Performance Management Company Blog

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

Category: Leadership Development Game (Page 1 of 4)

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

 

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/

 

Trust in the Sand

My colleagues in Romania just sent me an email about one of their blog posts on leadership that had this image within it:

Trust is the residue of promises fulfilled

I thought it was pretty neat, and it reminded me of my friend and colleague Frank Navran’s quote that:

“Trust is the residue of promises fulfilled”

and how easy it is to simply wipe it away with some foolish behavior…

All it takes is a gust of wind to change things and we need to be reminded that trust is something we need to maintain, not just do once in a while.

Now Vio’s blog is written in Romanian, and even with translation services, I am not going to spend much time going through his key comments around the elements of trust; I simply reacted to his email and sent him the following:

“Trust is not just about writing in the sand. It is also about having perspective, moving about to see what is really happening around you and being willing to move about to potentially see things from other positions rather than from where you are standing. It is also about involving people with shared goals and acting collectively. I think it can also look like this:”

Footprints in the Sand and perspective on surroundings, by scott simmerman

We should also be reminded and mindful about the diversity of people within our organizations and about the reality that all of us know more than any of us when it comes to generating ideas and engagement for improving workplace performance.

Here at Performance Management Company, we sell simple tools for impacting teamwork (Vio at HumanInvest has our Lost Dutchman game in English and Romanian) as well as impacting innovation and motivation. We suggest that leaders work to actively involve their people in generating ideas for improvement and facilitating creative problem solving as well as generating alignment and collaboration.

We also have a simple online facilitation skills training course and toolkit (really cheap and highly effective!) at The Square Wheels Project.

Square Wheels - How organizations really work Metaphor organizational improvement

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

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

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

 

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.

Intrinsic Motivation – It comes from having a goal

My friend Jimmy Jain posted up a picture of himself after running a race.

The images of him below should tell you all you need to know about motivation, if you spend a moment to consider individual performance and how things really work. You cannot get this satisfaction from some extrinsic reward system; it is all about Intrinsic Motivation!

Jimmy First Medal 2017In high school, I ran one year of cross-country on a team that included Leon Nocito and Lee Mallory. That was in 1965 and I did it to get in condition for playing tennis (Jay Einstein and I were a really good doubles team who could beat our number 1 and 2 singles players even though we sucked at singles, ourselves. We took great pride in our play and were 7-0 through the first matches of our senior year (1966) ).

We were cross country State Champions for the big New Jersey schools and I could run only 15th on the team, but there was constant improvement in my times over the season, with me finally reaching 15:15 for 2.5 miles on grass (Seriously. I have this stuff written down in my yearbook! I had motivation but not much talent for running! Not like those guys…)

In the picture above, you can see Jimmy is obviously taking great pride in his running success and he is most likely comparing his personal performance to his individual goals. I am also guessing that both Leon and Lee would run far faster! But that is NOT what motivation is really about. It is about self and team and you can see the peer support Jimmy has if you look at the others in the side pics!

Vineland High School state championship cross country team of 1966

Leon top left and Lee top right and the rest of the team.

Leon, undefeated for two seasons, almost always ran a course record each race. Lee, always finished second to Leon, ever race, with Lee also generally beating the course record each race. Leon would never let Lee beat him and Lee always pushed Leon to new records and they finished 1-2 in the State Championship. One time, Leon was really sick and he STILL would not let Lee beat him — he nearly died, but that was simply how things were.

Our Track & Field team was unbeaten in ’63, lost one dual meet in ’64 & was unbeaten in ’65 and ’66. Coach Cosh had records like 125 wins in a row in track as well as the cross-country successes. We beat everybody. Unbelievable!

And these kinds of motivations and accomplishments are really found in everyday kinds of things, from the Special Olympics kids running their races to the bicycle club events with groups of people all doing the best they can to the professional athletes who do it for money (but also for pride). When that pride of accomplishment disappears, so does the motivation to perform.

So how are you running YOUR organization? How important are those intrinsic rewards based on personal goals, measured improvements, and peer support for teamwork and accomplishments? Are your people supporting each other or competing to beat the others? Is it a team-based effort to improve group performance or one of competition, sabotage and under-cutting to allow one person to “win” and create failures if they don’t.

