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Category: large group team building events (Page 2 of 3)

Thoughts on Team Building and Choices, not Beliefs

Since I first started consulting on behavior and performance back in the late 1970s, I was struck by the differences in what people SAY they do and what they actually CHOOSE to do. Often, these represent large gaps between theory and actual behavior, a gap that often needs to be closed to actually change organizational cultures. People have a hard time being congruent, acting as they think they do and seeing their personal behavior objectively. This is one of the primary reasons why 360 degree feedback can be useful.

Managers might talk about listening to their people and having an open door policy, for example, but the actual reality is that they are always too busy, they screen their calls and their visits, and they have people run interference for them. Surveys will demonstrate such gaps pretty regularly, in actuality. They might talk about “skip-level management” but they always want people to move issues and ideas up the normal chain of command. New data on Respect shows a similar gap (blog to be published tomorrow).

I believe you know what I am referring to, since lots of surveys show lots of such gaps and we have a lot of personal experiences with others that we can recall. And these two quotes sum up the situation:

We judge ourselves by our intentions; we judge others by their behavior.

   and

A desk is a dangerous place from which to view the world. (John LeCarre)

A friend who does teambuilding wrote about doing team development training with senior leadership in Kuwait and that the participants in two workshops challenged the models in his book and put him to the task defending his thinking.There were probably some cultural differences in play but these were also senior managers who often think they know about the intra- and inter-team interactions in their organizations but who generally see filtered data.

(For an example of “filtered data,” you will probably find this blog post to share a funny but true accounting of how Mission Statements get developed! The story is called, “In The Beginning.”)

It is obvious from the pictures that my friend shared that people attending had fun and that team bonding probably occurred. But these activities, by their appearance, did not seem to have a lot of construct validity insofar as being business decision-making and business problem-solving or related to issues of process improvement. Nothing appears measurable and inter-organizational collaboration seems difficult to generate, from appearances.

Given that there were apparent difficulties in the attendees relating to the high performance teambuilding model that was shared,  I also wonder if a different delivery framework for the actual exercises, something with tighter ties to business improvement realities, might have generated different outcomes and discussions. A good model will help leadership better understand what they can choose to do differently, to help change their behavior and the organizational culture they manage but only if you can link to behaviors, not trying to change attitudes or beliefs.

Too often, people from different perspectives and orientations TALK about what they do and how their managers and teams perform and will challenge models based on their beliefs about how things work. We all have such a sense of reality about things like this that it sometimes makes us blind to other possibilities. Simply using a group of people to solve a problem is NOT always relevant to making improvements in business processes and managing people and performance. Problem solving challenges are related, but different. Teams do not just solve problems, they must implement solutions!

kuwait team building pictures

These are the kinds of challenges commonly used in so many team building programs, but are they BUSINESS problems that relate to organizational improvement issues?

And it looked (above) as if my friend used activity-type exercises that are engaging and challenging but that might not have tightly represented business models of how things work.  And this is where some of the conversational conflict may have arisen — how does working with string directly relate to managing and improving high performance teams?

One of the things that I have found to eliminate most of that kind of divergent chatter among executives is to put them into a problem situation and get them to choose and behave and then debrief around ACTUAL behaviors observed, focused around optimizing organizational performance results. Simply talking about how they think things work is not really useful — and the focus is on beliefs and not behaviors and decision-making. We all have beliefs, but not all beliefs represent objective reality.

The Search for The Lost Dutchman’s Gold Mine is one kind of activity that actually drives team and group behaviors in an observable and measurable way, and is one such approach to reality and choice. The exercise also focuses on the inter-table play and decisions, the competitive side of things that get in the way of collaboration and the larger issues of teamwork. It focuses on time limits and limited resources and the need for understanding a complicated set of rules for play along with issues of strategic planning, intra- and inter-team alignment to a shared goal, and the implementation of ideas.

The Search for The Lost Dutchman's Gold Mine information and overview link
High Performing Teams do not just solve problems,
they implement solutions that impact results!

If you can get people to make choices and perform in a complex situation demanding teamwork and collaboration and planning, you now can focus on those choices and the observed behaviors and link those things directly to a model for organizational improvement and change. I think arranging knives in a unique creative manner is a great bar trick but the leap from that to organizational improvement is a long one.

What do YOU think?

 

For the FUN of It!

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

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

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

 

Off-Site Meetings, Teamworking and Engaging People for workplace improvement

In a LinkedIn thread, we started discussing company activities and teamwork. My thoughts are along the theme that building teams within an organization is not the same as doing a lot of things that are called teambuilding. What I did was show this picture in a discussion called “Teamwork? Why is this called TEAMwork?” and comment:

Every so often, I am simply struck by what some people call team building. I have written extensively in my other blog about things like go-kart racing, golf, bowling, firewalking and other activities and how a connection to team building behavior and organizational performance change is tenuous at best.

FUN is not team building.

CHALLENGE is not team building.

Teamwork High Ropes Guy

One of my friends talked about her teambuilding experiences thusly:

Hi Scott! I think these activities help build teams when people *choose* to get together and do fun things together; not because the company forces them to do so. The reason certain coworkers will choose to do things together on their own is because the working environment is open and friendly and lends itself to people *wanting* to get to know each other outside of the office. The best team building activities I’ve ever experienced were completely voluntary and informal.

I read a thought this morning that helped me frame this up a bit more clearly in my mind.

It is a simple reality that building a community within an organization is not the same as building real teamwork.

Forming a softball team can have the benefit of helping people get to know each other so as to improve that sense of community; it may help improve communications and trust. But it is not going to help the team build a better sense of alignment to the organization’s goals and visions, nor will it improve systems and processes to have impacts on performance metrics.

The kinds of problem-solving faced by the second baseman when considering whether to throw the ground ball to first base or second base (one out, tie score, 3rd  inning) or the person forty feet off the ground standing on a board is not thinking about improving customer service or generating a sale or shipping an order. Teamwork is adding brains and engagement to business process improvement, more than doing a firewalk or winning at paintball.

I’ve written a lot about the issues I have with things like bowling or golf paid for by company funds and framed as “team building events.” A company started here in Greenville SC with indoor go-karts framed up its first advertisement with it being “a year-round team building opportunity.” Racing about in go-karts is a team building event? How will that impact organizational performance? How will that improve collaboration and decision-making?

There was a lot of media a while back about the Internal Revenue Service and such a formal event they structured. You can read about it here under the title,

IRS needs Large Group Team Building instead of $27,000 Innovation Speakers
Google ChromeScreenSnapz003

IRS Line-Dancing – click to see the video

They spent a gazillion taxpayer dollars on a huge fancy choreographed event, hiring “motivational speakers” (an oxymoron – do any actually motivate you?*) and took time to “train” a whole bunch of people to do different things like the line dancing above (team building, I guess) when they could have done something like The Search for The Lost Dutchman’s Gold Mine for maybe a total of $10,000 (including a leadership development session for senior managers) and generated some serious discussions about organizational and departmental goals, choices about collaboration and improving communications, discussions of shared risk and leadership of others, etc.

* I can remember attending a corporate event years ago when a famous football quarterback / restaurant owner was paid $40,000 to speak to a group of employees and vendors about his experiences with customer service. Does anyone really think that any listener walked away and did anything differently? It was a photo-opportunity for the company execs to get pictures taken, though.

Just as icebreakers to energize can be a waste of time and energy when they are completely unrelated to the training goals and session subject (see Motivation, Training and Icebreakers. Keeping it Real),  organizational team building activities should have a real connection to improving the organization.

Note: You can find a solid article on ideas for success for off-site team building event management ideas on this blog post.

That is not to say that company activities aren’t good things to do, because they are. But when limited budgets for organizational improvement are spent on picnics, bowling, softball and other community-building activities, you can miss the opportunity to do things that actually make impacts on people and performance. Do both, if you can.

