Performance Management Company Blog

Ideas on People and Performance, Team Building, Motivation and Innovation

Category: employee engagement (Page 1 of 6)

Apparently, Employees are also People!

I was playing around with some of my flower pics on Saturday, wishing for Spring after weeding, composting and fertilizing the day lily garden. That got me to thinking that we need to do those same things in some workplaces (yeah, weeding, also). And then I thought to put up a flower post

Employee Growth by scott simmerman at The Square Wheels ProjectThen, I got to thinking about that first word and if it might be better if I made it more general and changed it to people, since it also applies to children and it did not have to be a workplace poster. So, I put up a “which one” image of both in Facebook and the resounding response was PEOPLE.

People agree that PEOPLE can grow and that employees are people, too.

People can grow if we help them - from The Square Wheels Project

Now, I wish that more organizations will make that simple realization and behave to better involve and engage them in alignment to goals and objectives and provide them with the feedback and support and teamwork that would allow them to grow and perform at a higher level. The data suggest that people are disengaged and often unmotivated. Extrinsic rewards are not driving high levels of overall performance and interdepartmental collaboration remains an oxymoron.

Supervisors are the fulcrum for changing behavior. HR and T&D simply cannot impact people who are doing the jobs at hand. We must improve supervisory skills and facilitating involvement is straightforward – Ask and Receive. But few supervisors seem to be listening, or even respecting their people based on many different surveys of attitudes and behaviors in the workplace.

Remember that the flower IS in there! (And so is a brain.)
So, give them some sunlight and some good soil and watch what happens!

Poster by Scott Simmerman of The Square Wheels Project

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

You can reach Scott at scott@squarewheels.com
Connect with Scott on Google+

Learn more about Scott at his LinkedIn site.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

The Square Wheels Project is an LMS designed to teach facilitation skills to supervisors, using the Square Wheels metaphor for organizational performance improvement. The theme is simple, Square Wheels describe how most organizations and most processes really work and the Round Wheels already exist, in that the people at the back have the hands-on experience with moving forward and know what can be changed and improved. The idea is to enable to conversations, which is what the short course is designed to accomplish.

Scott Simmerman's Square Wheels Project for Performance Manaagement

Engaging Senior Managers in Large Group Teambuilding Events

The Search for The Lost Dutchman’s Gold Mine (LDGM) is a powerful team building simulation that we have been running since 1993. And the initial thoughts on designing the operational side of the game was to make it very simple to deliver, with the idea that the exercise could be run by senior executives.

My goal was to put forward some ideas that can be used with any large group event where involving the senior manager team would be useful for the visibility and for their collaboration. But, I did frame this blog up around my flagship team building game. The ideas should stand on their own, however.

Since we rolled it out, it is great to get the stories about successes in such frameworks, since the impacts of the senior managers leading the play and the debriefing would obviously be much more effective in sending messages than if outside consultants or people in training were running the program. Plus, with the simple design, we could also run very large groups, seamlessly, making the exercise ideal for big group events of 100 or more participants.

A while back, a sole practitioner was asking me how to staff up a large group delivery of the program and how to optimize the debriefing. A perfect question, actually. How better to sell the program than without the added costs of a bunch of facilitators and with the involvement of the senior staff of the organization in the delivery. So, let me elaborate:

First of all, Dutchman is one of the truly great team building exercises that works well with really large groups. My largest session was 600 people, but a software company in India holds the record with 870 people in one room at one time, with a solid debriefing linked to their specific issues and opportunities.

The large group play of Lost Dutchman's teambuilding exercise

Generating real organizational change or aligning people to the new company strategy is always an issue – how does one generate real involvement and alignment and ownership among the senior management team and then among all of the key performers? I think that active involvement and engagement and understanding along with clear discussions about past and future choices for changes and behaviors is what generates impact and value.

Delivering a large group event using the exercise actually represents a unique and unparalleled opportunity to really accomplish some executive team building. Here’s why:

  • Senior managers like to respond to challenges, and what better challenge than having them learn to facilitate a program that generates alignment of their own people toward the organization’s goals and objectives.
  • Senior managers will often talk team, but they operate their own groups in a way to isolate them from real inter-organizational collaboration. We hear the term “silo” enough to know that it represents real organizational reality. So putting them into a situation where their teamwork together is required for effectiveness makes it easier to get these behaviors down the road. Working as a team generates teamwork, especially when there is followup and discussion about the impacts.
  • Instead of some unknown people running around during a facilitated event, why not have these managers walking the talk and supporting teamwork and sharing resources and behaving congruently?

In the Dutchman exercise, the expressed goal is, “To mine as much gold as we can and to generate an optimal Return on Investment.”

We get the managers aligned and congruent with the above as part of the game and as part of the debriefing on what changes need to be made to impact and optimize organizational results.

Dutchman was designed to be easy to facilitate — As part of my initial thinking about how it should play, I did not want my company to need a staff of people to do licensing or certification nor did I want to make the exercise too hard for players to understand. I also wanted non-training people (managers) to be able to deliver the game — we have had many line managers run the exercise over the years with great success. (You can see 30+ testimonials by clicking on the image below.)

A testimonial on The Search for The Lost Dutchman's Gold MineDutchman has had 20+ years of polishing to make it into a very straightforward team building program where there are few hidden tricks. It allows for the complete congruence of all of the facilitating staff to support the players in solving the planning and execution challenges we present.