Coach Cosh knew how to get whole groups of kids working together to generate championship levels of performance. He knew how to get Leon and Lee and Don and John all running as hard as they could individually to generate that TEAM success. Can you do the same to generate peer support, or do you try to motivate people with extrinsic rewards that are ineffective for the bottom 50% of your organization?

If you want some insights into how this all plays out, ask me about The Search for The Lost Dutchman’s Gold Mine exercise, where the goal is to mine as much gold as WE can but where tabletops will often compete rather than collaborate. It is one of the top leadership and organizational developmental team building games in the world, based on extensive user-feedback.

Ask Jimmy — he is one of our long-time Lost Dutchman customers and he says he feels the same way after successfully delivering a client workshop! Or, click on the image below to go to a descriptive page on my website.

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.

   www.PerformanceManagementCompany.com

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

Learn more about Scott at his LinkedIn site.

 

 

 

12 Great Strategic Board Games – by Joe Cole (with Scott Simmerman)

Entertainment is as important as work because it keeps your life balanced and in this manner you are able to work in a more effective way. In this modern technological world where we can find everything on our mobile screens – ranging from video games to social media services – sometimes we want to escape from the glittering mobile screens and demand something that is truly different. Most of us cannot even imagine that entertainment also exists outside our mobiles even if we want to play games, and these games are called board games. Board games are interesting and people still play these games because when you play board games, you take some time off from your mobile screens.

Guest blogger Joe Cole and I have collaborated to talk about our collection of what we think are 12 of the best strategic board games for business performance improvement.

Collaboration Journey game icon for teambuilding and Square Wheels

Collaboration Journey – a Square Wheels game

CJ comes in two versions, a simple and a complex one. In Simple CJ (CJ1), tabletops of 3 to 4 people plan a journey forward to collaborate and move through a series of constraints. While there can be a winner, the game is about getting ALL of the teams to move forward efficiently and effectively. Teams use dice to replace their Square Wheels with round ones so their wagons can roll faster. In Complex CJ (CJ2) teams must move their Wagon Pushers on and off wagons in order to gain round wheels in a fairly complex series of events. It is designed to take about 90 minutes to play and debrief.

Innovate & Implement – a Square Wheels Game

Innovate & Implement teambuilding game using Square Wheels

In I&I, teams speed around the game board gaining access to problems and using their resources to solve them. The idea is to collect all four round wheels so that they can implement change in their organizations. Training is an option, and the Trainer and the Manager chase teams around hoping to get them into the training class, while players tend to try to avoid that (just like they do in the workplace!). It is designed to take about 90 minutes to play and debrief. A speedy replay can also be used to demonstrate the effectiveness of practice and learning on quality of performance.

7 Wonders

It is a very interesting and strategic game which is also very easy to play. The game won’t take more than 30 minutes to complete one round, in case you are a busy person. The overall theme and gameplay are very simple, but you will have to learn the rules of the game first which are bit difficult and confusing, but as you play on, the rules become more and more obvious.

Coyote

It is a bluffing game and is very simple. 6 people can play the game at the same time, and one round won’t take longer than ten minutes. The game is based on numbers; each person carries a number on its head, and the only number he can’t see is his own. The game is not as linear as it seems because there are other puzzling cards like negatives, multipliers, and zeroes etc.

Battlestar Galactica

Battlestar Galactica is a very difficult and complex game when compared with the other board games, but its difficulty also makes it very interesting. If you have watched the TV series, then there won’t be any difficulty in playing it because the game truly captures the essence of the TV series. The real charm of the game is that it is a cooperative game, and in the game, two or more people aren’t on your side and you don’t know about it until they reveal themselves.

Balderdash

If you have played the game Dixit, then you will know the rules of Balderdash instantly because both games have almost the same rules. The main theme of the game is that one person reads a word from any card aloud, and all the other members are asked to write the mock definitions of the word. The person who has announced the word then reads all the mock definitions aloud including the original one.

Smallworld

This game is all about tactics, if you play tactically you win; the game is as simple as that. All you have to do is get more and more gold on the board by controlling different areas which are mentioned on the board. You can only take different areas under your control only if you have greater army than your opponent. Special abilities, as well as different pairings, also make the game really interesting.

