Performance Management Company Blog

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

Author: Dr. Scott Simmerman (Page 1 of 39)

Servant Leadership and The Search for The Lost Dutchman’s Gold Mine – ideas for owners

We have a great global network of people who own and deliver our Lost Dutchman teambuilding exercise as well as tens of thousands of managers and leaders who have been through the game and understand what the basic themes and anchors represent. If you want to see a bit more about Servant Leadership and links to the exercise, read on, and apologies if some aspects of this do not make sense, since our primary audience are those experienced with the simulation. This post is about how we are altering the basic design to better link to servant leadership development and organizational cultural change.

The goal of this post is to share some of the thinking we are doing around the simple reframing of the simulation to mesh better with implementing Servant Leadership / Selfless Leadership behaviors. The theme is about involving and engaging people to optimize everything!

Let’s start here with a basic understanding about what we are doing:

Our focus is on breaking the old “command and control” leadership model and causing real reflection and change in leadership behavior. The Lost Dutchman game models seamless game facilitation behaviors and allows us to discuss game behaviors in the context of workplace collaboration and the optimization of results. This careful reframing of the basic Dutchman delivery will focus on meshing selfless leadership into team building training to generate real changes, to help leaders really understand the impacts of their behavior and choices on improving the performance of their people.

I will share some ideas and thoughts about using the Lost Dutchman game in a slightly different delivery mode, adding more collaboration, integrating delivery around the SL model more clearly, and providing ideas for better implementation of desired behaviors. This latter thought is obviously the most difficult; People will TALK about doing SL kinds of things, but then revert back to their regular behavior, the normal command and control model, if people let them. The idea is to build in more followup after the session to better install these behaviors into the culture.

Most of you know that talking about the behaviors comprising the Servant / Selfless Leadership model is pretty straightforward. The ideas are not rocket-science and the desired cultural beliefs are pretty straightforward, including:

  • General teamwork and trust among the teams
  • Understanding of normal competitiveness in the desire to collaborate
  • Collaboration as a driving force for teamwork and engagement
  • A focus on doing good works and shared success with accomplishments
  • The belief that helping others achieve their goals is important
  • Having a shared perspective and a compelling mission and goals
  • Aligned beliefs so that there is some Cognitive Dissonance about the normal kinds of extrinsic motivation and general disengagement
  • Selfless reflection and congruence on expectations and desired behaviors
  • Openness to new information and willingness to entertain new ideas; generally decreasing overall resistance
  • Disruptive bottoms-up, active dis-un-engagement and sharing of Best Practices between individuals and across departmental lines
  • Understanding of the operational culture and a focus on building a community and improving an organizational culture
  • Persuasion and recruitment to shared goals, rather than authority and control
The above are all great ideas, and few managers would disagree with items on the list as being important to their workplaces. Along these same lines, Dan Rockwell of the Leadership Freak blog shared these 15 praiseworthy behaviors:
  1. Honesty when mistakes are made.
  2. Receptiveness to negative feedback.
  3. Staying focused on tough issues while avoiding drama.
  4. Finishing. Notice when someone reaches a goal or completes a task.
  5. Positivity. When someone energizes others, notice it.
  6. Kindness.
  7. Trying again.
  8. Reaching high. The pursuit of excellence inspires.
  9. Going the extra mile.
  10. Taking action without being told.
  11. Strengths. “You are really good at … .”
  12. Positive impact. Notice how one person’s actions impact other people.
  13. Transparency. Be grateful when someone reveals their heart.
  14. Solution-finding.
  15. Sincerity.

Imagine that workplace! How would it feel to be working amongst people with those shared values and behaviors. How might it impact your personal growth and development if you really felt that the manager and the organization really cared for you? How might that workplace perform of you and teamwork among the people?

And note that there is a ripple effect of a leader demonstrating such behaviors. It can be a kind of pay-it-forward impact, generating a broader spread of such desired behaviors and allowing positive behaviors to pass through and making the workplace a better workplace.

My colleague Bob Jerus has framed things with a great model that we are working to better integrate into our LDGM-SL Delivery Framework:

A model for Servant Leadership implementationSo, how to we get there from here?

The Introduction to the LDGM exercise is easily modified to add SL themes and ideas. Plus there are ways to alter the workshop design, in general from a pre-workshop and post-workshop perspective.

Colleague Scott Knutson has been using a pre-course reading assignment about SL and key leadership behaviors that can be seen within his organization. The idea is to make these basic themes clear and understandable. He and I will write more on this and share some specific ideas in a later blog.

Scott also posts “posters” on these key themes around the room as reminders. And, we are altering the actual Introduction itself to carry some of these ideas; that is a work in progress. The basic idea is to minimize surprise and to prompt players to consider using these themes in their play of the exercise.

My suggestion is that we also use the Assay Office Version of The Mine Video within the play. I explain this change to the basic strategic planning metaphor in a blog. The initial idea was a “high profitability” version of play but the adding of an extra ounce of gold availability when mining if tabletops improve their sharing of information and resources is a powerful addition to the play of this LDGM-SL version. The teams can choose to collaborate and we can measure and show that choice in our debriefing.

Since we make all these SL themes and possibilities for choice available to the players, it is very interesting that most simply choose to do the more normal kinds of competitive behaviors, working well with their own tabletops but not collaborating effectively with the others. The competition is measurably shown to sub-optimize results in the debriefing, also. Dutchman does a wonderful job of generating those behavior gaps and causing really solid discussions about what they should be doing differently to improve their actual leadership performance and results. And using this Assay Office framework simply makes these gaps even more evident.

The impacts of improving collaboration and having more of those selfless behaviors noted by Dan (above) show themselves clearly as performance improvement opportunities. The elegance of LDGM is how cleanly we measure results and the optimizing impacts collaboration and resource sharing can have; it seems pretty unique to our design.

What other changes are possible in the normal design of LDGM that can add to the SL model?

The exercise is designed as, “twenty days of two minutes each.” That sets up play as roughly a 40 minutes of delivery time. But the reality is that the last 6 days are simply spent returning to home – there is no challenge and the last 10 minutes are simply an ending of play. So, the question was about optimizing the discussion and minimizing wasted time. The answer was a third Arctic Blast!