The banking of the game and the tracking of team behaviors was also designed to be really simple and clearly understood in the debriefing. There are no “mechanical” issues or illogical demands and it is easy to learn how to operate the game. The goal was to enable a facilitator to pay more attention to the observed behaviors rather than needing to become some expert on game mechanics and unnecessary complexities.

When I first started my deliveries, I would assemble some people and pay them for a few hours of their time to help me deliver large games (50 people or more). Smaller games, I can operate by myself.

As I was asked to deliver even larger events, I would generally get internal people together for an hour or so to teach them the mechanics — these were often the training or HR staff who were supporting the event. But I eventually discovered that involving the senior managers in the delivery gave me the biggest impacts.

Now, for a large session of 200 or more, I first deliver a real team building event for the most senior managers, running them through the actual exercise with a short debriefing of results and impacts. With a half day designated for such training, we debriefed a bit on the goals that were set for the big event and talked about the mechanics of banking and supporting the exercise on the floor. We would involve them in the full debriefing during the large event.

If I could get them to commit to a full day of training and collaboration, I could also get their ideas and agreement on alignment and shared goals for the organization, link that to the desired debriefing of the results of their large group team building event, and then put them into an active role for that delivery. Some could be “bankers” and some could help as coaches on the floor answering questions and providing direct team support. But their active ownership of the overall design was a very strong positive impact,

THIS became my most effective overall design focus for large groups:

  • Get the senior managers in a collaborative and aligned mode of operation and give them an active role in the exercise = ownership
  • Have a collaborating team of senior managers supporting their people in the large group event and in the debriefing, improving actual organizational alignment and directly / actively supporting inter-team collaboration

Dr. Scott Simmerman facilitating team building gameThis design gives me the ability to put my executive coaching hat on, debriefing them with the goal of improving the senior leadership teamwork with real purpose. It also enables me to run really large groups with only ME being required for delivery.

You can imagine how that positively impacts my profitability, decreases client costs and minimizes any staffing issues. We also have plenty of management help for running the game itself, an involved and committed leadership group aligned to a shared goal and purpose.

I can also charge the client a LOT less than my competitors because we are not charging for extra staff and travel expenses and all that. AND my delivery staff has that vested interest in making the event optimally successful.

Imagine the staffing needs to run a typical experiential exercise for 300 people versus the ability to deliver a senior manager team building session plus the large teambuilding event with only my active involvement and participation. Simplicity and effectiveness!

We generate a much higher likelihood of behavioral change and implementation of organizational improvement after the event, since the managers have a really powerful hands on collaborative experience in working with each other to maximize the results of the event itself.

The debriefing of that senior manager session focusing on discussing the kinds of behaviors these senior managers would like to see from the people at the large event helps tie things together. The focus on the shared missions and visions and the generation of alignment to goals, objectives and expectations becomes quite clear.

Having these real Senior Managers in this game delivery role is a great leadership learning lesson on how to implement change and support high performance. One cannot simply TALK about what leaders and players should be doing; they have to behave consistently and congruently to actually generate results.

And behaviors of the teams playing the game directly parallel what we see in organizations. While a few of the tabletop teams will have precisely what they need to perform at a maximum level, those same teams will often choose NOT to collaborate, to thus “win” the game at the cost of negatively impacting overall organizational results. This is one of the great debriefing points — that collaboration is a desired overall organizational outcome!

I hope that this framework has been informative and helpful.

We sell the Dutchman game directly to end users looking for a high-impact, low cost training tool. We deliver the game to companies wanting outside facilitation. And, we rent the game for one-time use.

Rent The Lost Dutchman's Gold Mine team building game

Have some FUN out there!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

PMC's Team Building Activities – Comparison Matrix

The pressure is on — people want me to bring forth my new game design on strategy implementation, trust and collaboration. This is the one that focuses on capturing Slinks before they turn into Zombies and about gathering the things needed to start a new civilization. (And this scenario is sounding more and more like the real world every day!)

The Search for The Lost Dutchman’s Gold Mine is still our flagship team building game. We get testimonials like this one on its effectiveness every week.

LDGM Training Consutant Testimonial

The Seven Seas Quest exercise was designed to followup on Dutchman but it is also an outstanding stand-alone exercise in its own right. Innovate & Implement exercise anchors to our Square Wheels tools for involving and engaging people, as do our two Collaboration Journey exercises.

Play of the games is pretty straightforward and the designs solid, based on a lot of feedback from users plus my own propensity to put a LOT of informational resources and detailed delivery materials with each game. I do not think anyone has ever complained about not enough information about presenting and debriefing.

And, the reality is that ALL of my games are focused on simple and straightforward debriefing. The metaphors are always clean and easy to link to issues of organizational performance such as leadership or collaboration or planning.

To help explain the different products, our website has a  “Team Building Games Comparison Chart” that tries to outline the basic keys such as number of players, desired outcomes and applications, benefits and similar. We have games that work for 4 people and most games can scale up for hundreds.

And we even show the actual price (it’s interesting that so few of our competitors will actually post the prices of their games; they seem to be almost embarrassed by the costs) as we feel we have the best cost to benefit ratio in the world for the kinds of products we design, sell and support. Plus, we sell all of our exercises “unemcumbered,” without the per-participant or annual licensing fees so common in the industry for full-blown simulations like ours.