Dominion

It is a very simple and straight game and lacks any complexity whatsoever. Two main things in the game are coins and kingdom cards. You start playing the game if you have both these things. The main theme of the game is to get as many kingdoms as possible.

Agricola

It is a very interesting game with agricultural touch. The main theme of the game is that you own a house and some land as well. You will have to grow different things on the land you possess in order to feed your growing family. What matters most in the game is planning; if you don’t plan properly, your opponent will snatch all your resources.

Atlantis

It is a strategy game which 2-4 players can play at the same time. The main theme of the game is that you have to get off the sinking island of Atlantis. The game is highly imaginative and you can place the card patterns in what way you like.

The Golden City

It is a game for 3 or four players and features many adventures. When you start the game, you play as a settler on an island at the center of which there is a golden city. The primary goal of the game is to get the golden city by establishing a trade. This game can be purchased from Groupon, use Groupon coupon at checkout to save.

Set

The rules of the game are very simple, yet the game is very puzzling. The game is all about pattern recognition and you will have to find different patterns.

 

a team building simulation exercose

Lastly, let me add a short note about our flagship team building exercise, The Search for The Lost Dutchman’s Gold Mine. You can find plenty of blog posts about it and we note that it is recognized as one of the best teambuilding simulations in the world, based on user comments. Dutchman focuses on collaboration, leadership and alignment and can play with hundreds of people in tabletops of 5-6,

This guest post is written by Joe Cole, he works at Coupon Goo.

Some additional comments were added by me,

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

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

 

Bad Teambuilding, Good Teambuilding

I continue to be struck by how much team bonding is confused with team building. The latter has impacts on organizational behavior and performance improvements and links to improving results while the former is about having fun and doing things to build camaraderie. The issue is that people expect things to change with more workplace friendliness, but with no changes in measurements or feedback or actual consequences (rewards and punishers), why would anyone expect anything to change?

And why is it that so many exercises that consultants would use for front-line or middle managers, they would not remotely consider doing with senior executives? Does that CEO or CFO or CTO really benefit by having some cooking class event, doing some pot-luck lunch or, as I recently saw in Wired magazine, really benefit from having the comedians from Second City teach them improv? Will those activities REALLY translate to anything improving?

It is so bad that I just set up #BadTeambuilding as a twitter hashtag and I plan on noting some things called “team building” that aren’t and don’t. Maybe I will be seen as a troll, but the operational idea is that we cannot expect change if awareness does not shift and some sort of real enlightenment occurs, right? It will be hard to ignore retweets with the #badteambuilding and it will surely generate some responses and reactions — and at age 68, I don’t have a lot of years left to leave a footprint, right?

Badteambuilding is a theme of perception by Scott Simmerman of The Square Wheels Project

I hope I have earned the right to comment, having delivered exercises for organizational improvement over the past 25 years and working in a global marketplace for ideas for impact. In addition to the blogging and presentations, I sell and support a number of team development exercises, with one of mine being used extensively by a network of consultants and pretty much generating rave reviews.

A survey among people who have purchased The Search for The Lost Dutchman’s Gold Mine teambuilding exercise, for example, generated feedback that anchored that the game as Most Excellent. And nearly all of them will confirm that the common team bonding fun “exercises” have little to do with improving the actual interdepartmental collaboration and alignment to shared visions that we can accomplish with the exercise. Most of our users are a highly experienced group, with 70% using 6 or more different team building exercises in their organizational development work.

You can download a full summary of results by clicking on the link below:
Dutchman Survey Results Summary

But it is amazing how many companies will choose to do something fun over something impactful, apparently feeling that since people are so pressured from working, that spending fun time at Dave and Busters or going go-kart racing will somehow make a difference. If that is true, I would love to see some actual data supporting that belief.

I am not a troll on things like this; it is just seeing that better alternatives to a lot of the choices being made about “doing some teambuilding” will not actually generate any results and actually set the stage for executives to believe that all teambuilding has no real impacts on results.

Here is Scott helping Mrs. Claus and the elves make improvements to Santa's wagon

My focus for years has been on people and performance, and everything I see says that we can improve teamwork and collaboration and that we can improve employee engagement and innovation and have all kinds of positive impacts on organizational results. We need to simply choose to make a difference and do something differently!