Given the overall design and the “limited but sufficient resources” that we give to tabletops, a third Arctic Blast would generally kill off all the teams. THAT would certainly stop play, right? So, if we showed that third Blast, we could then stop the game. We could also very accurately project final results of all teams and the group overall, showing them how things would end if they kept doing what they were doing.

So, why not end the game, show them how they would have done and then use that time to reframe their choices, change their competition to collaboration, share the information available and redistribute resources so that results were optimized and so they could see the actual impacts of more of the SL behaviors on the group, culturally and measurably.

At this point, we will help the players “do the numbers,” giving them coaching and the job aids needed to help them calculate new results based on the changes they can make. We can ask them the questions necessary to alter their culture.

  • How many tabletops have the $30 Spare Tires and could use more Supplies and Fuel ($20 and $20, respectively)?
  • How many unused Tents and Batteries are there? ($10 and $10)
  • How many Cave Cards will not be used and that can be shared?
  • How many Turbochargers are not being used? Which teams do not have Turbos?
  • How much more Gold can be mined if more teams had more resources?
  • Given that Rule Number One of the Expedition Leader is that, “they are always right,” what do you need them to do to assist you in generating improved results?

We are working on how to design this new game ending so as to mesh optimally with our SL viewpoint, to get the teams at all the tabletops to optimize collaboration and generate more of the SL desired behaviors. From those choices made and the overall desired outcomes, we envision some of our discussions to focus along these lines:

Servant Leadership Debriefing Ideas for The Search for The Lost Dutchman's Gold Mine teambuilding

Lastly, we are designing activities to followup on these key themes and the choices and commitments that the individual players will make about what they will try to do differently after the workshop. There are any number of design features for improving followup using our Gold Cards, twitter hashtags, etc. Designing small implementation work teams as part of the debriefing and post-workshop planning for culture change is pretty straightforward.

There are a variety of things that individuals can do to earn their White Hats.

Let me add one last thought. A new book by Stanford Graduate School of Business professor, Jeffrey Pfeffer, is sure to generate some discussion about leadership and oganizations. Dying for a Paycheck, published by HarperBusiness and released on March 20, maps a range of ills in the modern workplace — and how these workplace environments are literally killing people. There is an interesting overview by Dylan Walsh at
https://www.gsb.stanford.edu/insights/workplace-killing-people-nobody-cares .

Expect more on how using The Search for The Lost Dutchman’s Gold Mine can be linked to workplace improvement as things roll forward. We are focused on generating selfless, collaborative, engaging and empowering workplaces,

The Search for The Lost Dutchman's Gold Mine uses LEGO Scenes for energy and engagement

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.

 

Spring Forward Monday – Focused Innovation and Engagement Tools for after Daylight Savings Time

Spring Ahead with Motivated Action on Monday, March 12th

What is Spring Forward Monday It’s a special day for improving productivity, increasing employee engagement and promoting learning and new ideas for moving forward.

When is it?  Monday, March 12, 2018, (the day following Sunday’s Spring Forward time change on March 11th).

Who should do it?  If you are a Supervisor or Manager, this is for you! Take the initiative and create Spring Forward Monday with your employees. Gather your people together and inspire them in a learning quest, be it through a “hands-on” learning experience or by inviting them to share their ideas for improvements.

Why do it?  The purpose of Spring Forward Monday is to take this normally lackluster day (due to the resulting negative affect from the previous day’s time change) and turn it into a day of energy and motivation that will make a valuable difference for everyone involved.

How does it work?

  • Facilitate a session that gets people talking about what they feel could work better and how. This is motivating and engaging and great ideas can come from it.
  • Introduce some serious and fun learning by setting up teams to play a board game or simulation. People are motivated by active learning experiences.
  • Shake up the workplace by doing something outside of the usual daily routine. Even a simple meeting that involves food can stimulate people!
  • Inspire people by doing something positive with them.

Spring Forward Monday’s outcome will make a difference, not only in that day’s energy level but also for the future, because great and valuable ideas happen when people are invited to share their perspective or enjoy a solid learning experience together.

There are lots of ideas out there for getting people involved, giving them learning experiences and turning a “blah” day into a motivating day!

If you’d like some solid ideas for creating your own workplace’s Spring Forward Monday, we offer some  tools and ideas that are worth using:

  1. Try our Stupidly Simple Square Wheels Facilitation Toolkit that includes everything needed to ensure your success at facilitating a productive and safe session that will promote involvement and a sharing of ideas.
  2. Join The Square Wheels Project, an online learning platform where you’ll receive both the tools and the training for generating interactive discussions around ideas and opportunities for improvements.
  3. Use one of our team building exercises such as The Collaboration Journey Challenge or The Search for The Lost Dutchman’s Gold Mine.These games put participants in situations that link to their real-life work scenarios and offer excellent learning outcomes

Turn Monday, March 12, 2018, into a superb day by planning an engaging approach to learning and creating a happier and, thereby, more productive workplace!

 

For the FUN of It!

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

You can reach Scott at scott@squarewheels.comRead Scott’s blogging on people and performance improvement

Learn more about Scott at his LinkedIn site.

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

Google’s Unexpected Discovery that Soft Skills Create the Most Success

Think Google, think Research, and think Leadership. And then cogitate on the factors that Google found MOST linked to their most successful managers, the ones who have prospered within their organization.

Consider what it means that these were the top characteristics for success at Google:

  1. Being a good coach;
  2. Communicating and listening well;
  3. Possessing insights into others (including others different values and points of view);
  4. Having empathy toward and being supportive of one’s colleagues;
  5. Being a good critical thinker and problem solver; and
  6. Being able to make connections across complex ideas.

The surprise for Google was that these are all soft skills rather than the hard skills or STEM abilities (science, technology, engineering and math) they originally thought would be more valuable for success. Google collected this data through its 2013 Project Oxygen and then did another study in 2016, Project Aristotle, that analyzed data on inventive and productive teams and found that the best teams exhibited such soft skills as:

  • Equality, generosity, curiosity toward the ideas of one’s teammates, empathy, and emotional intelligence.

And, at the top of the list:

  • Emotional safety. No bullying. To succeed, each and every team member must feel confident speaking up and making mistakes. They must know they are being heard.