AND, we’ll often customize for free if we think that work will result in a better team building product that we can distribute…

You can see the full Comparison Chart on the PMC website by clicking here – a version is added below but I am guessing that it will not be readable because of its size.

We think the current products carry forward into a lot of different kinds of organizational development initiatives. If you have any questions or ideas, I am easily reached and I answer my own phone (which seems to surprise many callers but is the way it SHOULD be for such important decision making as product selection and team building).

More fun is in store for all as I work up some new designs and I love it that we can design and offer these games that link so well to workplace issues at a low cost and as a great value.  

If you have any issues that you might like to see addressed with an interactive and engaging exercise, please drop me a note. My friend Brad wants to build a game on corporate sustainability for an executive development program he conducts at Furman University. And we have also played with the design of an emergency preparedness exercise.

Comments and suggestions are always appreciated!

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

Square Wheels are a trademark of Performance Management Company
LEGO® is a trademark of the The LEGO Group

Elephants, Line Managers and Workplace Engagement

More and more, I am convinced that the key training people in organizations do not reside in HR / Training Departments but exist in the ranks of the line managers. The complexity of their job roles, however, can block their efforts to involve and engage their people to implement change and improvement. We need to look at that reality. Here are some thoughts and ideas.

——————

Managers are responsible for performance. Managers are responsible for quality and service. Managers are responsible for productivity and results. Managers do reports and attend meetings. And, more and more, we are driven away from the simple act of focusing on skills needed to motivate and retain people (including the managers!).

Yet these same managers are the only ones who have the direct influence on the workers to understand issues and generate changes.

The reality of the supervisors and managers will probably look something like this when it comes to opportunities to involve and engage their people:

Engagement Elephant Birth Process

So, what are we doing to provide managers with the tools they need to function as organizational performance improvement consultants, coaches for identifying best practices and communicating and implementing changes and improvements? Are we giving them the time they need and freeing up worker time for them to be asking, listening and considering?

Are managers involving and engaging their people or are we just wasting time and energy thinking that they might?

This could be brainstorming and an action to involve and engage people in workplace improvement. Or, this might represent another “Yell and Tell” training session.

In most workplaces, people are NOT involved and engaged — sure, the BEST Bosses are good at leading people forward, building ownership and engaging people in teamwork and process improvement. But in most organizations, BOSS spelled backwards is self-explanatory (email me and I will explain privately, if this euphemism is not immediately understood!) and people are not being engaged — the boss is too busy, as in the haiku below:

LEGO SWs One Business Haiku Talk and Trust

What do our managers need to do to shift the energy of these meetings and discussions from negative to positive? One solution is to use better tools and an approach that is facilitative rather than confrontational. This simply requires the right tools and some simple, self-taught facilitation training.

Asking is a much better approach than Telling. Engaging is a much better approach than generating resistance to change. Generate SMILES, not frowns.

For the past 20 years, I have been developing simple but powerful tools for involving and engaging people and generating ownership and performance improvement.

My view is that the solution to the work situation looks something like this:

LEGO POSTER - WORKPLACE HAPPINESS at hand

And we need to allow the team and the managers the time to consider possibilities and plan actions.

If you have any questions about how your organization might accomplish more of this, drift around randomly through the PMC website and generate your own thoughts on how people can be more intrinsically motivated and build a better sense of team and “US.”

SWs - Why use SWs RWs

People have ideas for improvement and supervisors can do a better job of asking and engaging and implementing, don’t you think? Could people simply choose to do things better and more efficiently?

 

For the FUN of It!
Scott small picDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

Square Wheels are a trademark of Performance Management Company
LEGO® is a trademark of the The LEGO Group

We CANNOT expect involvement and engagement if we play the Blame Frame Game

How can we motivate people when we make them defensive? How can we expect innovation and process improvement if we are not actually encouraging people to share their thoughts and try new things?

Attack creates defensiveness; and appraisal and constructive criticism can certainly represent an attack in the perception of the workers:

Defense with © Square Wheels Image

If we ask managers how they manage, they tend to give all the right answers. But is that really their tendency to act and perform in reality?

Maybe. In the “Keeping Things Simple – Involving and Engaging” blog, I shared this cartoon that we call, “Trial and Error”.

square wheels image of Trial and Error

When we ask them to comment on the illustration, they tend to focus on what is wrong, rather than what else might be done, The ratio of negative to positive is about 8 : 1 and, if anything, the peer support appears more clearly in reactions to the different negative themes.

In other words, eight comments focused on the negative and what they did wrong for every one good thing the managers might spot, such as they are stepping back and looking for more improvements and that the horse, will in reality push a wagon.

Mothers usually call this “constructive criticism,” but I am not sure what good purpose it serves to continually point out what people are doing wrong, “even if it is for your own good.” as we so often hear as kids and teenagers (and workers, in so many instances!).

What the managers tend to do looks like this:

and this will not serve to improve motivation or make things better. If anything, this blame frame will make innovation harder and decrease the likelihood of people trying to be involved and engaged.

Note they this work team added a horse to the situation — more horsepower, as it were — and a definite paradigm shift. And YOU probably have not considered whether this might actually work. What if the next step simply looked like this:

ALL of us need to focus more on the innovative steps to improvement and the reality that change is a requirement in the workplace. So is support and encouragement — every book on leadership will comment on that but that is not congruent with the behavior of many managers.