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

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

 

We believe that GOOD teambuilding can generate real change and improved results by making people more aware of their decision-making and their choices and collaborative behavior. Here are some additional thoughts and statistics from our survey of users about The Search for The Lost Dutchman’s Gold Mine:

We asked a really tough T/F question:

LDGM is the best exercise I know of to work with senior managers on issues of strategy, alignment, and organizational collaboration.”

Fully half (53%) said this was TRUE! (Only 9 people said this was False, which given the highly experienced and global nature of our users, is pretty fantastic. We are NOT the most expensive exercise out there, just apparently the best value!.)And comments were uniformly supportive of our design, packaging and pricing.

Another tough question and positive response was this one: 30 people (55%) responded that Lost Dutchman’s Gold Mine is “the best overall team building exercise I have used.” For such an experienced user-base, this was outstanding!

Fully 100% of users would recommend the Lost Dutchman’s Gold Mine game to others for purchase and use, with 63% saying they would recommend it to ANY trainer or consultant.

As to value, two-thirds of users (64%) strongly agreed that the purchased of the exercise represented an excellent value to their organizations and 11 merely agreed, with 5 people sharing a neutral response.

The exercise was designed to be useful for organizational development, alignment, leadership and teambuilding. It was designed for impact.

  • Fully 7 in 10 agreed or strongly agreed that the simulation was effective in generating observable, “desired changes in behavior after the session ended, back on the job.” One person disagreed.
  • 96% of respondents agreed or strongly agreed that, “the exercise linked well to our issues of workplace collaboration and performance management” with two people being neutral.
  • As to, “representing the Best Value for a teambuilding exercise in the global marketplace,” 21 people strongly agreed and 16 others agreed of 52 registered responses, or 71% of our users.

Again, we framed that question up as a real test of perceived value and even the neutral responses were supportive! It seems we are doing pretty well out there, and no one would actually name an exercise they thought was better than ours.

We asked some tough questions and we got some great answers.

If you are looking for a real team building exercise, one that does the building a lot more than it focuses on “bonding” like so many other exercises in the marketplace, check out our simulation. It is powerful and yet inexpensive.

After all, fully three quarters of our users felt it represented a Best Value in the global marketplace of tools for organizational improvement and communications.

a team building simulation exercose

We think that companies can accomplish real teambuilding, if they focus on it and use good tools. And we stand 100% behind our tools,

For the FUN of It!

Teambuilding Exercise – Overview of Lost Dutchman’s Gold Mine

My associate in India  emailed me with the info that he had just run his 169th session involving my team building exercise, The Search for The Lost Dutchman’s Gold Mine. Pretty neat. And I am glad that we are leaving a “legacy” of teamwork and organizational improvement in India and in other countries.

He also shared his newest video overview of the exercise, which I thought to share here.Lost Dutchman's Gold Mine Teambuilding Exercise

Click on the image for a 2-minute overview of a session held for one of their clients.
https://youtu.be/n2A4Di3ye_c

If you are interested in acquiring one of these exercises for your own use as a consultant or trainer, you can find information here on my website, or contact me directly at the email listed below

WP Header Image

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.

 

The Neuroscience behind Square Wheels: Behavioral Neurobiology

The Science of Brain and Behavior, explained through LEGO and using Square Wheels images for anchoring ideas and concepts

Neuroscience is “hot” right now in the leadership development and organization improvement literature and I got one of those “doctorate thingies” in behavioral neurobiology* from UNC-Chapel Hill a long time ago, before this “brain science stuff” became popular as a solution to business and training problems. The basic reality and an insight to some training people is that the brain is actually involved in learning and memory and a variety of other human behaviors. We have actually known this for a long time… 😀

Scott Simmerman quote on neuroscience (grin)

Wikipedia defines Behavioral Neuroscience, as the application of the principles of biology to the study of physiological, genetic, and developmental mechanisms of behavior in humans and other animals. The American Psychological Association publishes Behavioral Neuroscience®  for original research articles as well as reviews in the broad field of the neural bases of behavior. They are seeking empirical papers reporting novel results that provide insight into the mechanisms by which nervous systems produce and are affected by behavior.

