Performance Management Company Blog

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

Category: Articles on Teamwork (Page 1 of 13)

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

 

 

 

Dr. Seuss on Disruptive Engagement

Even Dr. Seuss would understand about the issues and opportunities around the positive impacts of supervisors leading more active involvement to make impacts on people and performance. The data are simply so clear that people DO have ideas for improvement but that no one in the organization facilitates the process of capturing those ideas. Thus, there are large gaps in innovation and quality and productivity because possibilities simply are not realized.

I’ve blogged elsewhere about the general idea of Disruptive Engagement but I thought that one image, simplifying to the stupidly understandable level, might generate some actual thinking about choices and doing things differently! (grin)

The Square Wheels Project Dr. Seuss framework

People have ideas for improvement, the Round Wheels are already in the wagon. But they interact with their supervisors, who generally choose to NOT do things differently because of risk or time or task interference or the lack of collaboration from other departments. “I’m here from Human Resources to help you,” is such a “reality joke” in so many places because they are structurally unable to help, too.

If things are going to improve, it is going to be the people who choose to improve things. And it is going to come from increased collaboration and alignment to shared goals. Do some effective team building (see why I hate outdoor activities)!

Facilitate Dis-UN-engagement and Dis-UN-empowerment with your people by choosing to actively involve them in some workplace improvement activities. Visit The Square Wheels Project for some simple tools and support,

 

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 The LEGO Group

 

Why I HATE Outdoor Teambuilding after 30 years

“Outdoor Teambuilding.”

For me, this phrase represents an oxymoron, two words that simply do not go together. Classic oxymoron examples include “jumbo shrimp,” “crash landing,” “found missing,” “student teacher,” and, being an old rock and roller, my personal favorite, “Country Music!”

Why do I hate outdoor team building events? Because outdoors represents a basically impossible environment to do much actual team building yet companies choose to do those things, get no results and then think that no team building is actually possible. And they waste money, time and energy and cast a pall on good, impactful programs.

With training outdoors, there are simply too many distractions and dissociations in how people are reacting to make good connections to workplace issues. Outdoors is simply a place full of distractions making it is hard to hear and easy to lose focus. Sure, who doesn’t like to go whitewater rafting*, but other than remembering the fun and a few crazy things that happened to a few people, does it apply to workplace improvement or innovation or discussing changes in expectations or alignment?

And let me note that a lot of “indoor team-building focused experiential training experiences” are often simply outdoor-type activities moved indoors. I do not include any of those in my framing of business simulations and business teambuilding events. Running around indoors is the same as running around outdoors, in my view and I would also not consider paintball and firewalking to be indoor activities.


The ROI on most of these activities simply cannot be measured. Sure people have fun and will talk about the experience afterwards, but will they really do anything differently to impact the organization? And isn’t that why we are doing team building in the first place?


(Okay, an outdoor adventure or some fun and games IS better than listening to a senior executive share critically important data using powerpoint. I will take a climbing wall over a slideshow on last year’s results for inventory turnover… But I am talking about team building activities here…)

Organizations spend a LOT of money on team building events, with the expectation that they will get some return on that investment and see some changes in organizational behavior such as increased collaboration between departments or better alignment to the organizational mission and goals. (And, yes, “Interdepartmental Collaboration” is another favorite oxymoron!).

Post program, you will find the attendees talking about the activity and the structure and not a lot about the debriefing or the business links. Navigating that high ropes challenge is a solid accomplishment. And, sure, solving The Acid River is an interesting challenge – now how does that relate either to solving interdepartmental issues? And, often, the solution comes from ONE individual and not the team – there is no real teamwork involved in the strategy and those not involved are often those same people who resist the changes being done to them. Being directed as to how to perform is NOT teamwork and will not improve collaboration.

Click on the image above to see another article on outdoor learning and change

CAN Outdoor Teambuilding work? Sure. But DOES it represent the BEST environment for involving and engaging the broad diversity of people within the group and generate sufficient critical thinking or shifting of perspective that could drive changes in behavior? Organizations pay for this stuff, but I am not sure if they are looking for “great fun reactions” or actual impacts and changes. Only you can make that judgement based on your personal experiences, but my direct and indirect experience would say, Nope. No way.

  • Generally, those kinds of activities offer no possibility of measuring or measurement of behavior of individuals or groups, unless you focus on timing, which is a focus on competition more than collaboration.
  • They make it difficult for the older, less athletically-able people to compete on equal footing (that is a pun because I have a bad foot in actuality). The older workers simply cannot run and jump with the younger ones.
  • The events are often exclusive to those with some kind of disability or infirmity, such as a bad back or shoulder or knee and, frankly, being an observer is simply reinforcing that they are different (and not included with the others).