Improvement is a continuous process, one that requires celebration of what is accomplished and continued reflection on possibilities and potential shifts in resource utilization. One might think that there is a train in their future?

Note – clicking on the images will take you to some different, related posts.

For the FUN of It!

Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: http://pinterest.com/scottsimmerman/

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

Is ENGAGEMENT even possible, today?

For all the statistics showing that employee engagement is really low and the surveys showing 2/3 of employees have the opportunity to improve their level of involvement, for all the studies about impacts for involving people from the motivational / ownership side of things to the impacts on innovation and creativity, I am thinking that believing that we can engage people in the workplace is simply wishful thinking.

My thoughts are anchored to this illustration:

Square Wheels One - if you always do done

A reality in organizations is that we cannot expect things to change if we do not do anything differently and I think that the average supervisor or manager is simply UNABLE to get the time to stop pulling and sit down with people.

A consultant friend said it this way:

We have a ton of anecdotal information capturing what supervisors actually do. This is far different from what supervisors “should” do theoretically. The reality in the workplace is that since 2008 supervisors have been charged with “supervising and doing task oriented staff work”. In other words, supervisors are now “working supervisors” doing tasks that staff would do except we don’t have a staff person or even a position on the books to place anyone. So supervisors are strapped to help complete the work of their unit and supervise, too.

That matches with my perception of reality. They are trapped with too much to do. They are simply not given the opportunity to have alignment and idea meetings with their direct reports, since everyone is measured continually on their production and there is simply not the time.

I think of it more like this:

Square Wheels One Seuss supervisor break out the time

If you have seen any statistics on all this, please add a comment. The old Mintzberg kinds of research on time and motion do not begin to capture the realities of the modern workplace. And all sorts of different data point to the fact that “productivity” has had continuous massive jumps while the numbers of people who would like to quit their current jobs is very high, including managers as well as workers.

I’ll quit with this little graphic I just created, based on my cartoon called, “Chain of Command“:

Chain of Command one-liners

It would be most excellent if senior managers would understand that there is a lot of headroom for performance improvement if we can simply step back from the wagon a bit and look for and allow people to improve.

There is an old quote from the training literature that goes,

How long can we go lean and mean
before we become gaunt and dead?

The round wheels are already in the wagon. We need to look at our supervisors and really understand if they have the time and resources to ask for and implement ideas for workplace performance improvement. There would be a LOT of positive impacts throughout the organization, for sure.

I added a few more thoughts on this in another blog post so click on the image below:

Square Wheels Rat Cage Haiku work hard

And you can find more about our thinking on the bigger picture of employee involvement and engagement by clicking on this link to another article on my blog or by heading to my website,

For the FUN of It!

Scott Simmerman, creator of the Square Wheels images and tools

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

 

Team Building and Large Event Management Ideas

My network of consultant users is sharing the idea that the “large team building event business” which has been pretty sparse is starting to pick up once again. There seems to be renewed interest by companies in hosting effective team building events for their management teams to help refocus on issues of business improvement or interdepartmental collaboration. The theme of strategy implementation has inherent interest, as does general teambuilding to improve interdepartmental collaboration.

This is good for us because we offer one of the most effective simulations out there for helping to focus people in the theme of optimizing results through better communications, alignment and planning. We are also well-positioned to build on the successes of many of the outdoor training or challenge courses that set the stage for less work on individual learning and more work on organizational improvement.

LDGM LinkedIn PMC Page Logo 50

The Search for The Lost Dutchman’s Gold Mine fits a unique position in the marketplace. It is inexpensive to own and use, with only a one-time purchase price and no annual fees or licensing requirements or similar. A corporation like Wipro can run it with 30,000+ employees with the additional cost of printing paper, for example (true!). And I just got a testimonial from a consultant user who has had the game in continuous use for 19 years (that even shocked me!).

And people are reporting that their organizations have not been doing much with teamwork, sometimes for many years. They battened down the hatches on those kinds of developmental events a few years ago and just have not moved toward re-energizing their people or refocusing or realignment. The time seems to be approaching when some solid OD will have clear benefits.

If you might be interested in a solid developmental activity, you can rent the exercise from us, custom-packaged to meet your desired outcomes. You are dealing with the principle designer and owner of the company, so you get hands-on support at a high level.

Rent The Lost Dutchman's Gold Mine team building game

Lots of people look to do team building within their organizations and Dutchman is one of those exercises that works well with small and large groups.

Normally, my conversations are generally with consultants and trainers who have been doing these kinds of things on a smaller scale and are looking for some new tools and approaches. Many of those conversations were with the, “been there and done that” crowd who were simply looking for some new and better tools than what has been out there in the marketplace.

We also just put together an agreement with Challenge Korea, an outdoor-based team building company who is going to begin using Dutchman, in Korean, and working to assist the larger companies there. It will be a good product addition to their current offerings, and will enable them to build more collaboration and followup implementation with their clients.

Scott Simmerman Lost Dutchman DebriefSo, it has been fun to put my Coaching Hat on once again, along with my Event Planner Hat, and offer up some ideas for optimizing impacts for these new clients.We just had one organization run Dutchman with 9 different groups of college accounting students all over the US, with sizes from 140 up to 250 — and with great reported successes.