Me, I don’t publish many empirical papers these days… I design team building games and use cartoons and I blog and try to publish readable, actionable thoughts on people and performance issues. But I DO study behavior and I do know about the brain and so I thought to elucidate a couple of understandable pedagogical conceptualistic  frameworks that underpin my use of stupidly simple illustrations and how they relate to things like communications, engagement, learning, facilitation, creativity, change and quality. My one word to describe the underlying key principle is “perspective.” Change perspective and you change a lot of things.

Generating change is a complicated thing to accomplish and there are some great books written about it, with “Immunity to Change” by Kegan and Lahey (2009) being a really solid work and a good read. I think that perspective is also key to Daniel Kahnemann’s book,”Thinking, Fast and Slow.” And I still like the elegant simplicity of Peters and Waterman’s “In Search of Excellence.” All these books (and so many others) work by generating a more objective view of behavior and the working environment around it, much like what behavioral counseling is designed to accomplish (“Please, tell me about that…”).

Let me use LEGO to show you how the brain works:

First, we have a whole big bunch of input from all of the senses, information that comes in all at once with little structure or organization. It looks a bit like this:

LEGO Neuroscience 1 - How the Brain Works using LEGO

If that looks too complicated and confusing, maybe flipping it upside down will make it clearer?

Scott Simmerman LEGO Model of NeuroscienceWhatever…

Anyway, what all that electrical activity you have heard about really does is to allow different areas of the brain to add some structure and pattern and “brain-shape” to the information, prioritizing some information and ignoring other input. It uses the brain’s learned preferences, along with some innate / cognitive biases, for putting things into categories and cubby holes and relating one thing to another, something we call categorization and association. Memory storage is based on link new information to old and creating some blocks.
(Note: biases and storage link to lots of explanatory info on Wikipedia, if you want to click through…)

Structuring looks like this, which is not so confusing:

A LEGO Model of how the brain sorts information

Once the brain has learned a few things, which actually happens pretty early in life and which continues for most people their entire lives  is that we begin to see some patterns in things. Alzheimer’s, dementia and some other cognitive disorders are generally disruptions in information storage and retrieval, where these processes no longer work smoothly. Over time, more and more gets linked and related based on personal experiences and memories. This is normal learning; over time, more and more things get linked and the flexibility of sorting information decreases as these biases filter out more and more. Their behavior becomes more rigid and some tunnel vision can affect their perceptions.

If people start using a new model or framework through which to filter information, we can change how things are viewed and sorted. If they learn the metaphor of Square Wheels, for example, new information sorting can take place. Square Wheels can be framed in a metaphor about things that work but that do not work smoothly. Now, you can see them scattered among the blocks below, representing some new categories for how information can be filtered:

Square Wheels LEGO model of brain functioning

For those of us that are focused on process improvement and doing things more better faster, we will also look to identify some best practices or other choices that we might then label Round Wheels. Generating peer-level discussions of issues and opportunities and resorting and re-categorizing can refresh the learning process and generate more active involvement and engagement.

When there is something that is thumping and bumping along as a Square Wheel, most of us will think about ways to improve it. Seeing the gap between the way things are and the way things could / should be is motivating for most people, who will consider ways to close that gap. Leon Festinger discussed this kind of approach in his theory of Cognitive Dissonance. That might then look like this as they begin to consider some Round Wheel possibilities:

Round Wheels already exist

Now, obviously, your brain is not built from LEGO, at least for most of us, and I am being relatively simplistic in my descriptive model of basic neurophysiology. There are underlying structures in the brain that handle information in different ways, adding speech and comprehension and motor skills and all other sorts of output processes to the input of information.

But the basics DO apply, in that people’s brains focus on repetition and patterns and things that mesh in with past learnings are more readily integrated into what we know — ideas that are radically different are paradigms that are simply ignored. (See Joel Barker’s work video on Paradigms (from my pals at Star Thrower), based on the research of Thomas Kuhn and published in the 1960s.

Okay. Enough already on The Brain. How about some ideas on people and performance and how all this applies to the workplace!