Also aligning with the findings of Google’s data was a recent survey of 260 employers (from small to large to powerful) by the nonprofit National Association of Colleges and Employers. One particular survey found that communication skills ranked in the top three most-sought after qualities by job recruiters.

Most valued was:

  • An ability to communicate with one’s workers, and
  • An aptitude for conveying the company’s product and mission outside the organization.

Are you honing your own soft skills for better workplace success? Reaching out to your employees and involving them in moving forward is seemingly a win/win for everyone as it helps to create a safer, happier and more productive workplace for all:

If you’d like a remarkably easy and unique way to increase your facilitation and workplace interaction skills and generate focused conversations that will lead to ideas for workplace improvements and create better employee engagement, we offer two very inexpensive and practical ways for doing so:

  1. Try our Stupidly Simple Square Wheels Facilitation Toolkit that includes everything needed to ensure your success at facilitating a productive and safe session that will promote involvement and a sharing of ideas.
  2. Join The Square Wheels Project, an online learning platform that gives you both the tools and the training for generating interactive discussions around ideas and opportunities for improvements.

If you would like to read the complete Washington Post article containing the information referred to in this email about Google and its findings regarding soft skills and STEM hard skills, you’ll find it here.

Bringing people together to learn from each other and have a voice gives them a sense of ownership and value that helps to create a more successful and satisfying workplace for all involved. So take the initiative and get your crucial soft skills rolling to inspire a better future!

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 Company
LEGO® is a trademark of The LEGO® Group®

Joan’s 2017 Santa Poem and Haiku about Teamwork and Improvement

Every year, Joan writes and illustrates a poem about the pressures on Santa Clause to improve and sustain his teams’ performance. This year, we chose to create some LEGO scenes to share how we have built those creative toys into our experiential exercises and metaphors. We’ve been publishing this through our emails but I thought to also share it within the blog.


How Santa Plays for Improvements

For the FUN of It! –

How Santa Plays for Improvements  🎅 - For the FUN of It!

As the holiday season rolls in, our best wishes to you for special moments of peace and fun. Each year at this time, we play with our Square Wheels images (now using LEGO), hoping you might sit back and enjoy them along with some homespun thoughts from Santa about solving some issues around people and performance, including the elves and the reindeer…

Santa has involvement and engagement issues in his organization too, you know!

How Santa Plays for Improvements

As always, Santa’s all set for Christmas Eve!
That he makes it happen is hard to believe.

We asked Santa if he’d reveal, really quick,
how he gets it all together; what’s his trick?

 

In Santa’s words:

Teamwork and happiness make us productive!
That’s why I look for ideas that are constructive.

I involve the Elves and Reindeer however I can
then they’ll know they’re part of the entire plan.

Discussing Square Wheels is the best way to start.
Improvement ideas flow and everyone’s taking part.
Square Wheels and collaboration
Enthusiasm thrives as support comes from all around
for finding ways to get improvements off the ground.
Next up, we play The CJC, quite the clever game
showing why collaboration is way far from lame.
Santa teambuilding
Players see their actions having consequence;
Planning and alignment certainly make sense!
Learning games create crucial insights and fun,
increasing camaraderie that wins for everyone!

As our work increases teamwork must shine,
so then I facilitate Lost Dutchman’s Gold Mine.

 

teambuilding with Santa and elves

It’s a business simulation that’s really a hit,
it’s memorable and we learned quite a bit.

All these exercises work to help us improve
by addressing issues so we’ll stay in groove.

On Christmas Eve, we’re Up, Up and Away;
Top teamwork gets us going without delay!

Off I go with Season’s Greetings to You,
leaving you with some thoughts in Haiku:

 

business haiku Santa

For the FUN of It!

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

You can reach Scott at scott@squarewheels.comRead Scott’s blogging on people and performance improvement

Learn more about Scott at his LinkedIn site.

Copyright © 2017 Performance Management Company, All rights reserved.

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

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The Square Wheels Stupidly Simple Toolkit is available at https://www.performancemanagementcompany.com/online-store/STUPIDLY-SIMPLE-SQUARE-WHEELS-FACILITATION-TOOLKIT-p73093722

The Search for The Lost Dutchman’s Gold Mine is available at https://www.performancemanagementcompany.com/the-search-for-the-lost-dutchman

The Collaboration Journey Challenge is available at https://www.performancemanagementcompany.com/collaboration-journey

Santa Claus hat ©: <a href=’https://www.123rf.com/profile_solerf‘>solerf / 123RF Stock Photo

Teamwork, Collaboration and Engagement – A tool for motivation and leadership

We continue to be impressed and rewarded by the impacts of our exercise on the issues of people and performance in the workplace. As more and more users experience this teambuilding exercise, it continues to confirm that the intended messages from our business simulation are being received and that participants become more aware of the available choices the have for motivating their people.

Solomon Salvis of SimuRise continues to capture these impacts in the videos taken at his development sessions. This 2-minute video is from DBS Bank and you can find it here:

https://www.youtube.com/watch?v=hKjRDzHeSG4

A video of Lost Dutchman's Gold Mine in play at DBS Bank in India

Involving and engaging managers in ideas for workplace improvement is an essential part of any leadership development program and Lost Dutchman does a great job at generating more openness to the issues and opportunities around collaboration. Competition is the norm in so many workplaces and this exercise opens up communications about what can be done differently to impact performance.

Dutchman is unusual as a teambuilding exercise because so much about the exercise is measurable. People can make choices which optimize overall results and the impacts of choosing to compete or win demonstrates the downside when viewed overall.

You can reach Solomon by clicking on his image below:

Solomon Salvis at Simurise Learning Solutions in Singapore

 

 

 

We are in our 25th year of supporting this exercise globally and just completed a full edit and revision of the training and delivery and support materials that come with the purchase of this exercise. Find out more at:

https://www.performancemanagementcompany.com/online-store/Team-Building-Games-c21200522

And if you have any questions at all, we would love your comments.

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.

Thanksgiving Progress – People and Performance

Thanksgiving here in the US translates well to the workplace when a “table is set” with the purpose of asking employees what they are thankful for in their workplace and then taking the discussion a step further by asking for their ideas and suggestions for workplace improvements.

For anyone supervising others, finding ways to ensure that their employees have a voice in their workplace and what can be improved would seem essential in creating a feeling of thankfulness and, therefore, increased workplace happiness and productivity. Actively being involved is often simply about being active in asking for issues and ideas.