Doing a Dragon Boat Race is seemingly pretty unrelated to improving customer service or implementing the new strategy to involve and engage everyone in a workplace innovation project. Going go-kart racing is a fun thing, but who wins is often the most common discussion along with who had the fastest kart or who cheated so they could win. Do you have a different perspective?

And there is Paintball. Paintball as a business exercise. Shooting at other people with hard projectiles with the goal of doing them harm (killing them out of the game?) but also demanding some high level of motor skills coordination and physical activity of running and dodging to succeed creates an unfair playing field.  Grandmother Susan in accounting is probably going to find it somewhat physically challenging to lie in the dirt and shoot at people.

This 30-second advertisement for Booking.com is an especially good one, I think. Click on the image below to watch it on YouTube – it is well worth the time (30 sec)!

Annual company paintball teambuilding retreat booking dot com

And I also still laugh at the Firewalking “training event” paid for by Burger King back in 2001, with 100 marketing employees participating in this “team building and personal growth” session. The result was that 12 people got their feet burned and Burger King generating a great deal of publicity — yes, even Dave Barry poked fun at them in an article and there were a ton of posts around “naming the event” in a couple of training discussion threads, as well as suggestions for potential theme songs like, “Light My Fire” by The Doors (grin) ).  You can read more about firewalking here.

(Dave Barry’s really funny article is here!)
(The organizer blamed the burns on people with incredibly sensitive feet!!)

Firewalking can be a legitimate (and costly) experience growth experience (www.skepdic.com/firewalk.html).
but does it really impact teams and help to improve company results?

One who suffered injury was Burger King’s vice president of product marketing. But, hey, she had no regrets, for she was filled with the corporate rapture. Walking across searing coals, she exclaimed, “Made you feel a sense of empowerment and that you can accomplish anything” (and she could accomplish that with only a few casualties and hospital and ambulance bills). (And one wonders how she is doing these days…)

…so the Big Benefit of Outdoor Training:  You do not have to rent a hotel room.
(Well, Booking.com suggests you do as the one main benefit in their ad!)

Sure there are things like whitewater rafting that need to be outside, but I encourage you to watch White Mile with Alan Alda (trailer is excellent!) about his mandatory whitewater trip and the death of some of his executive team. Sure, it is a movie, but being on the water is not really the cat’s meow for many people.

I can go on and on about the personal experiences (generally failures and mediocre learning situations) but those have been done in prior blogs. What we are talking about is team BUILDING activities and not the team BONDING kinds of things that might improve friendliness or improve personal interactions but that have only remote connections to organizational development.

You have alternatives. There are a lot of good team building simulations out there that focus discussions on issues and opportunities, programs that present actionable behaviors and cultural shifts in how things are done.

So when someone is suggesting an event, ask questions about what might result from the expenditures. Define the desired outcomes and frame up with the ROI should look like. Good events can generate a lot of positive outcomes and impacts.

See this post for how those discussions might be addressed in a conversation of two senior managers trying to impact their organization:

Many People Hate Offsite Teambuilding – A Learned Response

 

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


Alan Alda’s movie, White Mile, was released in 1994: https://www.youtube.com/watch?v=F8DIGIr8SiU

Booking.com’s advertisement on rewarding hotels after Paintball is found at https://www.youtube.com/watch?v=zZTgKU5KNTM

The Search for The Lost Dutchman’s Gold Mine team building simulation can be found at: http://www.performancemanagementcompany.com/corporate-team-building-games-the-search-for-the-lost-dutchmans-gold-mine/

Many People Hate Offsite Teambuilding – A Learned Response

My teams don’t want to attend a training program or offsite meetings; the programs aren’t exciting enough and they hardly learn anything from the programs. In fact I haven’t come across many effective programs that can keep my people engaged and make offsite meetings interesting!

This was part of a conversation between two heads of an organization in India with my colleague Solomon Salvis. They were together to talk about a management development retreat and focused on teambuilding and one of these heads was quite reluctant to send his teams for any training sessions. He did not see value; he did not see impact. It was apparent that many of his past experiences showed such meetings to be fluff and low on the aspect of driving real change within his organization.And it is really too bad that such reactions are common with some many team bonding exercises that are presented as team building tools.

We designed The Search for The Lost Dutchman’s Gold Mine to be different, to make this business simulation challenging but also to change the behavior of participants. The difficulty comes from addressing the senior manager attitudes that events cannot be effective in driving new strategies or building real collaboration.

A very senior operations manager, who personally leads Dutchman, said this after one of her deliveries:

I’ve received tons of positive feedback about the exercise – that it was the best one that they’ve ever done, it was fun and they learned something, etc. While I’ve always had an open door policy, people are using it more now – I have heard about more issues unsolicited in the last ten days than I had in the previous five months, which of course means I can do something about them.  It’s been great.