Note:  We rent and sell an absolutely world-class team building exercise focused on alignment and inter-organizational collaboration. It is called, The Search for The Lost Dutchman’s Gold Mine and there are many posts in my blog about the exercise and its design features.

Here is a recent testimonial that I thought to add:

Testimonial on Lost Dutchman's Gold Mine team building game

Renting the game is a really inexpensive way to have a great large group event team building at a very inexpensive price. Read more about renting Dutchman here:

Rent The Lost Dutchman's Gold Mine team building game

For the FUN of It!

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

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

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

 

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Outdoor Training: Issues of Learning and Change

The situation is simple when it comes to outdoor training and development:

  • Workers are the people who are doing the work.
  • Managers are the people managing.
  • Teamwork should have positive impacts on people and performance.
  • Training should impact perspective and understanding
  • Collaboration is more important than competition.
  • Debriefing and Discussion are generally the best desired outcomes, along with commitment to change.

So why do most outdoor activities seem to be highly competitive activities with lots of room for climate issues and other distractions? And why would we want MORE competition within the organization since it is already not helping and generally sub-optimizing  — “interdepartmental collaboration” is an oxymoron in most places!

And I am sure that the workers find more competition within the different departments of your company right now than they find between your company and your competitors. The senior managers might see things differently, but do the workers themselves actually feel they are competing with others more than they feel they are already competing with their own management?

  • So, why not focus on more inter-departmental collaboration and alignment?
  • Why not build on improving communications and engagement?
  • Why keep doing competitive things when collaborative ones are needed?

—————————

Airline Cargo Volleyball TrophyWe won the competition, but we lost the team building aspect of things. And I have the trophy to prove it! More on this below.

—————————

On occasion, I am asked if one of our team building games could be used in an outdoor setting. Wow, does that bring up some memories about what might have happened and the reality of losing control. I find too many uncontrolled things can happen in an outside environment and wonder why they are used, actually. And, so many of these outdoor events are strictly “games” and not learning events and, therefore, primarily competition-based engagement.

(Is that an oxymoron?)

Being outside is great, but is it cost effective for a business to make that decision? I guess if FUN is the desired outcome, and not LEARNING nor generating behavioral commitments to do things differently, outdoor games can work. But my personal experience is that the outdoor environment is generally NOT conducive to generating organizational change and I have lots of frameworks for that in my personal history of being a participant as well as a leader.

The idea of sports analogies or military frameworks applied to business development situations also makes me uncomfortable because businesses do NOT represent how sports teams operate nor are we generally accepting assault and raw aggression as good business strategies. We are not a football team with a quarterback and plays and countless practice drills and direct head-to-head team competition with other teams. We are not a baseball team, with players who each do their jobs in the field and then take bats individually against the pitcher of another team. We are not basketball teams, running plays and shooting baskets. We can make analogies to those activities, but we are not in those industries!

Paintball as a business exercise? Shooting at other people with the goal of doing them harm (killing them out of the game?) and demanding some level of motor skills coordination and physical activity of running and dodging to succeed creates an unfair playing field.  Sure, there are analogies, but is that a business learning opportunity? Is building a rope bridge and then walking over it a real situation for your business (or driving a go-cart or bowling) — is it going to generate real business collaboration and improvement? Firewalking?

(I do have a good article on Business Sabotage you can read here!)

Sports are too much about winners and losers whereas business requires collaboration across a variety of operational and support groups. Military games are way too deadly serious and many of your participants may have significant emotional ties to such situations. If they were in a real war, your activity will bring back those strong negative associations and memories. If they had a child or relative killed or injured in some war, it is that same issue — you are coercing them to participate in a situation that creates unpleasant emotions.

Do we really need to use competition and competitiveness
as driving forces
for collaboration within our companies?

(Is that telephone customer service rep actually in competition with another company or merely depending on collaboration from other departments to perform well in her job? Is that guy on the shopfloor really competing with The Koreans in producing a high quality automobile? Is competition the real driving force for top performance by people? (Answer: NO) )

Workers are the people who are doing the work. Managers are the people managing. Workers and Managers both want LESS competition within the different departments of your company. So, why not focus on more inter-departmental collaboration and improving communications and engagement?

Generally, the links to the business improvement issues — why companies are actually spending money and time with managers and employees — are sometimes quite vague when relating many outdoor activities to organizational behavior and leadership, problem solving or change. Sure, these outside exercises are fun and people do like to solve problems and compete. But it takes a good facilitator to bring out the discussions and not all the facilitators are all that good nor is there always support within the program design for a strong debriefing to take place. Plus, the links from the activity back to business are sometimes stretched.

I speak with experience as a participant of many different kinds of these activities. One was at a college with a bunch of my Leadership Greenville colleagues (a program supported by our Chamber of Commerce). Being collaborative and facilitative in my general style, I applied these skills in discussions about solving the outdoor problems at hand (like the acid river and the bucket on a string designs). The “session leader”  actually decided I was helping too much and told me that I HAD to be silent and could not talk — this is also known as punishment in psychology and it has pretty predictable consequences long-term.

(Yeah, and imagine when I was allowed to talk in the debriefing! One of the questions I asked of her was about the leader’s business experience. Turns out that she had never actually had an actual job. And she is the leader of this group of business people? Really?)

Another such program on collaboration turned into a mass group competition, where the VP of the group was making things more competitive by timing the different problem solving activities and comparing different groups to the others.

Airline Cargo Volleyball TrophyWe actually had a quite competitive volleyball teambuilding competition, too, and during the awards ceremony, many of the Losers actually booed the Winners in front of the company’s Executive VP Operations. And this was at a team building event where the company spent many 10s of thousands of dollars bringing players in from all over the US and hosting them at a retreat facility in the middle of Texas!

Note: I was on the winning team and I still have my trophy on my bookshelf as a reminder of how badly this went…

That same event also had one of the participants being stung by a scorpion when he leaned on a tree — he went into shock. But the facilitation team actually carried an anaphylactic shock kit with them out in the field, since it had apparently happened before (wonder if they had mentioned that when working on the design of the activities). Needless to say, that hour spent on it was costly for the 60 highly paid company people — everything stopped completely — as well as pretty distracting for all of his friends and co-workers.

Competition produces chaos and confusion, not collaboration and improvement

My outdoor delivery experiences also include a session where the sun came out and totally washed out the projected images on the screen so no one could see. At a different event, the temperature in the huge circus tent went to 110 degrees and the big electric fans blew all the papers off the tabletops (so we taped them down). But these same fans were so noisy that the debriefing was impossible, as also occurred with the game activities that followed after my session. And this narrative represents the short-version of all the things that went wrong…

Another event had it rain for an hour right after we put the maps and things on the tables. We quickly recollected all the soluble stuff and then, when the rain stopped, we had each table select what it required from our “Organized Pile of Materials” and take these things outside to their tables (which the hotel staff helped us dry off with a massive number of room towels).

YES, my games CAN be delivered as outside activities, but why? I cannot remember a single time when something did not go wrong and force us to make a major adjustment in our delivery (like an afternoon lightning storm or very high heat). And I cannot imagine doing a large group, outside, with any kind of controllable learning outcomes. Yet here is one we did indoors for 500 people that went really well:

Large group team building delivery - INSIDE - with everything under control!

If my client is paying big bucks to get people to the venue, feed them, house them and all that, and they are renting a room for lunch or dinner, why the heck not simply deliver the exercise inside under controlled temperature and lighting and audio/video and avoid all the outdoor disasters?

– Why even allow the potential problems and distractions?
– Why necessitate a scramble when the weather changes?
– What is the big benefit of people standing around outside?Birds?