The exercise is about getting help along with information and on collaborating and sharing information and resources to optimize results. But what leaders see are people choosing NOT to get available planning information, to compete rather than collaborate among tabletops and to choose to not get help from the game leaders who are there to help! The messages are pretty obvious and the debriefings are most excellent.

Anyway, it is really neat to see these kinds of large events start happening again, since they can be powerful events to engage people in change and improvement and to lead them out of the current “engagement doldrums” that we seem to find ourselves.

Have some FUN out there yourself!

Scott Simmerman, creator of the Square Wheels images and toolsDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

On Teamwork, Trial and Error Improvement, and Blame Frames

Organizational improvement and teamwork. The ideas are pretty simple but the reality of actually designing and implementing workplace improvement tends to be a little difficult. When we add in issues of corporate power and politics, of sensitivities to criticism and perceived failures, and the framework of collaboration between departments to get things done differently, it looks a bit more like this:

Mud and Square Wheels image

And, organizationally, it can sometimes look like this:

Square Wheels and competition

In the “Keeping Things Simple – Involving and Engaging” blog, I shared a cartoon that we call, “Trial and Error”:

square wheels image of Trial and Error

Take a moment and look at the above image and react to what you see before moving on, please. Just consider what might be happening with the people and their workplace.

When I show this illustration to managers and ask for their reactions, we generally get a ratio of about 8 negative reactions to each positive one. In other words, eight reactions focused on the negative and what the people in the cartoon did wrong for every one positive thing about the situation. This is often called “constructive criticism,” but I am not sure what good it serves to continually point out what others are doing wrong. It does not build teamwork or increase engagement and it serves to smash down any intrinsic motivation that might have been occurring.

Managers should be trained to look for business improvement opportunities and to look for things that can be improved. This serves solid business purposes. But when this gets expressed as Non-Support for Change and Risk-Taking, we cannot expect others to just go along with that.

What we commonly see looks like this:

We embed the good with the blame and the people are more likely to run over the top of the hill and hide than come back to the wagon and continue to make improvements. Sure, their first attempt was pretty quirky and maybe they missed an idea or two about how they could get things done better.

But they also added a horse to the situation — more horsepower, as it were. And YOU probably have not considered whether this might actually work. What if the next step simply looked like this:

Square Wheels images by Scott Simmerman

The Round Wheels are in the wagon. Carrot’s, too!

Allow people to do things and celebrate their successes.

Square Wheels Celebration Haiku good ideas

Improvement is a continuous process, one that requires celebration of what is accomplished and continued reflection on possibilities and potential shifts in resource utilization. One might think that there is a train in their future?

For the FUN of It!

Scott Simmerman

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: http://pinterest.com/scottsimmerman/

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

The Moose Joke: Scott Simmerman's Best Closing Storyline for Presentations

Here is what I think is the best closing storyline out there, after attending a whole big bunch of sessions for training and development or team building programs. This is the narrated version, with my comments about delivery and anchoring the joke / story to the session’s desired outcomes or key learning points.

The Moose Joke Story for Closing Presentations

Any comments and suggestions and reactions would be most appreciated, for sure!

For the FUN of It!

Scott Debrief

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

Puppies and Performance Improvement – Random Thoughts…

Much of my thinking involves that metaphor of a wooden wagon rolling on Square Wheels with a cargo of round rubber tires. The reality seems that the wagon just keeps rolling along, with the leader pulling and the workers pushing and it thumps and bumps. The irony is that the wagon is full of round wheel possibilities.

Square wheels One and How Things Work ©

The most frequent use of the metaphor is for workplace improvement, with the cartoon used by a supervisor to talk about the issues of continuous improvement and to accomplish the critically important task of involving and engaging people in workplace improvement. And I expand on the reactions of participants in this blog link below:

SWs One - what you see is all border

If it is the participant wagon puller’s idea to make improvements in the way things work, implementation is an awful lot easier than if it is the idea of the wagon puller, since their involvement in problem identification or issue awareness generates a much stronger sense of ownership. No involvement often generates resistance to change.

Nobody ever washes a rental car.

So, there I was minding my own business watching TV yesterday than what appears are two advertisements, one asking for contributions to improve the lives of children living in poverty and another for improving the lives of animals that are confined to shelters. Cute puppies.

So, that generated me thinking about what motivates people and I had this idea to put puppies into the wagon — would that make a difference in the awareness of the wagon puller and pushers if the puppies were getting treated badly and being thumped and bumped around?

A few minutes of playing around and I created this:

Square Wheels One Puppies 2

I passed the illustration around to a couple of people and the reactions were, in fact, pretty interesting. Without a clear understanding of the metaphor that I was trying to communicate, they saw different issues and themes and had different questions, among them the thought that why would people treat a wagon with puppies differently than a wagon with a cargo of round wheels.

One person said if the situation were actually like that above, everyone would actually stop pushing and pulling and would play with the puppies, who would be running around everywhere…  My thought building on that is that they would then be forced to push and pull even faster to meet their goal, causing a lot more chaos with puppies bouncing everywhere!

For me, I see a good bit of indifference in the workplace to the ideas of the wagon pushers. So many studies point to the lack of involvement and their feeling that no one cares about their ideas to make workplace improvements. This results in dis-engagement or un-involvement and a lack of motivation. (see my articles here and here with stats on this here) and it seems to be an issue of how people are managed (see my article on Jim Clifton’s thoughts (Gallup) here). We can choose to do things differently.