With Solomon’s explanation, the learning head from the above conversation invited his team to conduct Dutchman at 5 different offsite venues to focus on strategy, implementation, taking calculated risks, decision-making in short periods of time, trust of leadership and teams, and collaborating internally and externally for optimizing results. He then had the opportunity to debrief with the two business heads on impacts and outcomes.

The Learning head had received a lot of praise for introducing simulations in the organization and thanked Solomon for putting in the effort to make offsite meetings interesting. The other head informed that the feedback from the participants has been highly encouraging, the participants were completely engrossed throughout the entire exercise, they loved the energy, the learning and the set up. Their teams are now more collaborative than ever before and are ready to take on big challenges at work.

The Search for The Lost Dutchman's Gold Mine team building exercise

If properly focused and delivered, a well-designed team building simulation can provide measured results that can be compared to optimized potential performance and support a discussion around key learning points and the choices that were made and that might be made differently in the future.Testimonial about Lost Dutchman Team Building Exercise

In many deliveries, the teams choose to compete with each other, which is energizing and fun but which actually sub-optimizes performance results. This same dynamic is why “interdepartmental collaboration” remains an oxymoron in many organizations. So, one goal of a powerful debriefing and program delivery is to discuss considered alternatives that could lead to improved outcomes. This can drive real change.

If you are interested in learning more, contact me or Solomon for more ideas and information. One of us can certainly support your teambuilding and organizational improvement efforts with an effective half-day event,

 

For the FUN of It!


Solomon Salvis at Simurise Learning Solutions in Singapore

You can reach Solomon Salvis at Simurise Learning Solutions in Singapore.


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

 

Managers – How Square Wheels can impact their workplaces

I got three fast notes from an HR director from an Indian company this morning. He and I had started chatting about organizational development and he wondered how my tools could impact the workplace, if they worked for managers, which one would be best and the difference between the downloadable and the LMS. And this happened in four successive short emails…

So, I started responding and realized it would make a good blog, since the focus is on helping managers impact organizational performance, and keeping things simple and straightforward.

So a few thoughts to frame this discussion:

  • All of my products are designed so that managers can deliver them without any support from Training or HR. That simply makes sense, given how isolated those departments can be from organizational reality. They are simply too busy doing other things of a higher priority to directly help managers.
  • Managers NEED tools to help them improve active involvement and clarify organizational alignment and deal with issues of people and performance.
  • Simple straightforward packages that do not require heavy train the trainer or psychological principles are much more useful than the complicated models that we often use in consulting or training. Simple tools to address real problems in straightforward ways are simply better, if they can be made available.
  • Tools to involve and engage workers for process improvement and innovation or to help actively involve and engage them in productivity increases are practical, and those that build teamwork and collaboration are even more important over the long run.

Managers need to be better motivators and workers need to be more innovative and productive and motivated.

But managers and supervisors are often incredibly over-burdened with other responsibilities and priorities that it makes their interpersonal communications very hard to accomplish. One survey said that managers have more contact with their remote workers than they do with the people who share office space with them.

What I have been writing about lately is the theme of Disruptive Engagement, with the premise that ideas coming from the bottoms up are so much more likely to actually occur than things driven from the tops down. You can read more about that in my other posts on leadership and innovation.

And managers have to be more actively engaged in their workplaces and with their people. To illustrate, Gallup found that managers working for engaged leaders are 39% more likely to be themselves engaged and that employees working for engaged managers are 59% more likely to be engaged, something they referred to as The Cascade Effect.

Of course this makes logical sense but the numbers are pretty startling if you consider the flip-side and the issues around working for UN-engaged leaders and managers. Gallup also reports that 51% of managers are not engaged and that 14% are actively disengaged. Scary.

With The Square Wheels Project, we offer an online training program that any supervisor can take to improve their group facilitation and team building skills and they also get a Square Wheels Toolkit of powerpoints and worksheet handouts to capture ideas and generate considered alternatives for improvement.

With the Stupidly Simple Square Wheels Toolkit, we offer a complete and easy to understand powerpoint-based training program, basically the materials supported by The Square Wheels Project but without the online training videos and other supporting modeling of delivery ideas.

The idea is to hold workplace meetings focused on identifying things that do not work smoothly for people and then identifying possibilities for improvement. I mean, what worker, where, does not have ideas to make things work more better faster? But nobody listens to them and few bosses seem to care, so those ideas simply languish. The beauty of Square Wheels is the generality of the metaphor – things thump and bump but Round Wheels are already in the wagon. Don’t Just DO Something, Stand There!