(Heck, maybe I could design a program around them all coming over to my house and working on my yard and gardens, ya think? Do it like one of those cooking classes — I could sell it as a Landscaping Teambuilding Initiative and maybe even get them to work on my neighbors’ yards…)

Lastly, I do not consider firewalking, golf, go-karting or golfing to be very good team building activities. Baseball is okay, maybe, since everyone can play and bat and all that but running is required (and I actually ruptured an Achilles tendon playing ball). Volleyball requires too much skill and the size and skill differences between people can be way too large. And how many times do I have to pass balls around or deal with a bucket on a string or hold hands with other people to solve a problem, anyway…

There are LOTS and lots of good team building games and exercises that can be delivered with high impact and good learning. So, why intentionally add uncontrollable factors just to make it some “outside” program whereby a much higher potential for non-participation or even injury might occur?

I will always remember the movie White Mile, where a corporate rafting, team-building trip ends in tragedy. Hoping to build bonds between his employees and clients, advertising executive Dan Cutler (Alan Alda) takes the group on a whitewater rafting excursion. But the raft capsizes, several of the men die, and one widow files a lawsuit. Cutler tries to hide his negligence, and one survivor (Peter Gallagher) faces a difficult moral dilemma. We often see the same kind of lower-level drama play out in such corporate team days… Watch the two-minute trailer here for some great scenes.

These uncontrolled, outdoor activities CAN go very wrong, but so many simply have the outdoors as functionally distracting to the learning that is supposed to be the main desired outcome.

Have fun out there! And maximize your team building impact.

 

For the FUN of It!

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

 
Connect with Scott on Google+ –

You can reach Scott at scott@squarewheels.com

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

 

Faster Play = Longer Debriefing

When initially designed 25 years ago,  The Search for The Lost Dutchman’s Gold Mine was to have a solid front-end that challenged teams to put together a plan of action managing their limited resources and to push players to work together to develop a shared strategy and plan of action. The Intro was focused on them making specific choices around collaboration and strategic planning.

(note: this post is actually written for users of the exercise, but it also speaks to our overall design thinking and features and benefits of Lost Dutchman over some competitive products which you might be familiar with.)

We also wanted this planning time to set the stage for play and the processes for playing out those team decisions to be clean, fast and simple. While some people have questioned the strategy of having a really simple “play” of the game, this has proven itself to be a good decision — faster play allows a longer debriefing time, and debriefing is where we generate commitment to change and manage post-exercise expectations and implementation.

We chose to use 20 days for play with a simple design that allowed the days at the end to be as short as 30 seconds each even in fairly large team events. It was the initial team decisions that either facilitated a lot of success and some low-stress play or some less-than optimal decision-making and planning that generated high-stress and scrambling for resources to succeed. By design, every team mined gold, but the teams with the better planning got better results and could also assist the others.

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

Basically, I found that it was best to give a detailed overview, with a good bit of redundancy, so as to maximize understanding. In this way, the players could make the best decisions possible to maximize the results and have the fewest mistakes. Heck, I even found that by adding “Most Common Questions” as a slide set at the end of the Intro to review the key points that I had already made saved me delivery time, since those were questions commonly asked of me that delayed getting started.

My thoughts were around optimizing play and minimizing the dumb mistakes and being detailed enough to enable players to get a good start in the 15 minutes of planning time given. It was also found that by shortening or deleting things, such as the time spent in generating the suggested Team Roles, the disorganization caused them to take even longer in getting started. Having roles enabled them to listen to the instructions more carefully and allowed them to get moving with the planning right away.

My associates in India asked how they could take the normally 45 minute Intro and set-up and reduce it to 15 minutes because their client had “a tight schedule.” Their thinking was that shortening it would have no impact on the team building, subsequent planning and play. They had this schedule for an upcoming session of 140 people:

  • Intro and briefing – 15 minutes.
  • Planning – 15 minutes
  • Play– 50 minutes
  • Break – 20 minutes and
  • Debriefing – 50 minutes.

Well, I like challenges… So here are some thoughts about the dilemma:

The actual team building process occurs during the initial stages of the game in the 15 minute planning period. A long, detailed and a bit redundant introduction gives every player all the details of play and even some tips for optimizing results. Everyone knows all the rules and details, thus the discussion is not about what but about how to execute. They all should be equal participants in the discussion of strategy and overall decision-making and therefore would all share in ownership of the end result.

There are no really good, simple ideas on speeding things up the Introduction. I played with this a LOT during the first 10 years of playing and selling the exercise and found this to be true: If you keep something out of the Introduction, it either generates a question that takes at least as long to answer or it creates a problem with misunderstanding and a playing mistake they blame on YOU.

My focus on delivery has been to generate an effective and efficient way to present the information so that players are clear about the details of the rules at the start of their planning. I have found it to be faster to go slower and be more redundant in the Introduction. This way, players and teams make better decisions and play with better results and have fewer questions and run into less difficulty at the end. (Or, at least they have all the information on which to make a less than optimal decision (grin) ).

My finding is that speeding up by shortening the Intro information can slow things down in different and unexpected ways or causes more mistakes and poorer play and all that… Plus, it helps in the debriefing if all the players understand all of the operating rules and have better understanding and perspective on the choices and the impacts.

(They all “get” the planning metaphors of The Videos, for example. They were all offered the opportunity to acquire one or both before heading out and it was their choice to get or not to get them. The Videos are not a surprise in the debriefing, just the information that was in them and the reality that it could be shared with other teams.)

Okay, some ideas for speeding play and saving time:

Start on Time –

Demand that the session starts when scheduled and that everything is ready to go. Generally, this means delivering the game the very first thing in the morning. If there is breakfast, ensure that the hotel or center staff is there to help clear away the dishes and that there are stands around the room where plates can be taken. Have the tabletops all set up, including the tables for the Provisioner.

It is scary how often these programs with known “tight timing” issues do not start on time. This is especially true if there is some manager that. “needs to say a few things to the group before you get started.” I have lost 30 minutes or more from these “few minutes” while the content of that introduction could have been in an email to everyone. Often, these managers are not professional when it comes to presenting in a timely and efficient manner so it is YOUR responsibility to get that part of the program done quickly.

If you are starting after lunch, be sure to have someone who works for you on the lunch floor pushing the timing so that people can come into the room. Make the room inviting, with music and a slide show of pictures or something similar. Get them in and KEEP them in until you are ready to go.

And, again, do not allow for a few minutes of “more introduction” by anyone other than a professional presenter who knows the meaning of “ending on time” for their part.

NEVER EVER play the game at night with alcoholic beverages. Those sessions are absolute disasters – and no one will remember anything the next day.

Team Roles
One idea might be to not assign roles during the Intro and let teams figure that out during the planning. That saves a bit of time, but the teams will be less organized. Thus, decisions might take longer if roles are not clear.

However, if you do that, DO stress the selection of the team Trader but maybe not the others. Having one person be accountable for bringing resource cards to the Trading Post is critical to efficient delivery.

The alternative is to assign teams and tables prior to the session, and you can also suggest team roles in that assignment, You can list table # and team member names with roles on the sheet. (Make the most senior manager the Team Trader, though — they do the most work and get isolated! See this blog for more information on players and roles and assignments.)

Pods
And DO separate the groups into distinct pods for large group events. If you have 120 people, you could play with 2 pods of 10 teams each or 4 pods of 5 teams each. It is certain that the pods of 5 teams each will play faster than pods of 10. You would also need more floor support, but that would help to answer questions and respond to problems more quickly. It would be easier for a Provisioner to spot a team that is having trouble with a smaller pod, and thus direct help toward that tabletop.

Team Size
In my experience, smaller teams play faster — if you can set up as groups of 4 players per table, the planning and the play will go faster. So, a session of 24 people would play faster with 6 tables of 4 rather than 4 tables of 6 players each. But that takes more support from your team of delivery people with larger teams. It depends on how many support people you have but the more experienced help on the floor, the easier to solve problems. (Note – I use senior managers to support my large group events! See this blog for rationale.)

