verbal agreement leaves fragile, and produces the kind of clarity that most planning sessions promise and rarely deliver.