So, now that we have people talking, things can progress like this, with the first image representing a compendium of workplace realities, present day:

Square Wheels Project Motivational Reality in the workplace

But then we start talking and acting on ideas:

Active workplace improvement starts things rolling

And, if we follow through and keep communicating as well as involving and engaging other people (recruitment), we can see more of some things like this:

More weeks and more celebrations of improvements in organizational development

Idealistic? NO. There are thousands of examples of this kind of impact, person to person. While there is no silver bullet since organizational cultures and issues around trust and leadership vary so widely, the reality is that Ask and Ye Shall Receive actually works quite well when one involves and engages teams of people in the improvement of their own work environment.

Lastly, we need to upskill the workers and managers on their issues of Dis-UN-empowerment and Dis-UN-Engagement, which is otherwise called Roadblock Management. People need the tools to mentally manage the issues that appear when any kind of change process is happening and having peer support for improvement is a valuable factor. We have a simple toolkit and model for Roadblock Management, too!

Roadbloc Management Square Wheels Toolkit for Managers

As I said earlier, we do not believe that all this stuff is rocket science. There is an elegant simplicity in our approach, one that negates a lot of the apparent complexity that often prevents people from moving forward. Our tools are all about rolling forward more better faster.

My understanding, based on a doctorate in behavioral neurophysiology and early consulting work with people like Ed Feeney and Tom Gilbert and Ken Junkins drove me to believe that performance feedback is the breakfast of champions and that active involvement and ownership is what drives real motivation. Using Square Wheels® to create a perceptual gap between how things are and how they could be (Round Wheels) is simple cognitive dissonance.


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 team building 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

 

Simurise Learning Solutions enters the Lost Dutchman’s Gold Mine fray

For a number of years, we have been working with Solomon Salvis to deliver our team building and organizational development products in Asia and it is really great to have him come online with his new website. Now based in Singapore, he is expanding this teambuilding and leadership development work and product sales for that marketplace.

Simurise Learning Solutions is my exclusive distributor, worldwide. And while any of our users can resell my products to their clients, Solomon’s expertise and exposure should make distribution and development much more interesting.

Solomon is also a solid presenter and facilitator and is building his delivery and support teams to support a variety of workplace improvement initiatives and collaborative partnerships throughout the region.

If you want a reliable supporter for your teambuilding or organizational development / experiential learning needs and are in the Asian Marketplace, my suggestion is to contact Solomon.

It has been great fun to build the global network of users and to gain so much positive feedback about the exercise and it impacts. You can see a summary of user comments from a survey we did a while back; this is something I think we need to do with all of Solomon’s new user / customers. After all,

Lost Dutchman's Gold Mine debriefing card

And, we are in the midst of rolling out a special version of our game to HRDQ’s distribution channel as well as upgrading all of our materials with various LEGO® scenes to add color and more impact to the presentations and discussions. It continues to be a fun as well as most excellent journey to impact workplace collaboration and alignment.

Lost Dutchman's Gold Mine debriefing question

Rock and Roll!

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

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

 

Disruptive Engagement, Supervisors, Empowerment and Performance Improvement

I listened to a great presentation yesterday by Mercer on managing engagement, the need to focus on key metrics but the reality of driving behavior at the very bottom of the organization, which is what engagement is. Nicely presented, with great graphics. And I look forward to getting a copy of the information, statistics and related materials.

On the other hand, it seemed to have nothing actionable. It focused on senior managers and HR and organizational statistics and surveys and never once directly mentioned the Supervisors, to my recollection, as being involved in this “involvement and empowerment and engagement stuff.”

It is totally clear that workers and supervisors and managers are basically un-involved and un-engaged in so many workplaces.  And it is management effectiveness AND the workplace environment that is behind this problem. It is NOT a “senior management leadership issue” that can be corrected with more surveys and more executive development.

To illustrate:

Gallup:

  • only ONE IN FOUR employees “strongly agree” that their supervisor provides meaningful feedback to them, that the feedback they receive helps them do better work.
  • Only 21% of employees strongly agree that their performance is managed in a way that motivates them to do outstanding work.

DDI reported

  • 87% of first-time supervisors feel frustrated, anxious and uncertain about their new role
  • Only 11% said they were groomed for that role through some developmental training or program.

Rick Bell shared some statistics in the March issue of Workforce magazine about how badly workers are being supervised

  • 35% of US workers would forgo a raise to see their boss fired
  • 44% of employees say they have been emotionally or physically abused by a supervisor
  • 3 of 4 workers say that their boss is the worst / most stressful part of the job

Again:

It is NOT a “senior management leadership issue” that can be
corrected with more surveys and more executive development.

The issue here is basic supervision, basic leadership at the front lines. People are uninvolved and frustrated, so the solutions are about Dis-un-engagement and Dis-un-empowerment. *

The solution requires involving workers in workplace improvement for both process improvement and more self-determination and personal growth. It is about demonstrating that the supervisor is actively listening and helping to implement ideas. It is about the workers and the management team removing roadblocks that are perceived to be operating that are blocking engagement and the ability to act empowered. Simply, it is about facilitation and feedback.