(If you do that, use a different Team Roles Form than the one showing 6 job roles at the tables and in the slides.) Maybe have only the Leader, Trader, Analyst / Supply Expert and Collaborator…

Decisions of smaller tabletops will be faster and usually better — but they MUST understand all the rules and themes and issues.

For those of you with 24 people, having 6 teams of 4 will be faster than having 4 teams of 6, for example.

Floor Delivery Support
You can trade off SUPPORT PEOPLE ON THE FLOOR against covering things in PowerPoint Intro. The less you talk about, the more questions and the longer the “15 minutes of planning time” will take. This is especially true in a large group as in this session of 140.

If you do shorten the Intro, be SURE to have knowledgeable co-Expedition Leaders on the floor for each 3 or 4 teams. It will change the dynamics some…

Breaks
My way of speeding things up is to have NO BREAK at the end of play – telling players that team play should allow individuals to take a break for bathroom or drinks during play. Cookies and coffee and the like can be in the room or even served to the tables by staff.

A “scheduled 20 minute break” (with 140 people) can run out to 30 minutes or more, which is very common with large groups. And it is probably the people last to arrive back that need the debriefing key learning points more than the others.

Large groups are much less manageable from a time perspective if they leave the room. Make them Break during the Play of the game, not afterwards. Make it impact their team, not you and the rest of the group!

Results
Minimize the review of game results but use the results summary and overhead projectors to allow everyone to see all the results from all the teams. That generally reduces questions about “who won” and why and allows you to focus on the issues of optimization.

Focus on the differences between the high and low teams and ask if the higher performing teams had resources that they could have shared that would have generated MORE RESULTS FOR YOU — not a winning score for one team…

I often do NOT show the Perfect Play summary of woulda-shoulda, but do focus on the fact that there were 3 Turbos that could be shared so that 3 teams could have used the Turbo to return in 4 days, as opposed to less than 3 (look at total TF Videos to see the number of Turbos available versus the number actually used (get that off the Tracking Forms at the Trading Post). THAT is probably the most important number for the entire group — that plus the days back early because of resource mis-management and bad planning decisions.

The Turbos are the Best Practices that generate better results with the same effort and they represent the leverage generated by collaboration among teams in the workplace. There were sufficient resources, but a good plan of action with engaged and involved teammates helped maximize results for the team — why not for the group? What would they need to do differently in the workplace…

Debriefing
I deliver the game as a learning event, not as a fun activity. Thus, for me, “The play of the game is an excuse to do a debriefing on choices, behaviors and the issues of engagement and collaboration.” Thus, I will demand that I have the full time allotted to the play and that we start on time

And I try not to lecture nearly as much as I try to allow tabletops to discuss specific issues and opportunities. I facilitate the game much more than I “teach” from it – their thoughts are more congruent to their issues than any idea that the game Expedition Leader might have.

If possible, I try to coach the most senior manager to engage people in a discussion. This is sometimes dangerous since their preferred style is to talk at the people, not engage them. I have had to cut off such attempts at “training” more than a few times, generally with something such as, “Why don’t you spend 5 minutes and discuss that key learning point at your tabletop?” (And then take back the control of the debriefing…)

Turbos are best practices that can be shared – thus it begs the question, “What turbochargers are available that we could share with other groups within the company?”

(You can view a long slideshare on debriefing experiential exercises, framed around Lost Dutchman, by clicking on the image below:)

LD Slideshare Debrief cover

My debriefings generally focus on the dynamics of team interactions and desired collaborative behavior. My illustrations and questions anchor most of the debriefing to the desired client outcomes for the event. On occasion, they just want to have fun — I can usually persuade the leadership to get more value by increasing things like collaboration or sharing ideas around motivating others as part of a leadership development theme.

For large events, we discuss desired outcomes a lot prior to the event so that everyone involved in the delivery design is on-board with what we are trying to accomplish. In play, I most often end with tabletop discussions around, “What does mining (more) gold mean to us as an organization?”

corporate team building ideasLastly, do all that you can do. (You cannot do any more than that!)

Work as best as you can to meet the commitments that were set, but realize that you may not have all the control you need to make this optimal. Various things will decrease your available debriefing time. Senior managers may feel the need to espouse on certain issues they think are critical — and they probably are — but that can cut into your plans.

And have FUN out there with the delivery. If you have fun and work the issues, they will have fun and also work the issues.

If you have any thoughts or ideas about improving the speed of delivery, we would love to hear from you. Anything we can do to increase the debriefing time is a worthwhile alteration, in my opinion. Many of the changes suggested above will have impacts on the dynamics of delivery, I think. SO be careful out there!

YOUR thoughts on all this would be Most Excellent!

Note: Thanks for reading this far. To improve and impact our debriefing and make the exercise even more memorable, we are in the midst of adding LEGO characters to our Introduction and some of our Debriefing materials in all versions of the exercise, with the thought that the game can better tie in with our Square Wheels® approach or be more congruent with consultants using LEGO Serious Play tools or simply using LEGO in general. We have NO affiliation with The LEGO Group or any other organizations and we are using the “useful article” approach to issues around intellectual property.

For the FUN of It!

Dr. Scott Simmerman, Surprised 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 People and Performance is here.

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

 

Team Building with Lost Dutchman's Gold Mine

After 22 years in the global organizational improvement marketplace, The Search for The Lost Dutchman’s Gold Mine still continues to receive the highest kudos from users. Below is feedback just received from new user Barry Howarth, Director of The Engagement People in the UK, who bought the Pro Version of Dutchman a few weeks ago and had this to say after his first run with it:

The event went brilliantly and the feedback was very positive so I am very happy!! The other tasks worked perfectly and the debrief brought the whole thing together.

“Dutchman” is a truly inspirational piece of work which manages to be fun and engage delegates while driving a massive amount of learning at all levels in an organisation.

Barry has plans to run a sessions of 200 people this month. Meanwhile, Robin Speculand, Strategy Implementation Specialist in Singapore and a long-term user of Dutchman has this to say:

I have been using the Lost Dutchman for 19 years and it never fails as a business simulation to stimulate the participants and create excellent learning. Its close link to business reality makes it a winner as well as the energy it creates. I have run it at 8 pm at night after a full day and the energy is just as good as at 8 am.

While some organizations have cut back on team building kinds of events, we’ve found that Dutchman remains one of the marketplace strongholds for helping organizations build collaborative teams. This is simply because it performs beyond the typical team building fun and games. Its quick playing adventure leads to a strong Debriefing that links game play to organizational issues and makes all the difference in exceeding learning expectations.

You can find a complete overview of the exercise by clicking the icon below:

Lost Dutchman's Gold Mine overview slideshow

You can review the framework for Debriefing this and other experiential learning teambuilding exercises by clicking on this icon:

LD Slideshare Debrief cover

If you have the desire to use Dutchman in your organization or to introduce this as a workshop or event to your clients, we’d love to help you make that happen because we know it will make a turnaround difference in the workplace.And it is truly one of the best games for big events, lending itself to aligning large groups to organizational goals or to generate ideas for implementation.

Rent The Lost Dutchman's Gold Mine team building game

By using Lost Dutchman in a training and development event, you’ll be giving people a learning experience that has been used to create positive impact, worldwide since 1993, one that continues to exceed expectations because of how well it works to cause performance and organizational improvement to take place.

I guarantee that the Dutchman exercise does everything we say it does and I have 22 years of customers and testimonials to support that guarantee. Please also feel free to connect directly with me to ask questions or to get clarification on the offer or the exercise or any of our other products and services.