Okay. The use of my Square Wheels images is really well-grounded in a variety of principles of learning and thinking that you might find interesting. So, I will try to share some of the underpinnings as to why such a simple approach can be so powerful and effective. Think about it!

NeuroLinguistic Programming (NLP) is a tool that helped me understand more of the links of behavior to how the brain handles information. My training took me to the Master Practitioner level and I led ASTD’s NeuroLinguistic Network for a couple of years a long time ago. It shares some interesting tools, like the Information Sorting Styles approach to thinking patterns. NLP focuses heavily on using dissociation as a tool to generate perspective. I call it, “stepping back from the wagon” in my simple approach and frame the concept of collecting ideas and generating participative involvement like this:

Don't Just DO Something, Stand There

Only by stopping the action and looking at how things work can you possibly identify new or different ways of doing things. By dissociating from the current reality, it is possible to see new relationships and gain new perspectives. Plus, if this is done with a shared approach, with more than one person adding ideas and viewpoints, the impact can be more better faster and the ideas can have more breadth and depth.

Dissociation and perspective also serve to decrease the emotional aspects of managing and leading change. In counseling, being able to simply view the situation without all the heavy emotional hooks is a desired outcome. The same thing occurs in the workplace. Talking about the THINGS that do not work smoothly is much less emotional than addressing issues that might be taken as a personal attack and thus generate defensiveness and active resistance. This is another reason why using Square Wheels as a metaphor is so effective.

Most of you are familiar with inkblot tests, properly called Rorschach tests. The visual has no reality but people will project their ideas onto that image based on their own information processing. (Look, a squirrel!) A related psychological test is the Thematic Apperception Test, which has situational drawings and people are asked to tell a story based on what they see happening. Both of these tools push people to put personal viewpoints and frameworks onto the images, which have no “internal construct” of their own. They are not pictures, but images that allow for differing perceptions and interpretations.

We do the same thing. Heck, this LEGO block is not even a wheel; it is actually a window! But it works for us as an image to use on the wagon, and if we calONE Yellow Square Wheel SWs LEGO 70l it a wheel, it must wheely be a wheel, right? (And I remember the time when I presented the illustrations to a software development group, who identified the Square Wheel as the Windows platform they were programming on! That was a hoot, as well as a surprise…)

Perception is a key to understanding. And people benefit by having a language on to which they can hang ideas. If the word for it does not exist, it is really hard to categorize it. That is another reason why Square Wheels work in the workplace, since they give everyone a common anchor point against which to pull and push around ideas for improvement. By its very nature, it could and should be improved and something that gets labeled a Square Wheel sets itself up for improvement.

“The eye sees only what the mind is prepared to comprehend” is a relevant quote from Henri Bergson. Having an image against which to overlay systems and processes allows for a better understanding of the issues around performance improvement.

There are two other aspects to perception that link to the theme of motivation. One is that having some vision, preferably shared with others is important. Knowing where you are going is beneficial. The second is ownership, in that having a sense of active involvement and engagement is important. I can illustrate with another of the Square Wheels images along with one of my most favorite organizational development quotes.

The View at the back of the Square Wheels wagon

The View at the back of the wagon is not motivating

and

SQUARE WHEELS LEGO IMAGE OF MOTIVATION 

Metaphors such as the Square Wheels / Round Wheels dichotomy are easily remembered and incorporated into workgroup language. The simple basic concept of a Square Wheel, something that works but that does not work smoothly, combined with the perception that the Round Wheels already exist in the wagon sets up a motivation for continuous continuous improvement **

Stepping back from the wagon allows a sense of decreased emotion while expanding perceptions, and often “considered alternative choices.” The latter are critical in order to conceptualize a different future. If you cannot see alternatives, you cannot choose from them. Simple.

Daniel Kahneman Illustrated Quote with Square Wheels and LEGO

and

Square Wheels LEGO image ALl of us know more

My goal was to present our simple concept of organizational involvement and transformation, the Square Wheels theme, which is general and flexible and adaptable to a wide variety of personal and organizational development situations. People have a generally favorable memory of LEGO and play, and the links to the issues of combining different perspectives on issues and opportunities lend itself to improved communications.