Unfortunately, surveys show that employees are not experiencing workplace happiness and this negatively affects the organization, as a whole. What can you do to increase workplace satisfaction and active engagement for your employees? Here are a couple of actionable ideas:

1.  Be a “good” leader. Set clear expectations concerning rules, job performance and alignment to workplace goals and objectives.
2.  Make sure employees feel valued. Reach out and connect, personally, with them.
3.  Create a productive atmosphere. Be aware of the overall atmosphere and physical area and how it might affect productivity.
4.  Get people involved. Make them feel a part of the whole by asking for their input.

How do you make a difference? Create your own workplace Thanksgiving scenario (and not just around Thanksgiving but at any time!) by gathering your employees around a table where they can comfortably share ideas for workplace improvements:

Do this on your own or with the help of our Stupidly Simple Square Wheels Facilitation Toolkit that guides you in easily facilitating a session using the Square Wheels One image (shown below, left), a simple tool that generates active involvement and engagement to get people talking about issues and opportunities using the language of Square Wheels (things that don’t work smoothly) and Round Wheels (things that work MoreBetterFaster).

Square Wheels One LEGO image by Scott Simmerman

Ask for ideas and get them to make suggestions and to discuss possibilities. Everyone should be encouraged to share their thoughts and perspectives.

This tool has been appreciated, worldwide, for over 20 years because it so easily generates participation around ideas for improvements. Included in the Toolkit is a Leader’s Guide, a Presentation PowerPoint, Participant Handouts and Posters. It’s designed to increase facilitation skills. Or, you can take our 30-minute online course in facilitation skills where you’ll improve your skills through online video training and download the Square Wheels Toolkit to lead conversations about improvements and innovations. Click on the link to see this course overview.

Adding a Thanksgiving feeling to your workplace by gathering your people together creates an essential discussion towards making a positive difference in workplace happiness and appreciation. And remember to thank them,

 

 

For the FUN of It!

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

You can reach Scott at scott@squarewheels.comRead Scott’s blogging on people and performance improvement

Learn more about Scott at his LinkedIn site.

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

May you enjoy your Thanksgiving with lots
of good feelings rolled into it! 

Building Leadership Skills and Being Successful

As we build more tie-ins from our teambuilding games into the themes of Selfless Leadership (which I much prefer as a framework more than the more common Servant Leadership label), I have been reading and thinking a lot more about leadership skills and the notion of improving people and performance.

So many things lead to the same conclusion about personal effectiveness, that being better able to involve and engage people in their personal growth and to be able to align them with workplace goals and objectives improves impact. Those are the natural precursors to improving teamwork and impacting results.

One interesting article was Zdravko Cvijetic’s in Medium that discussed 25 essential leadership skills — it started with the metaphor of playing Super Mario and the key behavior of gathering “mushrooms” to help you grow and excel. While that mushroom metaphor reminds me of the old, “Keep them in the dark and throw a lot of “fertilizer” on them” framework of command and control, his thought about gathering more skills to improve impacts is certainly an effective anchor point.

I would encourage you to read his post and to select a few things to work on. As I did, it reinforced my notion that communications with others and the idea of framing better goals and expectations is a solid one for managers. It also reinforced my thoughts about generating better workplace collaboration and teamwork around those shared goals and expectations and the reality that changing the language of the workplace is a simple way to generate improvement.

At PMC, we play with LEGO and images and metaphors as simple tools to generate active involvement and engagement, to get people talking about issues and opportunities. This was one of my reactions to the Cvijetic article, that these tools and related language can become one of those tools for success. Asking people for their ideas is what generates perspective, innovation and active involvement.

Image on perspective and innovation

And being able to generate active personal involvement is a key to generating intrinsic motivation, because we all know that,

“Nobody ever washes a rental car.”

Ownership is a key feature of motivation and being better able to generate that active engagement is one of the key leadership skills for today’s workplace. Plus, the skill in gaining personal perspective and generate a team initiative to implement improvements is valuable.

Lost Dutchman Gold Mine teambuilding theme

•  You can purchase a simple Square Wheels toolkit that teaches engagement skills here, cheap! Click on the link.

•  Or, you can take our 30-minute online course in facilitation skills and also download the materials to lead conversations about improvements. Click on the link to see the course overview.

Regardless, the issue about replacing the Square Wheels® is a solid one. There are lots of them out there, working as they thump and bump along, that could and should be replaced.

The Square Wheels Project Round Wheels

For the FUN of It!

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

You can reach Scott at scott@squarewheels.comRead Scott’s blogging on people and performance improvement

Learn more about Scott at his LinkedIn site.

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

Happy New Year – Simple Ideas for Reframing and Future-Focusing

Here are a couple of ideas to make your teambuilding exercise
more fun and more effective.

We delivered a Lost Dutchman’s Gold Mine exercise for a group of managers for an international corporation starting up a factory here in South Carolina. It was my task to do some team building with the entire management team to try to help shape the culture.

The workshop went really well. But improvements are also always possible.

Team Building Exercise with Lost Dutchman's Gold Mine

Continuous continuous improvement is a mainstream belief about how things should really should operate, and there are always new thoughts on how to improve the impacts, even after 25 years of delivering these workshops. A catalog I got in the mail that evening gave me a new ideas that I thought to share about how to impact the future-focus on the participants even more.

We had spent some good time talking about how the managers in the session were going to be responsible for building a new culture, since this was a greenfield operation. And the focus of our game was about collaboration and leadership and the impacts on engagement and motivation. So, the catalog gave me an idea about what I will do on my next development program, and that is to focus the participants on the culture.

Happy New Year!

The things that these managers DO is what will determine how things operate, so why not celebrate in advance and also get them focused on their choices. The idea will be to distribute hats and clappers and have them first celebrate, and then engage in tabletop discussions about what they can do in the next few months that will positively impact their workplace.

We will have them put on the hats and clap the clappers and then say that it is January 3 and everyone at work is having fun and being productive and then to discuss what their management team did between now and then to generate such a positive workforce. What challenges did they overcome? What processes did they implement to generate collaboration and teamwork?