You can find a link to a compendium of blog posts about using the exercise and in presenting large group team building events here

WrightPatt LD Play

And let me add one other thought. I really make a big deal out of client support. I will go WAY out of my way to help someone, whether is is customizing some of the materials for a special focus or simply answering questions. I developed and did a webcast on facilitating the game for a very large group of people who were running the game all over the US — we had 50 people on the program and I did it from a McDonald’s half way down to Tampa since I was on the road when it was most convenient. Purchase a game from me and you get as much support as you need! Dutchman is MY baby!

So, please feel free to connect directly with me at Scott@SquareWheels.com or 864-292-8700 to ask questions or to get clarification on the offer or the exercise or any of our other products and services.

For the FUN of It!

Scott DebriefDr. 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 with programs delivered in 38 countries for 30+ years.

 
Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com or 864-292-8700

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

 

A Compendium of Posts on Team Building Events and Design

This blog now contains around 500 posts, with many of these covering various aspects of designing group team building events and impacting experiential learning and development.

Some of these simply anchor to my team building exercise focused on collaboration and leadership – The Search for The Lost Dutchman’s Gold Mine. But many of them focus on the general issues around designing and delivering effective large group events focused on meeting desired outcomes and engaging and involving people for workplace improvement.

Large Group Team Building Event

With this post, I wanted to generate a compendium of posts around some of the key issues faced when designing one of these expensive programs. Bring executives into one venue, housing and feeding them for a day or two, and bringing in presenters and doing all the logistical work to manage the venue can costs hundreds of thousands of dollars or more. Optimizing the design of the event for maximum impact and results simply makes good sense.

So, here are some resources and ideas for optimizing your successes:

Large Group, Off-Site Team Building Event Ideas

Some thoughts on teamwork and alignment and choices you can make in the design of events to maximize desired outcomes. It is focused on experiential learning, and avoiding senior manager presentations where there are other alternatives for sharing that data.

Having an Off-Site Company Meeting? Ideas for Success

This is probably the most detailed article in my blog around the general issues of meeting success for off-site company events. If offers up a number of bullets on structural factors for optimizing impacts and includes the writings of other experts.

Thoughts on Hiring the Right Presenter for a large event

Look to find a presenter who can positively impact your people and your business, not a basketball coach,  funster or politico, or choose an experiential exercise to involve and engage people in workplace performance improvement.

Team Building and Collaboration for Performance Improvement – Large Event Management

This is a short post about involving and engaging the senior managers in the delivery of team building, so as to help build trust and ownership for organizational change and improvement.

You CAN herd frogs! Thoughts on Strategy Implementation

Some thoughts around structuring the actions and activities to generate behavioral change after the program. A short activity you can do with groups plus some ideas for debriefing any large group activities.

Implementing Changes after Team Building Events

Some thoughts on designing worksheets and approaches to collecting ideas for organizational performance post-session, focused on using Lost Dutchman’s Gold Mine as the main tool for engagement.

Team Building and Large Event Management Ideas

Some general thoughts on the use of simulations like Lost Dutchman with the idea that more and more companies are choosing to hold these meetings in 2014 than in the past few years

I trust that this compendium may be of benefit to you in your planning. If you have any questions about how you might package or reframe your large company event, call me and I will certainly share some ideas.

The goal is to generate involvement and alignment, and to generate some commitment toward doing things differently to impact results.

Lastly, remember this simple thought about involvement:

“Nobody ever washes a rental car.”

You need to do things in a way that generates ownership in order to expect any real commitment to change.

For the FUN of It!

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

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

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on People and Performance is here.

 

Team Building Events with Large Groups – organizational improvement ideas

We can improve the impact our expenditures of large teambuilding events if we carefully consider some success factors in generating ideas for innovation and implementation. Our tendency is to repeat what we have done before, and the goal of this article is to simply provide some new anchoring ideas for doing things differently and generating more impact.

There has been a great reduction in those “All Hands” kinds of meetings over the last 10 years. Once upon a time, one had to play a year ahead to find hotel ballroom space for meetings and make site visits and tour facilities; today, it is a lot less difficult. Being online makes all the difference and makes selection and programming communications really simple.

Back then, hotels were pretty arrogant about controlling all things and having complicated one-sided contracts for everything but today, one finds them a lot more flexible and interested in obtaining your business. Times change and their business has become a lot more competitive…

Herein are some key thoughts about making your company events more effective. And here are a couple of my older posts around some of these same issues and opportunities:

Here is an article about selecting a presenter who will involve and engage your people in an event that can actually change behavior and generate momentum for improvement. There are a lot of links in that to other articles and resources about organizing resources, also.

Here are some ideas about generating engagement and momentum for implementing change following a large group event

Here is an article about improving teamwork and collaboration in a large event

A post on some of the ISSUES with outdoor training types of events and some cautionary thoughts about anchoring to learning and change

Frankly, there seem to be a lot of strange and sometimes seemingly irrelevant things done in the name of team building and organizational development. The reality says that if you hang out at a large hotel and wander about the meeting area and you will see a lot of people sitting, just sitting there inactive when the doors are opened, as if they feel relieved that they successfully avoided things.

This observation is supporting the reality of Death By Powerpoint, or at least death by non-involvement and non-engagement. (One wonders why there are not required governmental warnings about deep vein thrombosis for sitting so long at some of these sessions!)

People at Onlinemba.com came across my blog while researching Team Building and sent me a link to one of their articles called, “How the Top Companies Take On Team Building:

Few corporate-culture business phrases are as potentially groan-inducing as “team building.” Visions of cheesy performances and “inspiring” activities like coal walking and trust falls immediately spring to mind.

Yeah, it seems that a LOT of people realize that we can choose to do things differently for our meetings. With technology, so much of that data-stuff that executives like to live-present can be handled in screenshares or webcasts. For the most part, they are not asking for ideas or suggestions but merely sharing data. Face-to-face is an expensive way to push data at people.

I’ve posted up before on some of the more ridiculous or hard to seriously consider team activities such as golf, paintball and the infamous fire walking — and I just saw a twitter post suggesting that “detoxing” could be done as a teamwork improvement activity. (Seriously!)

Maybe there are some positive individual impacts from doing those kinds of things but I just do not see the teambuilding aspects unless we get into the discussion about peer pressure forcing people to do things that they don’t really want to do. (Sorry, I meant “encouraging” and not coercion or forcing people to do things in the above…)

Even comedic writer Dave Berry weighed in on Burger King’s toasty experience grilling their own managers with their firewalking activity — see my blog post on that here.

Many different activities DO have a variety of positive organizational impacts, and many of these are not costly. Some are a bit off the wall, like hiring a comedy troupe to come in and cause people to laugh at issues and reframe improvement opportunities (if they do not offend the senior managers too much!). And there are literally dozens of different online surveys and Personality Inventories with linkages to team behaviors. These can be framed as a team building exercise if there was more to it than simply discussions. Maybe they could let the comedy troupe do the personality testing?

In my way of thinking, I will simply continue to be designing and offering games such as The Search for The Lost Dutchman’s Gold Mine or Innovate & Implement that are fun, controllable, inexpensive and actually link directly to workplace collaboration and performance improvement.

We know that it has a lot of long-term impacts on participants and gets everyone involved and engaged. AND, it can be used for very large groups of 200 or even more.

Team building exercise, Lost Dutchman's Gold Mine

click here to read more about the Lost Dutchman’s Gold Mine

In addition to selling the exercise to trainers and consultants, we also rent the exercise to people interested in an inexpensive, yet powerful large group event. If you click on the link below, you can find a clear explanation as to the frameworks for rental as well as our prices. It is inexpensive and powerful. Click here if you would like to see a few testimonials.

Rent The Lost Dutchman's Gold Mine team building game

If you have any questions, please feel free to chat me up. I will offer my ideas and frameworks to you,

For the FUN of It!