I will switch to this metaphor to close this out:

Caterpillars can fly lighten up round

I think we can all improve all things if we just take the time to lighten up and look at things from a different perspective,

 

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

Scott’s quips and quotes on Poems on The Workplace is here.

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

* back before we became enlightened, we called it “physiological psychology.” Heck, the whole department is now called, “The Department of Psychology and Neuroscience” even though the website is still psychology.unc.edu so go figure… I might as well try to move into the mainstream of popularity.

** Idea from the Department of Redundancy Department and the concept that the Round Wheels of Today will, invariably, become the Square Wheels of Tomorrow. Failure to continuously improve is a design for disaster. Think of land-line telephones and MySpace.

 

Teams, Teaming and Teamworking

There have been a number of articles around the idea that teamwork does not work to improve organizational performance. Teambuilding is seen as a complicated and expensive endeavor that does not pay off.

And I can see why people might say that, given some of the team bonding kinds of activities that many people label “teambuilding.” Just because people are active in some activity does not mean that their actions will actually improve organizational performance or increase collaboration. Team BONDING is not team BUILDING, not by a long shot.

If you follow #baaadteambuilding through google or twitter searching, you can see some of the things that a few of us working with team building tools have found SO bad as to deserve special tracking in twitter.

  • A “Bubble Bounce” in which everyone bundles up in bubble wrap to bounce off the floor and walls?
  • A PediCab tour of a city (good if everyone is physically fit and not handicapped, maybe, but what about the disabled)?
  • Pub Crawling (as if the people might not embarrass themselves or do something really stupid on what is legally company time), or (seriously)
  • Pin the Tail on the Donkey?

Team building should have impacts on actual workplace behavior, framing up innovation or change or collaboration. It should be focused on observable improvements, generating the commitment to change, and maybe even have some measurable impacts on results. It should not be viewed as “fun and games” or as social networking. Those might be nice to do, but hard to use for measuring a return on investment.

Hey! I will admit a vested interest in the issue, since I design and sell interactive exercises focused on issues of engagement and collaboration between teams. But there IS a lot of crap “training” out there calling itself teamwork — my particular pet peeves are things like Firewalking, Paintball and High Ropes courses. There are lots of similar “training events” that have few links to issues of people working together, interacting to define things to improve, collaborating to fix problems, etc.

Golf as team building? Sorry. Sure, golfers are known as great teammates and team play in golf all about working together for shared results. (Not!). Maybe when the players are boozing it up at the 19th hole or doing that pub-crawl thing, but not during play of the game, most certainly. Heck, you are not even supposed to talk much of the time!

Bowling? Maybe.
Cooking? Maybe.
Darts? (NO!)
Cat Bathing? (just kidding on that one…)

And, just now in twitter, I see where a company is offering up, “Ireland’s largest inflatable obstacle course, The Big Daddy.” Seriously, we are supposed to believe that bouncing through some inflatable challenge course is going to make us work together #morebetterfaster ? Sure, that might be fun, but I am guessing they don’t want obese people, pregnant women, wheelchairs, or people who carry knives and swords. But, like go-kart racing, it is framed as teambuilding.

Too many people ride as cowboys in their organizations. There are too many workplaces that reward individual performance and then expect people to work together and collaborate. In so many organizations, with lots of research supporting this, many of the people are not engaged. One should not expect much in the way of collaboration from those people who really do not care about their workplace or about shared results.

But we can motivate people in our organizations and workgroups. People want to work together if the situation can support it, and they want to feel successful and not be scared by the risks of performing.

Motivate people through success

In high performing workplaces, you will also see a collaborative culture where people work together to handle issues and solve problems. Granted, that approach may not work too well in places like Real Estate, Mortgage Lending or Stock Market sales, but we do see a strong need for collaboration and commitment where things like production or product design or customer service come into play.

Take any group of people, give them some common goals, measure them on shared performance, and allow them the ability to help each other and you have the basics for a workplace situation where teamwork will arise. Then, do some activity that demonstrates the benefit of collaboration on the overall results — something like, The Search for The Lost Dutchman’s Gold Mine.”

Then, debrief that activity and discuss the choices that people made along with the choices they COULD have made, link it to the issues they see in their own workplace, and allow them to make commitments to each other (peer support) and you are highly likely to see improvement (if there is a bit of followup after the session).