Another thing we did in the workshop was to give the participants cardboard finger puppets that they could play with, but that were also tools for them to have a good tabletop discussion. If they had something candid and meaningful to say to someone that was a bit uncomfortable for them, they could put on their finger puppet and let the puppet carry on the conversation.

We were playing with the idea of displacement and anonymity, but we were playing, making some fun about some reality and serious discussions that they as a team were going to need to have with each other. The finger puppet was simply a prop, a tool, and something to help lighten things up a little.

You can find all of these tools / toys at Oriental Trading / Fun Express, where we suggest you go to find tabletop fun schlock for your tabletops. There are a variety of inexpensive things we use such as binoculars, cowboy bendables, plastic badges and other things to add a bit more fun to the game materials.

Lastly, we just started distributing LDGM – 2018, a new updated version of the Lost Dutchman exercise. I just blogged about this in some detail.

You can see some of the key themes of the Dutchman game in a simple slideshare that we uploaded to show how we are now incorporating LEGO scenes into our materials to better integrate with our Square Wheels approach to organizational improvement.

 

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 Company
LEGO® is a trademark of The LEGO Group
®

Great new Lost Dutchman Teambuilding Exercise Updates

One of the world’s very best teambuilding simulations just got better. And we guarantee satisfaction.

We know that this exercise, focused on collaboration between teams and themes of leadership, motivation and alignment, is outstanding. Surveys of our customer users — primarily senior trainers in large corporations plus a network of independent consultants globally – continue to confirm its effectiveness for building teamwork and inter-organizational collaboration (see survey results summary here).

From their view, The Search for The Lost Dutchman’s Gold Mine is a premier, polished and respected team building simulation, now in its 25th year of global distribution.

So, it generated a lot of interest when we started building LEGO scenes similar to those of our upgraded Square Wheels® tools into the basic Lost Dutchman introduction slides like those here:

Slides from The Search for The Lost Dutchman's Gold Mine 2018 Introduction

The real impacts come from the Debriefing slideshows and the effectiveness of the images and metaphors for engaging people in the debriefing. The idea is to add more color and context to the tabletop discussions and to the group summaries about perceived issues and opportunities. The images will also allow us to share Workplace Improvement Posters and other ancillary materials to reinforce key learning points in workplaces, something we can customize with our customers.

The use of Lego in both Dutchman and Square Wheels allow an easy sharing of ideas and metaphors between the two concepts making these tools integrate better and allowing for easy links to other content and information.

The Search for The Lost Dutchman's Gold Mine teambuilding debriefing slidesand

The Search for The Lost Dutchman's Gold Mine teambuilding debriefing slides

While we are not using any LEGO® in the actual play of the game or on the tabletops in our deliveries, it certainly adds that possibility to the play for our customers, especially if they are integrating with LEGO® Serious Play® kinds of tools or using our Square Wheels tools within their workshops.

The Updates and The LEGO scenes:

The primary edits involve the addition of our Square Wheels LEGO images into the Intro and Debriefing materials. We have moved from line-art materials in our Square Wheels® frameworks to using Lego images to represent our Square Wheels® concepts and by integrating the games with these new materials, we feel it adds another layer of interest and helps generate more active involvement with the metaphors. Some of the scenes look like these:

LDGM LEGO Images of Alignment and Teamwork
and
Images of teamwork and organizational alignment using LEGO
 Nearly every training file of each version of Dutchman (LD Pro, LD-6, LD-4, LD-3) has been rewritten and updated and folders reorganized to improve the learning process. Reports are that the materials themselves are bombproof. Understand that a unique quality of Dutchman and other PMC products is that none of them require certification nor support fees nor licenses. Most users simply buy the materials, work through the training and start delivering their programs with little or no need to contact us. NONE is required!
 If you want to see more about these materials, we uploaded a Slideshare Overview of about 30 slides.

• The benefits of updating are simple: You get a better game!

• The benefits of purchasing are simple: You get a great exercise at a one-time cost with no licensing or certification or annual fees and you always get the direct support of me, the game’s designer.


How to Receive the Updated 2018 version of The Search for The Lost Dutchman’s Gold Mine team building simulation:

If you are a new customer, we are shipping the updated 2018 version so you will benefit by our network’s 25 years of using the exercise

if you are a current owner and you want to update what you have or get a larger version, we will give you full credit for the smaller game you own toward the purchase of a version to handle more participants. (this is a limited time offer, expiring on December 1, 2017.) Please contact us for details.

Current owners can receive the Updated Dutchman files by informing us of the version you own and choosing to complete either # 1 or # 2, below:

  1. Pay $125 for Pro; $75 for LD-6; $60 for LD-4 and $45 for LD-3 updated files.
  2. Receive the updates for FREE after completing these two requests:
  3. Emailing Scott a short, personal testimonial for Dutchman that we can use in our marketing efforts,
  4. Going to the Dutchman Facebook Page, “Friend” us there and “Like” the page.

Once you have completed either #1 or #2, above, we’ll send you the new upgrades, electronically, for your specific version, it’s that simple!

Let’s hear a YEEE HA!    

LDGM Team shoudting Yee Haa Celebrating

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 Company
LEGO® is a trademark of The LEGO Group

 

 

 

 

The Contagion of Desired Behaviors – Some thoughts on Collaboration and Leadership

Workplace behaviors can be contagious, which can be a highly useful thing as we try to change organizational cultures. And this can be directly emphasized and supported when the leadership aligns those desired behaviors to the organization’s goals and objectives in an exercise such as The Search for The Lost Dutchman’s Gold Mine.


A survey of 2000 employees by ILM revealed that nearly three-quarters of U.K. professionals emulate attributes seen in their colleagues, with roughly 20% improving communications and 10% on problem solving, both behaviors that align nicely with improving teamwork and collaboration.

If we can generate improved leadership and collaborative behaviors within a workshop setting and anchor those behaviors to organizational expectations, we are more likely to change those behaviors over time in the workplace, especially if those desired behaviors occur more frequently among the leadership team. If we can get increased collaboration, and discuss why such behavior is a contributor to an improved organizational culture, we are more likely to generate changes in behavior that are congruent with those discussions.

Surprisingly, the researchers reported that people are not influenced by traditional hierarchies when it comes to who they emulate, with almost half (49%) of respondents revealed they replicate behaviors from people across their organization. And a similar number (46%) say they copy behaviors from people of all levels of seniority, even their peers. So, building a cross-functional and more collaborative team and leadership structure can contribute to this modeling.