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

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

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

Debriefing as an excuse to do Team Building

Continuous Continuous Improvement, Organizational Alignment and Collaboration, and The Search for The Lost Dutchman’s Gold Mine, a truly great Team Building Exercise.

Winemaking is an art that takes a substance and nurtures it through the act of continuous incremental improvement, often with the goal of producing a truly spectacular product. Different winemakers have different goals, but some are artists and not accepting of mediocrity. These craftsmen are continually looking for techniques to improve their craft, trying to discover new ideas and nuances to impact quality and searching for outstanding customer reactions.

It’s in that same spirit of nurturing and exceeding expectations that we’ve developed The Search for The Lost Dutchman’s Gold Mine — it is an excellent example of how continuous continuous improvement works with innovation to create an ever evolving and increasingly better product.

Dutchman’s existence grew out of dissatisfaction with another team building game that I represented as the first USA selling agent back in the late 1980s. It was supposedly about collaboration, but that game’s play and its debriefing supported competition among teams – it was an exercise that was designed to allow teams to quickly die because of their decisions, claiming that it was a reality of teamwork. It tended to be a show, more than an organizational development program, and the focus on competition was something that I didn’t feel created a better Return on Investment than what a Collaborative Approach would do, real world.

When I tried to collaborate with that game’s developers, they resisted these “outsider’s ideas” for things that would strengthen their game’s outcome for organizations. It was at that point that the idea of developing my own exercise, one that had clear metaphors for teaching and one that had alignment to collaboration, came to mind. So, in 1993, Dutchman was created — there was a need in the team building market for an exercise that would create a fun atmosphere for players yet it would support a serious learning framework for how collaboration beats competition in getting the best ROI.

Dutchman was meant to create a really solid debriefing
and discussion of real organizational development
and alignment issues, framed as a teambuilding game!

Not only did we want a game that linked to real workplace issues, we also wanted 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.

An early user even suggested that we “dumb down the reading and math” in the presentation, because his workforce in North Carolina did not have really strong skills. That was seamless and easy once we looked at the context. Plus, we found out that anyone could use our simple design framework and that only simple facilitation skills were needed deliver it — we have had administrative assistants deliver it for their senior management teams as well as line managers facilitate it for their sales teams all over the US and then all over the world.

Speculand Testimonial LDGM 100

Once Dutchman entered into the playing field, it immediately received accolades for how it drove home the concept of collaboration and communications. 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 across teams. Few programs of any kind enable this type of inter-organizational collaboration and teamwork and few link to measurable results and outcomes.

Leadership, communications and strategic planning are all essential to creating a collaborative environment and Dutchman sets this up extremely well – one testimonial is below and dozens are visible if you click here or on the image. The funny thing is that competition is a compelling force for players and they end up sub-optimizing their gold intake because of this. Therefore, this further indicated that a solid Debriefing was necessary to the game in order to get people to realize how debriefing Collaboration and team building brings in a better ROI.

TF Testimonial LDGM Helal 100

Flexibility then 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 (see the testimonial from Robin Speculand in Singapore, above, since he has been actively using it for 19 years. Our newest client is Challenge Korea.)

Throughout the years, we’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.

The people who bought the game 21 years ago can still play with the materials they received at that time while those presently purchasing any of the game versions will acquire a more polished set of materials but all versions will work exceedingly well to create a game 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.

If any of this is of interest, we encourage you to contact us, directly. I am quite easy to reach and answer the telephone myself (or email me at Scott@SquareWheels.com),

For the FUN of It!

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

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

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

 

Corporate Team Building Events – some ideas and frameworks

Large group events and team building are themes I’ve written quite a lot about.  Some focus on the benefits and impacts of my Lost Dutchman’s Gold Mine exercise while others are much more general, discussing different aspects of involving and engaging and aligning people toward shared goals and objectives.

What I’ve now started doing is to use List.ly as a place for myself and others to abstract different kinds of programs and information in hopes of making general access easier. In the Corporate Team Building Events list, which you can find by clicking on the words or on the icon below, you can go to a single place with a variety of information.

Large Group Corporate Team Building Event

If you want to add other informational resources, go for it! It will help that list achieve more of its goals. My plan is to continue to add ideas to the list.

For the FUN of It!

Scott Simmerman Lost Dutchman Debrief

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

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

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

About Scott Simmerman, Ph.D.

Dr. Scott Simmerman is the creator of the Square Wheels illustrations about organizational behavior and the author of numerous team building games; his flagship product is The Search for The Lost Dutchman’s Gold Mine.

He is not a poet but strives to create some memorable works using his illustrations, poems, quips and quotes to leave an impact.

Scott Simmerman, creator of the Square Wheels images and tools

Scott has been operating Performance Management Company since 1984 and has been extremely fortunate in being able to work with consultants and managers in 38 countries so far.

For the FUN of It!

Scott Simmerman, Ph. D., CPF – “The Square Wheels Guy”
Performance Management Company – 864-292-8700
3 Old Oak Drive    Taylors, SC 29687
Scott@SquareWheels.com

– Tools for Training and Development <www.squarewheels.com/>
– Scott as Speaker <www.ScottSimmerman.com/>
– Tools, games and presentation materials at
<www.performancemanagementcompany.com>

Dr. Simmerman is a Certified Professional Facilitator (IAF)

Debriefing Teams for Optimizing Impact – some thoughts on facilitation, planning and debriefing

I have been supporting the use of my team building board-game simulation, The Search for The Lost Dutchman’s Gold Mine since I started selling it to consultants and trainers back in 1994. Because I am so familiar with how it works and because I have done it so many times, I simply forget about the learning curve and the challenges faced by a new facilitator. So, I thought to share some ideas on keeping things simple and bombproof.

The exercise comes with a variety of instructional supporting materials plus the oft-repeated notion that the user can readily contact me by phone, email or Skype or whatever. But I would guess I actually hear from maybe 15% of the new users. More often, I tend to hear from the experienced users looking to spin the game off into a different direction or that have some delivery constraint they would like to solve. You can find some ideas around those issues in other places in the blog.

• Read about some general key learning points about team building and collaboration on the blog that is found here (Learning Lessons from Lost Dutchman’s Gold Mine.)

• You can find some ideas about how to run large group team building events here. (This is focused on Dutchman but applies somewhat generally.)

• Here are some thoughts and ideas about delivering cross-cultural kinds of learning and team building events. (See more about cross-cultural frameworks for leadership development using Lost Dutchman here.)

• Here are some thoughts about getting through Day 1 of the exercise, when you are going to have a crash course in banking the game and also teach the Team Traders their role. (Find the blog about Surviving Day One here.)

• You can find some ideas for operating The Trading Post here. This is about how to “bank” the exercise. (Click here for Provisioner Training blog)

Generally, if you will search the blog with the search term “Dutchman,” you can find a variety of abstracts about many different articles on delivery.

Lost Dutchman's Gold Mine THE Games for Teambuilding PMC Home Page icon 2

I recently got a most excellent email from a new user, a person who I think is relatively junior in his organization of team building experts but one of the few who speak English. They purchased the Pro Version of the game and that game comes with a huge variety of play and debriefing possibilities. So, he asked me some questions:

Opening to my email reply:

Basically, I do what the client needs me to do to generate the desired outcomes they want. From their goals and objectives, I “automatically” adjust many of my leadership behaviors to align with their goals.

Please do understand that there are a few different aspects to all things about Dutchman, from small ideas that can be stressed in some client situations and not in others as well as differences in how the exercise is functionally facilitated. One can deliver the game and make people stick tightly to the rules and timelines or one can allow tabletops some flexibility.