*Note – I do not believe that it is possible to directly engage or empower someone else. You cannot change their internal workings, directly. What you can do is address their perceived issues and determine what they think blocks their acting in a more involved manner. Roadblock removal is kind of like coaching, only it can be done in a group or team setting. It is accomplished by ASKING FOR THEIR PERCEPTIONS ABOUT HOW THINGS WORK and what they might try to do differently. Remember that “Nobody ever washes a rental car,” and that “Trust is the residue of promises fulfilled.”

The Square Wheels Project is a simple online training program focused on using the metaphor of Square Wheels® as a tool for communicating about issues and opportunities, and it is accomplished by teaching the supervisor basic facilitation skills and providing a simple and bombproof tool for leading discussions. It also supports these supervisors with peer-level communications about issues and questions and dealing with problems and politics.

The Solutions:

We do not share any silver bullets about how to fix these problems. You can see some additional thoughts around implementation in this other blog post. Every organization has its own blend of communications and cultural issues. But the removal of perceived roadblocks to implementing ideas for performance improvement is intrinsically motivation and a way to address common fears around implementing change. (See Dan Stones article about overcoming team fears here)

But, operationally, it looks something like this: Let people play with Round Wheels since they are currently operating on Square ones…

positive disruptive engagement and Square Wheels becomming round ones

So, without cost or training or doing anything but downloading two pdf files, go play with this idea. Below is the really simple explanation of how it works.

Print out the two card-based worksheets. (SWs One 2017 What Might Be Cards to Print and SWs One 2017 How Does Cards to Print)

Square Wheels card

 

 

 

 

 

Cut each of the pages above into 10 relatively similar-sized “business cards.”

1 – Give a “how does this represent how things really work” card (left) to each person in your meeting and have them discuss the image in small groups. Let them consider possibilities. Ask them to share their thoughts.

2 – After discussion, give one “what might be some of our Square Wheels” card to each person and then ask them for some of their thoughts.

3 – Process the ideas as you wish. Do not defend the status quo but consider these thoughts and ideas as possibilities. “What else?” is a good response.

If you like what you see, which might start out with some discussion about the problems of processes and leadership and teamwork and ideas in a general workplace situation and the transition into what some of the issues might be in your workplace, you will get some idea of the power of this metaphor for changing thinking, language and goal-directed performance improvement.

We have a variety of workplace improvement tools available for purchase, all framed around the idea of changing people’s perceptions and behavior, driving improved teamwork and communications, and generally working to disrupt the way things are and create a more positive workplace.

 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.

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


Scott’s blog on themes of People and Performance is here.

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

Disruptive Engagement and Radical Candor by Scott Simmerman


The Performance Management Company blog is found at www.PerformanceManagementCompanyBlog.com

The Square Wheels Project is found on Udemy, and you can access this online supervisory facilitation skills training program, complete with downloadable powerpoint slides, printed handouts and other support materials at www.TheSquareWheelsProject.com

Dr. Scott Simmerman holds a doctorate degree in behavioral neurophysiology from The University of North Carolina at Chapel Hill and is a Certified Training Professional through the IAPPD and a Certified Professional Facilitator by the International Association of Facilitators. His LinkedIn bio is extensive and found at http://www.linkedin.com/in/scottsimmerman

Feedback, Team Building, Ideas and Accountability

Debriefing Lost Dutchman’s Gold Mine is where we continue to mine  organizational development gold. And there is plenty of gold to mine if we can act to do things more collaboratively and with better planning, alignment, and communications.

People have fun playing the Lost Dutchman exercise and problem solving and even competing but when the sugar hits the fan in the debriefing, they realize how they missed the message of collaboration and optimization, and that they played well as a team but not so well as a group. And it is the overall group results that are most important — who cares who won if our overall success was sub-optimized?

With that as a framework and because I am working up a new powerpoint debriefing toolkit for our game, my thought was to share a feedback mechanism that has a wide variety of constructs and applications for impacting accountability and collective engagement. Since I reference it briefly in the powerpoint, I thought to expand upon it in here for my general readers, customers and colleagues. It is a general tool for driving more active involvement and feedback, one you can easily adapt to any training program with a slight twist of metaphor.

The goal of the Dutchman game is simply expressed:

Lost Dutchman's Gold Mine debriefing card

This message happens repeatedly in the introduction and this visual is printed on business card stock used during the debriefing. We give these cards out as a tool to reinforce the overall theme — note the WE, because the game is focused on optimizing overall ROI.