“One of the key things we found from the research is that employees don’t just copy senior people, they copy their colleagues,” remarked John Williams, director of digital strategy for ILM. “We recognize that leadership doesn’t just happen at the top of the organization. It permeates throughout an organization. If people are learning behaviors from colleagues and seeing their colleagues getting ahead and those behaviors aren’t great, then they will copy those behaviors.”

John Yates, Group Director at ILM, commented: “People are looking to their colleagues to demonstrate how they can work effectively, particularly when it comes to facing up to challenges in the workplace. Whilst it’s inspiring to see that professionals are motivated by those around them, it can also be dangerous, as people indiscriminately adopt the behaviors of others regardless of experience or expertise.”

Despite the prevalence of U.K. workers learning by example from their colleagues, the research found that most employees (58%) would prefer more formal training and development when it comes to acquiring new skills and capabilities. Driving such desired collaborative and motivational behaviors from a team building workshop like The Search for The Lost Dutchman’s Gold Mine simply makes good sense when it comes to generating improved teamwork and optimizing results. It is also something that can be run inexpensively at all levels of an organization to communicate missions, goals and expectations.

ILM researchers also noted that bad behaviors can also be emulated and spread within an organization, which is why an effective workshop focused on organizational improvement simply makes good sense. You can define desired goals and objectives and clearly discuss and support the desired behaviors that will lead toward those goals. You can refine expectations and develop peer support for the changes. You can focus on implementing change and improvement.

The Search for The Lost Dutchman's Gold Mine is about team building and collaboration

We are in our 25th year of selling and supporting Dutchman and we encourage you to reach out to us should an exercise such as this could support your organizational development initiatives.


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.

 (from Forbes Magazine article by Karen Higgeinbottom: https://www.forbes.com/sites/karenhigginbottom/2017/10/03/the-dangers-of-contagious-leadership-behaviors/ )

 

Spring Forward Monday – A Day for Involvement and Engagement – March 12, 2018

Okay, March 12 is a Monday.And you can choose to do a bit of Disruptive Engagement if you choose.

March 12 is also the Monday after Sunday morning’s loss of an hour’s sleep as we set the clocks ahead each Spring.   zzzzzzzzzzzz….

AND, it will be one of the low productivity workdays — it is also called Sleepy Monday based on research — and you know people will be dragging.

(How many of your people or co-workers do you think will
go to bed an hour earlier Saturday night?)

Spring Forward Monday -- make it engaging and motivatingSo, with most people dragging, and with this a known problem, why not choose to do something differently? Why not recharge their batteries and increase involvement and low motivation and teamwork (sometimes not really good anyway) by facilitating a meeting focused on their issues and their ideas for improvement?

Choose to be a Draggin’ Slayer. Seize The Day!

Spring Forward Minday illustration on disengagement of workersOur experiences show the dragging can be short-lived as people get involved with the Square Wheels® metaphor as a vehicle to discuss issues and problems.

Simply talking about their perceived Square Wheels will generate many Round Wheel solutions to make things roll more better faster.

Tons of research show that workers want to make improvements and will work on teams to look at the ideas for improvement and offer ideas and energy for implementation. They simply need the collective thinking and support of their workgroup to really understand the issues more clearly and to better define some solutions.

Spring Forward Monday® - A Square Wheels / Round Wheel opportunity for actively engagingPeople are pretty good problem solvers and when they know that something IS a shared problem, they will collaborate to define the perspective, needed resources and support. They can find solutions and if the solutions are their idea, they will be more motivated to implement those ideas. It is an issue of ownership and active involvement; you really cannot push them to make improvements you think are needed, since they resist your changes…

Nobody ever washes a rental car.

Square Wheels® are interactive facilitation engagement tools designed by Scott Simmerman and are a tool for innovationSo, it is about choice.

Your choice to to continue to do things the same way or to actively involve and engage your people to interactively consider things from different perspectives and defining some issues and refining some ideas for workplace improvement.

This kind of interactive discussion can be held at the front-line worker level or even among the top management team, although workplace realities would suggest that the people pushing the wagon know a lot more about the realities and problems than the wagon pullers.

Most organizations do have the tendency to work like this and we will note that our experience proves that the Round Wheels are already in the wagon — those good ideas already exist. It is simply a matter of identification of the better ideas once the bad ones are recognized for what they are.

The reality is that the Square Wheels® actually DO work, they just do not work smoothly…

Square Wheels One is a metaphor for performance improvement by Scott Simmerman

Square Wheels® One is our main illustration about how things really work.

So, with that perception about how things really work, you can use your imagination to guess at what might be done differently.

You can choose to be a Draggin’ Slayer on Spring Forward Monday® or continue to let things thump and bump. You can choose to improve involvement and engagement by involving and engaging your people in a new vision of how things can roll to the goal.

People WANT to be involved. Even the ones that say they don’t will get involved and engaged, since they so-often complain about how things are working and this is the perfect venue for them to contribute! So choose to involve everyone. Let people make some better choices and own the process of implementing workplace improvement.

Square Wheels engagement on Spring Forward Monday by Performance Management CompanyIf we have gotten you interested, here are some simple resources. One is a 2-minute video overview of the whole idea that we produced for 2017.

Spring Forward Monday Video Overview of Square Wheels

You can also purchase a complete $25 toolkit to support your effort with our metaphors and materials. The package contains:

  • The Square Wheels One image
  • A Leader’s Guide for facilitating the session
  • Participant Worksheets/Handouts
  • A collection of Square Wheels Posters that can be used as anchors to the insights gained as the group rolls down the road.

Spring Forward Monday Square Wheels Toolkit for involvement and motivation

And, you can access The Square Wheels Project to complete a 30-minute optional course on facilitating workplace improvement through facilitation. It is a general course, but focused on our metaphors and worksheets. And it costs only $10 as we gain traction for our approach to organizational performance improvement and motivation of workplaces.

The Square Wheels Project is about facilitating engagment and improvement

We are continually working hard to make this simple tool available directly to supervisors and managers who need simple and effective tools for motivating their people. Doing this on Spring Forward Monday™ would be a nice touch, but doing one of these sessions any time would be of high impact and benefit.