So why not use puppies?

Anyway, the fun here continues. And I guess my next step is to add some butterflies to the whole thinking on people, motivation, behavior, performance and puppies. I mean, what could be better than an image of puppies and butterflies as it relates to how organizations really work?

Square Wheels are simply great tools

Ask us about our simple to use tools for organizational improvement,

For the FUN of It!

scott tiny casual

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

Square Wheels – NOT some simple model of organizational performance

An interesting telephone conversation this morning got me thinking that it might be a good thing to add some reality to my stupidly simple but effective model of

How Organizations Really Work

Many people have experienced a presentation using my Square Wheels One illustration, either something I have delivered or something from one of the purchasing users of my toolkits. The main anchor point is this illustration:

Square Wheels One image

What we suggest is that the presenter show the illustration and then allow people to play on a worksheet that asks them for their ideas on how the illustration might represent how things work in most organizations. We use “most” to keep it arms-length, but many people will use the drawing as an inkblot test and project their ideas about it onto the worksheet. We allow individuals about a minute of “silent refection” prior to working and sharing their ideas with others at a table for 5 to 6 people.

It all seems really simple. But using it over the years, I will admit to being shocked and amazed at how well this works as a projective instrument to help diagnose organizational issues. The very nature of the group interaction also lets other people frame and reframe ideas until the collective work is nothing short of amazing.

What we generally suggest is to allow the tabletops to select on relevant Square Wheel and then work on generating 3 round wheel potential solutions for consideration, with the idea that we will force some additional considered alternatives rather than the first thing that comes to mind. Those ideas can then serve as the basis for a strategy for implementation.

How surprising are the ideas generated? Well, I actually collected about 300 different ideas about the above illustration before it became impossible to sort the list; my guess is that I have heard 500 or so different thoughts on the cartoon. Some of them include:

  •  We’ve always done it this way
  •  Determined to use the old ways
  •  Organizations don’t think
  •  Solutions are in the wagon, already
  •  The solutions are available but not being used
  •  Old processes and information
  •  No trust in the people behind you
  •  No trust in the team
  •  Lonely at the front
  •  One person sets the direction
  •  One person has the vision
  •  Leadership is deaf
  •  Leaders see only what’s ahead
  •  There is no idea of where they are going or where they have been
  •  Support people are blind
  •  All of them are blind to the possibilities
  •  They can’t see the forest for the trees
  •  Round wheels belong to someone else
  •  We don’t use the tools that we sell
  •  Changing directions is very difficult
  •  We need to se the problem to find the solution
  •  Traditions die hard
  •  Inefficiencies are everywhere
  •  Need to change our paradigms
  •  People aren’t resisting change, they aren’t aware of possibilities
  •  People are choosing to be unaware of possibilities
  •  People work hard, not smart
  •  No mechanism for steering or changing direction
  •  Continuous improvement is possible
  •  Some work is just not much fun
  •  Don’t just do something, stand there
  •  We need to step back from the wagon to discover possibilities for improvement
  •  Resources are always available
  •  No vision of what is ahead from the back
  •  No use of resources
  •  Poor planning for resource utilization
  •  Lack of commitment to make real progress
  •  The rope is loosely tied, management may choke itself
  •  The answer is in front of us, we just can’t see it
  •  If only we mirrored our reality occasionally
  •  People need to step back every so often to look around
  •  Push, or get left behind
  •  Working together can get it done
  •  Jobs are designed harder than they need to be
  •  Human capital isn’t valued
  •  We like to overpower rather than reduce obstacles to get things done
  •  Not all technology works for you
  •  Not all the ideas are usable immediately
  •  Progress isn’t simply about working harder
  •  Tried and true still works — the Square Wheels still work
  •  Internal resources for improvement are always available
  •  Leaders get isolated from the realities of the wagon and the journey
  •  Workers have no vision of the goal
  •  People are too busy pushing and pulling to get a vision of the goal
  •  People are too busy pushing and pulling to make improvements
  •  Square Wheels are the status quo; difficult to change on the fly
  •  The team will probably meet its goals for productivity and cost
  •  Communications are always difficult when people are busy
  •  The manager may be too close to the work to see the possibilities
  •  The wagon is hard to start and easy to stop
  •  Stop. Think!
  •  People make things work no matter what
  •  Too busy with the work to focus on what will work
  •  A few people are doing all the work and others are going through the motions

The above bullets represent less than 2 of the 8 pages of thoughts and ideas that I have captured while showing the illustration. You can see from the above that there is a great diversity in viewpoint over something as simple as a line drawing. When you consider the complexity of the actual workplace, there are no simple views that are most correct.

And there have been a bunch of great one-liners, jokes and quips from session participants, including:

• Those who do have no clue, and those who lead can miss the need.

• If it didn’t go thump, thump, how would we know we’re making any progress

• We’re not like that! We push our wagon uphill!

• You should have seen what we did Last Year!

• The Pushers may have a wheely bad attitude

• Triangular wheels would be an improvement:
– You know, “One Less Bump per Revolution!”

• The Square Wheels may have been invented by a woman…
– but the men are stupid enough to push it that way!