The predictable result of play, though, can be expressed with this illustration:

My Team - artwork from The Search for The Lost Dutchman's Gold Mine

We call this, “My Team, My Team, My Team”

Tabletops often choose to compete and focus on their own results and thus they do not collaborate much and focus on optimizing ROI for the group, the WE part of this is bigger than that tabletop. If collaborating, they can often improve overall results 20% or 30% with no other changes. If competing, they do not help the other teams improve their results.

In addition to tabletop and group discussions around issues and opportunities, it is often useful to generate a bit more kinesthetic feedback and accountability from the post-game review of play, so we sometimes choose to have people write on the back of those cards. We can do things like this:

  • Pick someone in the room who you think could choose to improve their teamwork and give them a specific suggestion as to what they might do differently. Put their name on the top and an actionable idea in the body. You can be anonymous if you wish.
  • Select one good idea from what we discussed and write it on the card. We will collect the cards and summarize the ideas back to you as part of our followup.
  • Give ME (the actual company Expedition Leader and not the exercise facilitator) ONE GOOD IDEA about what I should do differently to help our organization improve its performance. It can be signed or anonymous but please make it valuable!
  • Write down one good idea that you want to implement in the next couple of weeks and put that card into your wallet. Expect an email from me on (date) to remind you to look at your card and see if you have been able to accomplish that idea.

The cards are thus a flexible tool for getting one more behavioral commitment to apply to the group dynamics, and followup is certainly the key to installing any kinds of organizational change from a training results.

The cards can be randomly collected or the collection assigned to the Team Leader for gathering so that you can get a card from each player. If everyone contributes, it generates a bit more social pressure to actually do something differently; it is one more grain of sand on the scale of commitment.

The idea is to use these cards to stimulate thinking about specific desired behaviors that can be changed or improved and that would have impacts on the collective, on the entire group so that it can operate more better faster to improve overall results.

If we continue to do things the same way,
we can continue to expect the same 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.

See user survey results for Lost Dutchman here: https://performancemanagementcompanyblog.com/2016/02/15/lost-dutchmans-gold-mine-team-building-exercise-survey-results/

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

See Scott’s LinkedIn profile here:  http://www.linkedin.com/in/scottsimmerman

 

 

Simple Bad Teambuilding

My associate in Singapore posted up his comments in a LinkedIn group post and I got copied. The posting consultant in India put it up for thoughts comments (and there are almost 200 comments!). He initially said:

Client: We are having an offsite for our leadership team. They all work in silos and there is a trust issue. We want to communicate to them that they should all trust each other and work together. Only then we would be able to achieve our roles.

Me: Why do not you tell them that?

Client: We want a facilitator to bring these issues subtly and indirectly. Our CEO does not want to address this directly. May be you could do this through some games or activities. We are also talking to couple of other organisations like yours and want to see who offer the best solution.

Me: I took leadership team of a client three times in two years to Rishikesh and to address trust and silo issues I made them do whitewater rafting. They enjoyed the rafting. After two years I learned that they became very good in rafting but the trust issues remained. So no indirect approach to the trust and silo issues.

I will pass this opportunity. Lets work together some other time.

If you did not notice this, let me point it out again:

“…to address trust and silo issues I made them do whitewater rafting. They enjoyed the rafting. After two years I learned that they became very good in rafting but the trust issues remained.

Well, duh! Really. People on this executive team actually expected that a consultant-led raft trip would improve corporate functioning? Why do we experienced consultants somehow believe that a paintball or lasertag event, or a Firewalk or go-kart race is going to transfer anything to the issues of improving organizational performance results? We see people learning how to crew an 8-oared rowing shell, or learning how to climb and rappel, or even going parachuting or hang-gliding. Neat! Fun!! But real teambuilding?

These kinds of team bonding activities are actually expected to change organizational results? Seriously? (And how is it going to drive that change, through cognitive dissonance or improved leadership or impacts on intrinsic motivation to do something differently?)

Why not choose to do team building to accomplish team building?

We just reached our 25th anniversary of selling The Search for The Lost Dutchman’s Gold Mine teambuilding simulation. You can see a Press Release with details here.

And we will guarantee that using the exercise as designed will generate solid discussions about what specific changes need to be generated it one follows the suggested line(s) of debriefing to link to issues and opportunities. You WILL generate discussions — and what you choose to do subsequent to that program will drive the implementation of results.

The Search for The Lost Dutchman's Gold Mine teambuilding simulation

 

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. He is also known for his Square Wheels® approach to innovation and engagement.

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

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

 

Press Release on Lost Dutchman’s Teambuilding Exercise 25th year

We’re a small business and some things are just normally out of our range of motion but we wanted to do a Press Release about our 25th year of supporting The Search for The Lost Dutchman’s Gold Mine team building exercise worldwide. It has continued to be a fun and interesting and rewarding experience for me to be supporting so many people and trying to have an impact on people and performance.