Like cooking a meal, there are various ways to put it together. I do NOT play tight with the Beacon Card, for example. I do NOT take half of the gold from the team if they ask for help. That would embarrass them, in my opinion. So, the Beacon Card is simply a relief valve for the stress of planning and playing = they can always get help if they mess up and it takes the fear of “death” out of the play. I simply use that process to ask the players at the tabletop what choices they made and what they might have done differently and I relate it to their business practices if I can.

I try to go out of my way to explain how the exercise works and how to frame the game to optimize outcomes. Here is a post I did a while back as a specific reply to some questions about linking the play of the game to some issues for a large global senior manager meeting. (That delivery went extremely well!) My goal is to share the best ideas I can with my user-customers.

•GAMES link for homepage

On Mar 28, 2014, (new customer) Robert wrote:

Please give us a feedback on the Debriefing: – There are many debriefing formats. Is there any order to which we can review them?

There are many dozens of ideas and discussion topics in the combined debriefing slide files. And there are many different styles for debriefing — I would guess that every facilitator using the game has evolved into doing things in their own unique way based on their personal style, their experience, and the audience.

This is over-viewed and discussed in some new video recordings I made available and I have included the links to these. When you get to the debriefing, there are all sorts of possibilities. I generally start my debriefings with the use of a series of cartoons, which allows me to comment visually on some of the key observations and make connections to desired outcomes.

MY style tends to show a question that I know is directly relevant to the client’s goals and outcomes. It is a high priority slide both in discussion time required and in its intended impact, for example. I show the slide, ask the question and then allow time for each table to discuss the issue. I will often move around through the group, listening to ideas they are discussion and possibly commenting or supporting or suggesting that they mention that to the larger group (when I allow the more public individual comments during the group discussion time on that question.)

My selection of which slide to use is also a fairly complex decision process, since I will never have all the time I would like for debriefing.

Plus, if we were doing a general debriefing after the session and returning back in the afternoon for a WORK session to define specific ideas to be implemented and to form work teams interested in implementing those ideas, my two debriefings would be somewhat different.

There is NO “Best Debriefing” and no ONE Debriefing. That is why so many different debriefing slides are included with the exercise.

Personally, I think I do a good job with my facilitation of the debriefing. But Thiagi would do something totally different, as would other users like Jeff Taylor or Gregg Baron. Each of us has our own style and every client is different. AND NO ONE WOULD DO IT THE WAY I TOLD THEM TO, ANYWAY!!! (grin)

There is a kind of script with that video link that I mentioned above but even that is not a fixed script. I simply talk about what I saw in the context of what the client wanted in the flow of the cartoon series. Some things are somewhat constant and consistent while some other slides generate wildly different comments from me.

I do have some notes included within the comment sections of some of the slides and there are some written discussion debriefing ideas in various places.

If you are debriefing a game focused on generating ideas about how to improve your personal facilitation of the game, you would do a much different debriefing than if you were running a session for the most senior managers of Samsung who were interested in the implementing of a new strategy, right?

The funny thing about your questions to me is that you are providing me with no real context other than “debriefing.” If I do not know what you are trying to accomplish with the debriefing itself, it is really hard to help. That is why I engage the client in clearly defining their desired outcomes; it helps me focus all things toward those goals.

I do not use the formal paper debriefing handouts that are included in different versions in your toolkit. Others might. It depends on the use of the handouts and what they are to accomplish. If people feel that they will be collected and analyzed and that they are personally responsible and accountable for what they write, you would get a much different outcome than if they were told that they were just simple worksheets on which they might capture their ideas.

There is no one way to cook a meal. And, since you are in Korea, there are many styles of kimchi with every chef doing things differently.

Basically, we are not some solution looking for a problem, but a tool that can be skillfully used to generate behavior and discussions of choices and the planning for different desired outcomes. These are two very different frameworks.

My approach to delivery is as a Facilitator, not a lecturer. My goal is to generate thinking and considered alternatives.

But this is all a result of facilitating organizational improvement initiatives since 1978. I am still learning…

For the FUN of It!

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

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

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

Teamwork and Square Wheels and Implementation

It was a nice surprise to have a customer put up a really nice blog about my Innovate and Implement team building exercise last summer; I just got the link today. Sure is nice to see the metaphors carry through from the design into the actual delivery and implementation. That is my operating goal, of course — effectiveness!

What they discuss is some of the key learning factors that they have observed in the exercise and how it links to organizational development initiatives.

I built the game to get players in the frame or mind to talk about the issues that they have found to get in the way of implementing workplace improvements, so the game has “pretend” problems that teams need to solve and sets up themes of roadblock management along with idea generation.

Innovate & Implement team building game board

Click on the icon above to read about the exercise from the view of a customer. And connect with me if you would like some discussion about what Innovate & Implement can do for you in your trainings. And you can read more about the game and its design here:

ii-check-it-out-words

I&I is a really solid team building, problem solving, collaborational game focused on process improvement and working more better faster. Seriously!

For the FUN of Learning about It!

Dr. Scott Simmerman

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

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

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

 

Provisioner Training for The Search for The Lost Dutchman's Gold Mine

One aspect of delivering The Search for The Lost Dutchman’s Gold Mine for a large group is that you need three people to help operate the game for every ten tables (60 participants). The banking and the delivery are really straightforward, but they do require a review of rules and systems and optimal processes. And you can run lots of really large groups, cheap. You just need some helpers!

I just finished a webcast for about 70 people who will be involved as Provisioners in the banking of 9 different sessions of between 140 and 290 college students, each. This is part of a professional honor society’s student development initiatives and they will be running Dutchman all over the US. Pretty neat. Almost 2000 students will go through this as part of their orientation to the accounting profession.

So, I am volunteering a good bit of extra time to help them, with this webcast being but one of several coaching sessions for their supporting volunteers.

As of yesterday, I now have a much more refined and detailed powerpoint training program for Provisioner (banking) Training. Any of you that own the game would probably find it useful, since it reviews ALL of the key parts of the support activity and might point out something you either missed or did not quite understand about the delivery.

Provisioner Training powerpoint for Lost Dutchman teambuilding

(Square Wheels: Part of it got video recorded before the movie-making software decided to quit. There were a couple of things I also want to clarify in the back end of it, also, so I will redo the second half and put it all together within a few days. Square Wheels really are everywhere!) But it will be a better product when I redo it…

The powerpoint of The Search for The Lost Dutchman’s Gold Mine is done for this part of the training, if you want to take a look at it.Click on the link and I can email it to you if your game needs updating.

You can find a complete overview of the key aspects of Dutchman in another blog post that has a connection to our slideshare program describing the exercise.

Lost Dutchman's Gold Mine overview slideshow

Dutchman is one of the premier team building exercises in the world, especially when used for very large group presentations. Highly interactive, and focused on collaboration and strategic planning, leadership, motivation and teamwork.

This game works for large group team building events and is easy to facilitate and debrief. I also built them a special debriefing that you can get if you request it,

For the FUN of It!

Scott Debrief

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

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

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

Optimizing Profit through Collaboration – Ideas for Lost Dutchman Deliveries

We designed and sell The Search for The Lost Dutchman’s Gold Mine, a team building exercise focused on planning and collaboration, among other key outcomes. A recent purchaser sent me an email this morning with a simple question but one that I thought merited some elaboration, since there are any number of design features and delivery spins that impact the desired outcomes of the client.

Hello Scott,

I am thoroughly enjoying facilitating the Lost Dutchman’s Gold Mine team building.  🙂

So far I have had groups between 40 – 50.  Next week I have a smaller one (4 teams).  How many videos do you suggest I have on hand of each?  

Thanks so much!

Warmly,

First, it is nice to get the positive feedback (testimonials) and to know that she is making money from her investment in purchasing the exercise. Secondly, it is a very good question that I somewhat address in the training materials included with the exercise, but something that obviously could use some additional explanation and some awareness as to issues and opportunities.