The illustration is a wonderfully simple and unexpectedly powerful tool to generate involvement and engagement in identifying workplace issues and opportunities. The recent book, Thinking, Fast and Slow by Nobel Prize winner Daniel Kahneman attests to the need to anchor thinking and allow for group participation to generate the optimal understanding of opportunities. I reframed one of his key concepts thusly:

Square Wheels image of Daniel Kahneman

 

Our perceptions can be extremely limited, especially when one considers John Le Carre’s quote about a desk being a dangerous place from which to view the world. What we really need to do is actively work to involve and engage people in discussions about what things in the workplace need improvement. That engagement works wonders when some of those ideas can be implemented, as they usually can.

I have written extensively on the statistics and benefits of improving the active involvement of people. My blog is full of different articles around un-engaged and unmotivated people and ideas for making improvements. There are even articles on the issues and realities of sabotage that the actively dis-engaged people may take.

If you would like to read more about the Square Wheels tools for actively involving people and facilitating workplace improvement, click on the link below.

Square Wheels are simply great tools

For the FUN of It!

square wheels author

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

 

Intrinsic Motivation and Engagement – Training is NOT the answer

“A desk is a dangerous place from which to view the world.”

I read that in an old John Le Carre novel 20 years ago and it stuck with me. It is just one of those quotes that just makes some sense out of why so many things can be improved. Using my metaphor for how Square Wheels really work in the workplace, we have something like this:

ideas are goodconnected with:

Square Wheels ideas are good implementation

A reality of organizations and training globally is something like this:

Square Wheels Engagimentation Progress 700Mand that also relates to:

Square Wheels Engagimentation Progress Down 700M

Engagimentation is my term for Dis-Un-Engagement, which is acting to remove the things that people perceive as un-engaging. It is simple roadblock management when you reduce to the ridiculous, but it can be done in a way that actually generates intrinsic motivation and the sense that the organization is listening.

I think that the typical Training looks like this, an attempt to build individual strengths:

Muscle Building yellow cartoon

The reality of going back to work generally looks like this:

SWs One Muscle Puller yellow © border

Because we cannot generally address organizational structural and process issues in much of our training, and because of issues like resistance to change and a lack of overall workplace engagement, we have a wide variety of performance based issues. Here is an article on the problem of how we manage people and here is an article about workplace intrinsic motivation from other popular blog posts of mine.

One possible solution to these issues of ownership involvement and problem solving and intrinsic motivation would be better facilitation of ideas for performance improvement from the workers. We offer some simple cartoon-based tools for that purpose.

Square Wheels are simply great tools

Lastly, remember to have some fun out there!

See our poems and quips blog

square wheels author

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

Square Wheels and really expensive alternatives to Round Wheels

John McDermott sent me a link to a device called a Cubli – I thought the video cute and then, since it is a “square thing,” how I might play with this a bit. After all, I am all about innovation and implementation, people and performance, and understanding the reality that The Round Wheels are already in the wagon that rolls on Square Wheels

The Cubli looks like this and clicking on the image will take you to a Gizmodo site and an expensive female British voice describing its design, the physics involved and its “behavioral flexibility.”

Cubli

Basically, the little device can sit there like a paperweight or it can balance on a point or on an edge or it can be taught to actually “roll” in a slow and very controlled manner, something they call “jumping and walking.”

Check out the video and then pop back here and I will roll forward with some of my ideas and analogies of how this little device actually DOES link to organizational behavior and people and performance…

The first video shown of the device appears here — like most good ideas, it started out by not being able to do much other than be lifted up to balance and maintain itself on one point. It is connected to a computer system with its network of wheels, motors, controllers and program. That video says that it was designed by a group of students from the Institute for Dynamic Systems and Control at ETH Zurich, a Swiss organization. The second and much more professionally done video shows that even more people were involved and the cube itself went from wired to wireless. The second video also says that it was invented by The Swiss Federal Institute of Technology. I am only guessing when I think that the Institute now wants credit! (ALL organizations are political organizations, you know!)

It is described as follows:

Cubli’s secret is a set of flywheels located behind three of its faces. When they’re spinning at high velocities they’re individually controlled to allow the cube to maintain its balance, but they can also be abruptly stopped which causes the cube to be launched into the air. By carefully controlling how the cube stands, falls, and moves, it can even walk its away (sic) across a flat surface, in a manner of speaking. 

The lead researcher then elaborated:

Reaction wheels mounted on three faces of the cube rotate at high angular velocities and then brake suddenly, causing the Cubli to jump up. Once the Cubli has almost reached the corner stand up position, controlled motor torques are applied to make it balance on its corner. In addition to balancing, the motor torques can also be used to achieve a controlled fall such that the Cubli can be commanded to fall in any arbitrary direction. Combining these three abilities — jumping up, balancing, and controlled falling — the Cubli is able to ‘walk’.

And the narrative includes the point that, “Rapid breaking of the spinning wheel allows it to transfer its angular momentum and flip up onto an edge.”

Okay. So here we have a almost a dozen people at a Swiss research institute using government funding to develop a cube that can basically balance itself on an edge or point or rotate on a point. The Cubli is “commanded” to move.

So, my deviant brain spins off into a few new directions after viewing the videos…

They use round “inertia reaction wheels” and they missed the opportunity to use SQUARE wheels for that purpose, since they would have worked great and also made it a bit more elegant and congruent. A cube with Square Wheels.