 

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 Company
LEGO® is a trademark of The LEGO Group

Spring Forward Monday® is a registered trademark of Performance Management Company


Note that this is a rewrite of the article on SFM that we published in 2017. If anything, there are even more research showing that the idea of doing things differently will have multiple positive impacts on people and performance.

 

Collaboration. Team Building. Competition. Empowerment. Servant Leadership.

The Search for The Lost Dutchman’s Gold Mine is a team building exercise where tabletops of people should align to the shared goal of optimization of results and mining as much gold as we can. And we are now focusing on how to more tightly link the play of the game with the teaching and implementation of a Servant Leadership type of collaborative supportive leadership model.

Teambuilding and Servant Leadership training

The idea is to be able to disrupt the normal behavioral patterns of individuals and teams to allow them some coachable moments in which to be more involved and engaged and allowing of the support of the leadership team. The norm seems to be that people resist active support, which we also hear in anecdotal comments about the implementation of a Servant Leadership Model within organizations. Building up trust and openness is a difficult endeavor and the exercise helps address that issue.

The basic Dutchman game design allows teams to make choices, define strategies, and collaborate with other teams to share information and resources. Each tabletop makes its own decisions and tends to focus on its own situation, rather than take the bigger picture of how the group can benefit. The sharing tends to be quite restrained.

Generally, we see some collaboration between tabletops but good teamwork within each team. And some tabletops do collaborate while others are focused on that competition and winning, even though that is never a defined outcome for play and those choices sub-optimize results.

Minimized competition directly relates to improved overall outcomes. It is that way in this exercise and in corporate reality. Few corporations excel when internal competition is the reality.

But occasionally, we see a group surprise “The Expedition Leader” and collaborate way more than normal. In that situation and the debriefing, the role of the EL is to capture the positive aspects and quickly spin that into what the group could choose to do differently when back in the workplace.

We are currently focusing on the theme of Servant Leadership as we construct some new spins on the delivery of Lost Dutchman. The tabletop team focus tends to create an us / them (situation, culture, expectancy) whereby the team isolates itself from leadership. There seems to be a desire to operate independently, and that sometimes feels like an adversarial situation where the team will actually ask the leadership to leave them alone!

This framework is for teaching leaders more about the skills, but we will be testing it with actual leaders working with their teams in a real-world mining scenario. The idea is simple:

Get everyone to make better choices and access support to help optimize results.

If you have some ideas for how you would like to see us consider or if you would like more information about how we are approaching this issue through the design of the delivery, please email me,

 

For the FUN of It!

Scott Simmerman 2016Dr. 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.

One of the best teambuilding exercises in the world, as rated by his users, is The Search for The Lost Dutchman’s Gold Mine, which focuses on leadership, collaboration, alignment and focuses on implementing the collective performance optimization ideas.

Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com
Twitter @scottsimmerman and @dutchmangame

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

 

Servant Leadership – Two Great Quotes

My partner sent me two quotes by Max De Pree, who published one of the most excellent books on leadership that I have ever read. Heck, we gave signed copies of it to all of the people in my Leadership Greenville class, which was a really classy thing for him to do. (And, I remember interviewing with Herman Miller because I was so impressed with their company, back a few years after I started Performance Management Company back in 1984.)

So, I got into my powerpoint file of Lost Dutchman LEGO scenes and thought to illustrate them. A team of us are moving forward with our efforts to repackage the exercise to mesh congruently with a full-day training program on Servant Leadership and the kinds of supporting behaviors that are inherent in our exercise.

A ax DePree quote using Square Wheels and teambuilding

and

Max Depree quote on leadership and followers

Working up the links to the approach of improving perceived support of managers and workers and of senior managers with their support staffs is an important part of how we view the focus on collaboration and teamwork in organizations. There is simply too much competition and too many people feeling like losers to really generate collaborative optimization. Mining as much Gold as WE can is the main theme of Lost Dutchman’s Gold Mine.

The Servant Leadership model offers us some solid links and we are moving forward with this packaging framework,

 

For the FUN of It!

Scott Simmerman 2016Dr. 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.

One of the best teambuilding exercises in the world, as rated by his users, is The Search for The Lost Dutchman’s Gold Mine, which focuses on leadership, collaboration, alignment and focuses on implementing the collective performance optimization ideas.

Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com
Twitter @scottsimmerman

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

 

Is it teamwork that falls flat in most organizations?

My friend Brian Remer posted up a short article he entitled, “Two Team Elements for Instant Success,” and in it, he writes of the issues of shared Identification and Interdependence. You can see his thoughts on his newsletter.

In it, he says:

A sense of shared Identification refers to the positive ways individual team members relate to one another. The more interests and experiences they have in common, the more affinity they feel to each other. These commonalities can be associated with culture, history, experiences, interests, beliefs, language, and so on. The more unusual the examples of Identification, the stronger the ties within the group are likely to become.

Interdependence refers to the way a team works together to accomplish its goals. Group goals should match individual goals so that the efforts of everyone are integral to team success. The team needs to see the value of being a team; that their work could not have been accomplished by disconnected individual activities; that it makes a difference to be a member of this team.

To foster Interdependence, emphasize cooperation and recognize each team member’s contribution to the shared goal. Provide opportunities for the team to work together and be successful. Talk about the importance of their efforts and describe how their goal could not have been accomplished without every person’s input.


I think Brian makes good points. But I also think that this thinking is somewhat short-sighted and narrow when applied to an organization, which tends to be my focus. Sure, teamwork is important within a workgroup, but I also think that these two dynamics only work with small groups. That is the focus of his writing, work teams, but it should not be the focus of organizational leadership.

A Transaction:

With an old consulting friend who is now internal and senior with a large bank’s leadership development organization, I just shipped her my Professional Version of my team building simulation, The Search for The Lost Dutchman’s Gold Mine. She has a session planned for tomorrow, so getting her the materials to her quickly was important.

THREE MONTHS AGO, we started positioning the sale with Purchasing. She had the approvals and the requisite information. I sent my details, tax structure, etc. And nothing… A week ago, I shipped her all the materials. I am STILL not set up as a vendor and they have NOT paid me for the exercise.