Team Building Success with Lost Dutchman's Gold Mine

Joan created and polished this piece, which I think is outstanding given the limitation of 600 words and the focus of making this an integral part of our interesting company story:


Are Team Building Exercises a Waste of Money?
No, According to New Survey

User survey for “The Search for The Lost Dutchman’s Gold Mine”
finds 100% would recommend the exercise to others based on performance and value

TAYLORS, SC, April 17, 2017—While many people believe that Team Building Events don’t generally work, Users of Performance Management Company’s The Search for The Lost Dutchman’s Gold Mine Team Building Exercise hold a much different belief. Based on results received from a Users’ Survey of Dutchman, 100% of the responders said they would recommend the exercise to others based on its performance outcome and value.

Celebrating its 25th year in the global marketplace, this top performing exercise has helped hundreds of companies generate real discussions about the negative impacts of competition on organizational improvement. Dutchman’s design produces measurable results to clearly show participants how their behaviors sub-optimize outcomes, including the overwhelming choice to compete rather than collaborate.

“A good teambuilding game design, one allowing teams to make choices, can link beautifully to a debriefing focused on making better choices for improving and optimizing organizational improvement. In Dutchman, players readily see the many negative aspects of inter-organizational competition, so we get them to choose alternatives to generate more collaboration and alignment to shared goals and outcomes.”

So says Dr. Scott Simmerman, Dutchman’s creator, a behavioral neurophysiologist specializing in organization performance and Managing Partner of Performance Management Company since 1984.

When about 1/3 of a workforce would forgo a raise to instead see their boss fired, doesn’t it make more sense to build a cohesive team and increase shared goals? And when only 1 in 3 managers are engaged in their jobs, should we not look to do some real things to improve their workplace? Is doing the same thing going to ever generate a different result?

Users value Dutchman because it:

  • Easily sets up an engaging, fun learning experience with a successful outcome for any group size or type from shop floor workers to senior management.
  • Contains extensive, flexible debriefing materials with solid links to issues of workplace collaboration, leadership development and motivation.
  • Clearly shows participants how their behaviors impact ROI for the organization as well as for their own personal improvement.
  • Offers real value and measurable impact to their organizations.
  • Motivates people, improves performance results and strengthens communications.

While many things are sold as “team building,” few have actual impact. They may be fun, such as playing paintball, but do they change anything; do they create a viable return on investment for the organization? Dutchman has the backing of enthusiastic users, worldwide, in all kinds of organizations who use it to implement strategies or generate alternative choices.

Dutchman also wins for its various purchasing or rental options and is sold for a one-time cost with unlimited use and no per-participant fees. And, its “satisfaction guarantee” has yet to be necessary for purchasers. Visit PMC’s website or contact Scott to learn how Dutchman will lead to constructive outcomes and teamwork for your organization.

About Performance Management Company:

Performance Management Company designs team building exercises and is the creator of The Search for The Lost Dutchman’s Gold Mine, its flagship exercise. It is also the creator of Square Wheels® images for organizational improvement that are packaged in various Toolkits for Managers and Supervisors. PMC was founded in 1984 by Scott J. Simmerman, Ph.D., Managing Partner and has been selling its products, worldwide, since 1992.

A partial list of client users: http://www.squarewheels.com/clents.html

It continues to be a great trip, working on team building with my network of users worldwide. AND, we are updating the exercise – if you own it, check with me about a free upgrade of the Intro and Debriefing materials,

 

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

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

 

 

Continuous Continuous Improvement and Team Building

Dozens of years ago, when I chaired our local ASQC group, it was common to hear these quality managers say that they had done continuous improvement.

It was so common that I resolved never to use that phrase and to only use the term, CONTINUOUS Continuous Improvement, which STILL gives my grammar checker fits, as the WordPress editor is doing right now…

I mean, how can you complete something that is continuous?

And why isn’t continuous continuous improvement a better overall goal for organizations? When does stopping improvement make any sense?

Now, those ISO standards forced organizations to go way deep into compliance and process management, which is an antithesis to innovation and improvement, and those issues still hang around out there in the world of manufacturing. And to see people put a Six Sigma framework around customer service still seems goofy, in that the processes are simply so far from rigid statistical control. But, whatever.

So, let’s shift to the issues of workplace reality, team building and continuous continuous improvement of people and processes, focusing on collaboration, alignment and communications.

Winemaking is often the art of nurturing grape juice through a process of continuous incremental improvement until it ends up as a spectacular product, if that is the winemaker’s goal. Sure, you can make a million gallons of wine that all tastes the same, but the artwork and artistry of this vocation is not focused on consistency but on excellence, much like we should be striving for with our workplace improvement initiatives.