Like a lot of projects, this Cubli one took a lot of creative energy of a lot of people to implement a solution that no one apparently needs. And I wonder the actual cost of all this… I mean, even the video’s reference that it makes for a really interesting paperweight (and one that might work really well in windy conditions or in an earthquake!).

A toy gyroscope can do much of the same kind of work. Like Round Wheels already in the wagon, those already exist and are proven to work just fine. You can also get that to spin around an axis in a circle and you can get one in a zillion places for less than $10. They make neat hands-on and engaging science gifts.

gyroscope

And, for $49, National Geographic will sell you a magnetic levitating globe that hangs in the air and spins freely:

levitating globe

A yo-yo also has many of the same behavioral characteristics and is a lot more fun to play with and a lot less costly. You can watch some amazing yo yo tricks here — but remember that the yo yo is spinning all the time! And when they play with multiple yo yos on one string, that seems really amazing to me…But people can do amazing things with the tools that they have.

My point in all this? We can spend a lot of time and energy focused on things that have no real benefit, or we can use the things that we already have to make things more fun and interesting. And the kinds of skills that people can develop are really amazing — some of those yo yo performers are absolutely incredible and you would never know from looking at them what they can actually accomplish. A yo yo in each hand, doing tricks that amaze.

This 3-minute video at the 2005 yo yo championship has had over 4 million views. Three minutes of amazing tricks with a spinning toy and people developing the intrinsic motivation to take their skills to an unreal and unimaginable level. Why can’t we do this more often in the workplace?

Suzuki yo yo

Its about people and performance, people.
And the Round Wheels and motivation are already in the wagon!

Elegant Solutions

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

Square Wheels, timing and rhyming on issues

Yes, viewers, Scott goes off on another creative tangent. I am hoping that you will find these fun, because it WAS fun to create these illustrated poems on the workplace, motivation, change, innovation and improvement. How things really work and possibilities for improvement are my focus – people and performance.

I am putting a whole lot of these together on a Pinterest page, should you want to see more of the “Completed Works on Square Wheels.” You can find this Pinterest page here:  http://pinterest.com/scottsimmerman/work/

So, here are a few that were stimulated when I read a few Dr. Seuss poems for inspiration. I will start with a couple themed to Square Wheels One to set the stage and then go off into some of the other illustrations and thoughts. Your feedback would be great and feel free to LIKE this page and hit me on Google + also.

This got me going, I will admit.
These cartoons may give a fit.
They’re meant to give you some ideas,
but maybe all you’ll do is sneeze.
    (grin)

(A quick check shows I have 113 illustrated poems!) Let me start with this Square Wheels One illustration, one that I used in yesterday’s blog.

SWs One all the things you won't see red

And then we move on to some other thoughts

mud job pay different way poem

balloon in the air share poem

Desk better way poem

Desk substitution one less bump per revolution poem

Intrinsic less wheel of wagon shake poem

or there is this one along similar lines:

Intrinsic places we'll go poem

Celebration plane horse game poem

My thoughts are around involving and engaging people, and allowing them easy ways to identify issues in the workplace and to design approaches to solve problems, build teamwork and improve workplace performance.

Part of the issue is simply recognizing that things could be done differently. It is about the choices we have and the choices we make. It is about discussing possibilities and identifying ideas for increasing involvement.

SWs One - what you see is all border

So, I think that is it for this post. But I will keep on playing, throwing mud at the wire fence until I am sure of what is sticking where. Hope you LIKE this stuff,

For the FUN of It!

Scott Simmerman

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: http://pinterest.com/scottsimmerman/

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

The Play’s The Thing – More Cartoons on how organizations really work

Organizations need to make continuous progress on workplace improvements so that they can sustain intrinsic motivation among the staff and retain some level of competitive innovation in products and services. That is a given.

But the reality is that people are un-engaged and de-motivated by “continuous un-improvement” and are frustrated because their ideas are ignored and their efforts unappreciated. At least that is the consistent result of a few hundred workplace surveys!

CAN things be improved? Sure. Think “Best Boss” and what that individual did differently for you and your work. The ideas for improvement and engagement are pretty straightforward, but it just seems like so many managers and supervisors simply cannot do those simple things to involve and engage people and performance.

To that end, I continue my series of illustrations and captions about how things work. My idea is that maybe I can rattle a cage somewhere and get at least a few people to see what they might do differently. After all, the Round Wheels are already in the wagon and it is simply an issue of identification of Square Wheels that often leads to ideas and implementation.

Captions – Part One

Captions – Part Two

Don’s Just DO Something. Stand There.

So here are a few more cartoons and captions for your enjoyment. Let me know which ones you like best.

SWs One Today was good today was fun

SWs One brain in head feet in shoes

SWs One all the things you won't see red

 

SWs One all the things you won't see yellow

SWs One Nothing is NOT

SWs One They're everywhere

SWs One Collective Intelligence

 

So, please let me wrap this up with this last one, which is kind of a closing theme.

 

Brainstorming Their ideas are BETTER

 

You can find our Square Wheels Toolkits on our website. We offer a variety of different bundles of cartoons in powerpoint, handouts, and ideas / instructions for how easy it is to involve and engage people in your performance improvement initiatives.

Have FUN out There!

Elegant Solutions

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: http://pinterest.com/scottsimmerman/

Scott’s blog on Poems and Quips on Workplace Improvement is here.

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

 

 

Page 1 of 6

Powered by WordPress & Theme by Anders Norén