She has emailed and called Accounts Payable a number of times over the past months, and they finally sent her forms that she forwarded to me on Friday, including a number of materials relevant for non-US companies, a registration for sales of personal services, a non-vendor payee for direct deposit, a minority business registration, and yes, a W-9. She simply wants to purchase a GAME, with no personal services or related. It has a fixed price and I am the sole-source vendor.

After three months, no one is Payables has contacted me, even though I “registered” on Saturday with them and they have had my email address for months. It certainly feels like they are treating me (and her) as adversaries, even though all she wanted to do is buy a team building exercise that she had used for years with her former company. Ironic, huh? But it is actually not that uncommon, from my past experiences. There are many adversarial dynamics in large companies.

It is this common lack of collaboration between her training and development organization and different groups within the bank that reaffirms that:

Interdepartmental Collaboration is an oxymoron.

And it is that kind of choice and focus that causes a great deal of lost productivity and friction. She HAS the authorization from her boss to purchase the materials, and they have the budget. But a group like Purchasing plays its own games and focuses on its own processes to even actively block other groups from being productive. WHY?

My Big View says that the top managers are more likely to be competitive more than collaborative. Departments compete against each other as much as they work together to get things done.

The irony is that we clearly smoke this out using Lost Dutchman, the exercise she is trying to purchase, Dutchman gives teams the opportunity to collaborate with each other to optimize the overall results. It is about a shared focus on, “Mining as much Gold as WE can,” with “we” meaning the group, and not each tabletop.

The tabletops play great. There are seldom issues of shared Identification and Interdependence in how they plan and play. They bond up right away and operate reasonably effectively together. They process and handle the transactions pretty well. Their teamwork is good and it happens fast because of the nature of the challenge they face. It is this choice of working with the OTHER teams that is always the issue — and the real opportunity that is available for performance improvement of the entire organization.

Brian is right, but it is small group thinking. The bigger context of how organizations really work would suggest that shared organizational visions and goals, that are clearly understood and evidenced in organizational behavior, that are the keys to real teamwork and collaboration.

And maybe my friend needs to do some sessions that involve these Accounting people along with other departmental leaders and managers. It would probably have a wide variety of impacts on overall performance results,

 

For the FUN of It!

Scott Simmerman 2016Dr. 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.

One of the best teambuilding exercises in the world, as rated by his users, is The Search for The Lost Dutchman’s Gold Mine, which focuses on leadership, collaboration, alignment and focuses on implementing the collective performance optimization ideas.

Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com
Twitter @scottsimmerman

 

 

 

Branding, Change, Marketing and Square Wheels

We sell simple tools for communications and engagement and have been doing it now for 25 years. We had a consistent brand image for 20+ but then decided to shift and now we are faced with the perplexing problem of shifting again. I am guessing that this is a common problem but also asking for some perspective and dialog, since what we do is about communications and engagement. (Can you see the paradox there?)

Stay tuned if you want to receive a free engagement toolkit!

My trademark is Square Wheels®. And started out using this image as an engagement and development tool in the context of,

“How might this illustration represent
how organizations really work?”

The original image, with so little context, works wonderfully as a Rorschach test, in that people projected their beliefs onto it and the responses from a group of people were pretty amazingly diverse and creative. It always worked to generate great ideas about issues of the things that did not work smoothly and the Round Wheels that already existed and could be implemented. The year was 1993 and the image looked like this:

Square Wheels® is a registered trademark of PMC and © 119.This wagon rolled forward for a LOT of years and lots of miles, with me presenting sessions in almost 40 countries and initially selling transparency-based books and then powerpoint illustrations as toolkits for change, motivation, etc. It got me to be known as, The Square Wheels Guy.

But more recently, things happened and we started shifting over to using LEGO® blocks and Technics people to represent the themes and ideas, creating various scenes and frameworks that continues today and have moved into our other product designs and toolkits that continue to evolve.

Those images and scenes anchor to the same metaphor but represent themselves this way:

Square Wheels One LEGO image by Scott SimmermanAnd we think this is a big improvement. The goal of showing the image is to generate active involvement and diverse thinking about how things work and what things might be done differently. The key points are quite obvious and people project their thoughts about their workplaces onto the visual.

These conversations around what it might represent as an organizational reality tend to focus on people, engagement, active involvement, innovation, leadership, motivation and similar. They are about issues, opportunities and implementation. They are about innovation and best practices and collaborative dis-un-engagement.

And we package a number of very simple toolkits as well as an online course so that supervisors and team leaders can learn facilitation skills. We have also used the LEGO scenes to create some stop-motion videos, which are easy to do and which would be much harder with line art.

This is NOT rocket science, to show an image and generate a discussion. It is a powerful but elegantly simple tool to generate real discussions about perceived workplace issues.

In our efforts to broaden exposure, we engaged with an organization to sell an Icebreaker toolkit around this theme to their customer base, which is different than mine but very congruent. It is a framework for collaboration and co-marketing that seems to have no downside.

As the two companies discussed this Icebreaker possibility, her staff came up with the idea of using a different representation of the Square Wheels® theme and suggested using an image that looked like this:

An alternative version of Square Wheels OneSo, I am faced with a marketing decision with a variety of factors.

  • Does the above image represent an improvement or is it simply a dilution of my intellectual property?
  • Is the image itself going to generate better discussions about organizational reality and issues and opportunities, since it IS a very different scenario and has different features.
  • Is the last image going to get the positive reactions from discussion participants like the first two does?

And another set of questions:

  • If you were to change the latter image, how would you change it to improve its effect in generating engagement and ideas?
  • Which image do you personally prefer and why?

Your thoughts on the above would be most appreciated, and if you share a useful informative considered opinion or idea as a comment, I will send you a free toolkit to play with,

 

For the FUN of It!

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.

Scott and Dan Stones built The Square Wheels Project as an LMS, sharing tools and training to support Disruptive Engagement in the workplace.

Visit The Square Wheels Project at www.TheSquareWheelsProject.com

Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of T
he LEGO® Group®

© Performance Management Company, 1993 – 2017. All Rights Reserved.
PMC has no affiliation or relationship with The LEGO® Group®

Please Note: The offer of a free Square Wheels Toolkit is limited to the first twenty (20) people who share a relevant and useful comment about the image dilemma and its resolution.

 

 

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