In the case of developing a team building game, one can also devote 20+ years to learning the art and substance of teamwork and collaboration and to continually fine-tune one’s ideas to optimize desired outcomes. And I can honestly say that I think we have reached that point with The Search for The Lost Dutchman’s Gold Mine, a team building exercise that has been continually improved since its first deliveries back in 1993.

The Search for The Lost Dutchman's Gold Mine teambuilding exercise

Selling and supporting a game was never my main objective; designing and refining an organizational development exercise to deliver consistently excellent results and have widespread positive impacts on people in organizations was always my goal and hopefully my legacy. Surveys of users say we have pretty much optimized our impacts from this single framework (see a supporting article here or download the results here.)

Dutchman’s existence grew out of dissatisfaction with a “team building game” that I represented as the first USA selling agent back in the late 1980s. That game’s play and its debriefing supported competition among teams – it’s program design allowed teams to quickly die because of their decisions, claiming that this was a reality of teamwork in most organizations. And the focus on competition was a distraction from the expressed objectives of building teamwork, something that I didn’t feel created a better Return on Investment than what a Collaborative approach would do. (Read more about that here)

When I tried to collaborate with that game’s developers, they resisted any ideas from any of us who were representing their product, ideas that would strengthen the game’s outcomes and impacts. So, over 24 years ago, Dutchman was created because there was a need in the team building marketplace for an inexpensive exercise that would support a serious learning framework for how collaboration beats competition in getting the best ROI.

We wanted a design that linked to real workplace issues, but also an exercise that could be easily facilitated by trainers or consultants and didn’t have a bunch of restrictive licensing and continual payment requirements attached to it. I wanted to sell Dutchman as a one-time cost game with a money back guarantee that could be used by virtually any type of organization and I soon found that this was a much appreciated concept compared to the typical way that team building products were put into the marketplace.

Once this exercise entered into the playing field, it immediately received accolades for how it drove home the concept of collaboration better than anything else out there. Through a much stronger debriefing than the other game provided, I was able to show how teams could have increased their ROI by the simple act of collaborating. We MEASURE the team and group results and can clearly show where and when collaboration would have had significant positive impacts on results. (If you own the game or are interested in performance metrics, you might find this detailed results analysis to be of interest.)

It is our belief that leadership, communications and strategic planning were all essential to creating a collaborative environment and Dutchman set this up well. Active involvement and engagement are also important for the success of any implementation, so the game plays really well in a situation where you want to better implement tops-down change and strategy.

The funny thing is that competition is a compelling force for players and they end up sub-optimizing their gold intake because of this, which is also a very common workplace observation. Therefore, this further indicated that a solid Debriefing was necessary to the game in order to get people to realize how choices around Collaboration brings in a better ROI.

Behavioral flexibility also became an important addition to the game and its debriefing because organizations have different reasons for using team building games and as Dutchman’s debriefing continued to evolve over the years so did its flexibility for creating different outcomes. Within its first year of use, Dutchman became a worldwide product that easily worked in various cultures and countries. And it is really neat when people working in one organization change jobs and buy the game for their new company. THAT is good evidence that the game holds high value and relevancy for them (and is a safe move to make!).

Today, we sell a variety of different Dutchman games, with LD-3 for up to 18 players or 3 teams; LD-4 for up to 24 players (4 teams), LD-6 for up to 36 players (6 teams) and our LD-Professional Version for any number players.

These various versions and their scaled prices were well received and our idea of making a Rental Version of the game available for those who weren’t ready to invest in one of the other choices or who had a one-time delivery requirement. We have training consultant users who purchased the game to use in small classroom settings who can now profitably do that large organizational retreat (100+ people) for clients.

Throughout the years, I’ve continued to improve upon the game play not only from my own ideas but also from collaborating with Dutchman owners who have given me great ideas to incorporate into the game. The game materials have evolved over the years, the Debriefing presentation and slides have expanded, the training materials have evolved to now include videos of how to work the game, etc. Even the original game board has changed into a different version.

People purchasing the game 24 years ago can still play with the materials they received at that time while those presently purchasing any of the game versions will have an updated set of materials — All versions will work exceedingly well to create a session worth facilitating because the outcomes of the game are like a fine wine in that the depth of appreciation for Dutchman and it’s return on investment continues to grow as it ages.

testimonials for Lost Dutchman Gold Mine slideshare

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.

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

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We rent the exercise, with great testimonials, to consultants and trainers in North America. See more details here about its play and its outcomes.

ASQC – American Society for Quality Control is now the ASQ /AQP, the American Society for Quality and the Association for Quality and Participation. I was actually a member of both groups and much more aligned with the frameworks of AQP – And I spoke at a couple of their international conferences.

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