So, I sent her a brief overview of my thoughts and promised that her questions would generate a more complete blog post from me today, one that expands on a number of ideas around this simple question. Like my post yesterday, where I discuss the philosophy around the game board design as it relates to my goals of generating more planning and  collaboration (found here), this post also discusses themes of how the available resources can link tightly to desired outcomes.

The Videos are a metaphor and game accessory that ties to strategic planning and best practices. The Mine Video is about the gold mine and contains Cave Cards that teams find useful. Getting that Video costs one day of time and the team getting it leaves on Day Two of the 20 day exercise instead of Day One. (See more on this on the other blog post if that is of interest.)

Lost Dutchman's Gold Mine Video Covers

The second video, on Tortilla Flats, contains best practices resources and one video can actually support three teams if the resources are shared across tabletops. I choose not to expand on that here.

So if there are four tabletops playing, her question is how many Videos should she make available for play?

The answer is that it depends on the desired outcomes for the session. Allowing the teams to all get both videos would mean that there are wasted planning days and a bit of analysis paralysis… They do not NEED to spend that much time gaining information and they are losing days of Mining Gold because of it. Plus, with all that information available to every team, it takes away some of the excitement and risk and all that.

Having too many resources is NOT motivating. Having sufficient but not excessive resources to accomplish something adds more challenge. People are not motivated climbing stairs but they are when using ropes and climbing gear to make that ascent!

Having only ONE of each Video available is a scarcity model. The Mine Video resources and information are not as available to the others and there would be little incentive for a team that acquires that to share it — the competitive aspect of it would play in. Having one Tortilla Flat Video would enable 3 of the 4 teams to optimize their performance if – and only if – those resources were shared. If one team got both videos, they would see all the teams leave on Day One and they would leave on Day Three. They would also mine more gold than any of the other teams and they would have an easier time of it, overall.

So, one needs to balance resource availability.

Generally, for a group of 4 tabletops, I might play with three Mine Videos and two of Tortilla Flat so that resources could be shared with all teams.

But there is another option that I really like to do with smaller groups and one that emphasizes the issues around inter-team collaboration even more than the regular design. That involves what we refer to as the Optimizing Profit Performance Option or what I refer to as The Assay Office Version, since that was what it was originally called. There is a long history as to how it evolved but here is what it is and how it works:

Assay Office Mine Video Cover IconThis Assay Office version of The Mine Video contains extra Cave Cards, more than one team could possibly use. So, the design is that the team acquiring this Video would absolutely know that they have extras that they could share with another tabletop. And, this Video also contains information that by using a Cave Card, a team could acquire an extra ounce of Gold each day, 11 ounces rather than 10.

We tell the teams getting this “new edition” of the video that it is different than the old ones — we generally use only ONE of them in a delivery. We tell other teams getting the “old editions” that they should check with that other team to understand the changes that were made in the new edition. WE TELL THEM TO CHECK; WE TELL THEM TO SHARE; WE GIVE THEM EXTRA CARDS!

If a team reaching the mine uses a Cave Card, they can ask for an extra ounce. ANY team using a Cave Card can ask for an extra ounce. Thus, if they got the Assay Video, they should remember to get the extra gold and if they heard about the Assay Video and used Cave Cards given to them (or if they got their own Mine Video with cards), they could also get the extra ounce.

We now simply use a spreadsheet to track when the team asked for the extra ounce and we know which team got the Assay version and which teams could have benefited.

Assay Office spreadsheet

In the above example, the Yellow Team got there a day later (staying home and getting both Videos) and they got the Assay Office version of the Mine Video. We know this because of the day they arrived plus the reality that they used the information to acquire the extra ounce the first day of mining. We know that they got the Tortilla Flat Video because they did not leave on Day 14. (this is information that only game owners would understand!) The Yellow team optimized their results and mined the most gold, contributing the most to the overall gold mined. Remember:

The Goal - Gold Hand gold

You might guess that the Red team got an older version of the Mine Video and spent that extra day at Apache Junction and never did find out about the extra gold. They left on Day 14.

The Blue team got there on Day 7 so they did not spend a day planning — they acquired Cave Cards (or at least started using them on Day 9) and someone shared the Assay Office information with them. Only on Day 13, the day  before they left the Mine, did the Purple team actually use a Cave Card.

(These are actual game results, by the way. This version is harder to administrate than our regular one because there is more tracking. I also think it would be really confusing in a large group environment and harder to debrief.)

If the different teams would all share information and collaborate, they mine more gold and the goal of the game is to mine as much gold as we can, not to compete and win as your own team! If the teams asked the Expedition Leader for advice or assistance, we would also help them to understand how this works. We explain this only to the team getting the first Mine Video, the Assay Office one.

This blog is written for users or those about to facilitate and support a delivery of the exercise so apologies if you got this far and remain a bit confused. For those of you familiar with the normal delivery, I trust that this will make some elegant sense. If you click on either of the two icons above, you can go to the order page for the exercise to add this to your toolkit. It comes free in our Professional Version of the Lost Dutchman game.

You can read more of my thinking on collaboration versus competition at this blog post of mine – click here

You can find a nice screenshare overview of the complete exercise by clicking on the image below:

Slideshare Dutchman icon

For the FUN of It!

Scott Debrief

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

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

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

Trust is the Residue of Promises Fulfilled – An Update

My friend Frank Navran once quipped that,

Trust is the residue
of promises fulfilled

and that quote has stayed with me for 20+ years. So, in my work on designing a new team building game that will anchor to trust, Frank and I reconnected and he pipped me over to Barbara Kimmel, who is the Director of Trust Across America. You can click on the link below and pop over to her website.

Trust Across America Logo

Like me, Barbara likes to use statistics and logic to link from these touchy-feely things like “engagement” or “trust” to real issues of organizational results. Some data she shared were of interest to me, so I reproduce some of that data here so you can head over to her blog — this section is called:

The Hard Costs of Low Trust

  • Gallup’s research (2011) places 71% of U.S. workers as either not engaged or actively disengaged. The price tag of disengagement is $350,000,000,000 a year. That approximates the annual combined revenues of Apple, GM and GE.
  • The Washington Post reported that, “the federal government imposed an estimated $216,000,000,000 in regulatory costs on the economy (in 2012), nearly double its previous record.”
  • The six biggest U.S. banks, led by JP Morgan and B of A have piled up $103,000,000,000 in legal costs and fines since the financial crisis (Bloomberg, August of 2013 — which also probably did not pick up a good bit of those recent settlements!)
  • According to The Economist Intelligence Unit (2010), 84% of senior leaders say disengaged employees are considered one of the biggest threats facing their business. (Only 12% reported doing anything about this problem!)

You can read more about this issue and go to her blog by clicking on this text

There are lots more statistics and I refer to bits and pieces of much of the literature and statistical proofs of impact of building trust and involving and engaging people in a wide cross-section of my blog posts about people and performance. Many of the key phrases below link to my blog articles on people and performance. For example, you can read my article on Building Trust clicking here.

This trust gap negatively impacts so much of the workplace. It directly impacts morale and increases employee turnover and decreases engagement. It is an issue of management and leadership. And it is not an issue of adding more extrinsic rewards to generate desired performance or improve results — those actually just work against you and often make the workplace LESS collaborative.

One of the potential tools you can use is the approach of building more collaborative teams and generating more alignment to shared goals and missions. Those kinds of initiatives tend to pull people together and generate improved morale, peer support and intrinsic motivation to improve.

You can see our Slideshare presentation and find out more information about our team building simulation for improving organizational performance results by clicking on the Lost Dutchman icon below:

Slideshare Dutchman icon

And if I can help you frame up or discuss different issues and opportunities around your organization’s performance improvement and trust building, please contact me directly. I actually answer my own phone!

For the FUN of It!

Scott Debrief

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

Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com or at 864-292-8700

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

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