Think of all the activities that we engage in where real teamwork is absolutely essential to accomplishment.

And esprit de corps is most certainly higher in those places where people are involved and engaged and working together toward common goals.

Celebration plane color green

Teamwork not work? I don’t think so. Teamwork is ALL about group performance. And improvement is a continuous activity requiring visible support from the management team.

Sure, individuals can excel, but only through collaboration and engagement and motivation can we get a group of people to high levels of accomplishment and performance that they can celebrate and then continue to 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: http://pinterest.com/scottsimmerman/

 

Lost Dutchman Team Building Tips – Delivery Nuances

We’ve been selling and supporting The Search for The Lost Dutchman’s Gold Mine, a powerful teambuilding exercises with anchors to collaboration, leadership and motivation, since 1993. We have owners and users of the LDGM game worldwide, so I thought I would do two things to improve that ownership experience and expand on the issues and opportunities that we support with this exercise:

1 – Continue to publish articles with ideas to improve organizational performance and link to issues of corporate team building opportunities like this blog post.

2 – Go back and add the category, Dutchman Delivery Tips, to the relevant previous posts in this blog to improve the sorting of these particular articles. You can now search that Category for ideas about improving the link of team building simulations like LDGM to your development frameworks.

Most often, people just purchase the Dutchman team building exercise and play it with their group. It is pretty bombproof and users see that it goes really well without understanding the thinking under the design and those little things that make everything pretty congruent.They get a good outcome and they are then satisfied with the way things work and are not looking for different ways to play.

LDGM Testimonial bubble Advantage Bank 100

It is surprising how seldom we get into dialogs and interchanges about other features of the design, however, even though many options are detailed in our Professional Edition of the exercise or appear in different posts of mine. And the reality is that there are any number of different nuances that can be integrated into a program to improve its connection to desired outcomes.

Let me share three different delivery frameworks:

One:  I had forgotten ALL the cards for a program up in Gaffney. SC and had an hour over lunch between the morning Square Wheels and the afternoon Dutchman delivery. Immediate panic. The creative solution to that problem became the Inventory Management Delivery Option, where I gave teams their starting inventory and we simply kept track of consumption on an inventory form (me at the Trading Post and the Supply Expert at each tabletop).

What I discovered with this delivery was that knowing exactly what resources a team had helped me manage the game immensely — I could see which team had what resources precisely and then coach teams to share resources like trading surplus Supplies for Fuel between them. You cannot really do that in the normal way the exercise played…

Two: An old friend and consulting buddy told me the game was TOO collaborative; he worked with real estate people. SO, I designed the Single Turbo version of the Tortilla Flat Video. It does not have the three Turbochargers in the Video but merely the one, thus not allowing research sharing. (It rewards strategic planning and not collaboration. Neatly.)

Three: Someone asked me, “How can we mine even more gold each day?”

That was a really really excellent question, causing me to rethink the overall design… It is awesome that questions become new ideas.

one of the game pieces of the LDGM exerciseWhat I did was to repack The Mine Video to have 16 Cave Cards (instead of 12) and I changed the instructions to tell players that by using a Cave Card, they could mine 11 ounces of gold each day. The extra Caves I include can be shared freely with other teams and each one used would generate an extra ounce of gold. We call this The Assay Office Version, since the Trader can report to another person (at The Assay Office) to track the gold mined over the days (leaving the Provisioner to simply bank the game).

You can purchase this complete tool, with instructions and delivery options, at this location on our website. It is about optimizing overall profitability and it adds another collaboration element to the play and discussion.

You can actually see when the collaboration between the teams starts and you can count the unused Cave Cards and you can add the number of extra ounces produced by the planning — getting the Mine Video. Each unused Cave Card loses $250 in results. Measurement of results adds more impact in your debriefing and linking back to the reality of the workplace!

(And, yeah, I can do all that / any of that by myself when I deliver the exercise for groups of 5 tables or less, although it IS a bit chaotic!)

None of this appears in the LD3, 4 and 6 games but this and more is in the Pro Version (but not mentioned directly in the Rental stuff, simply because it is too nuanced for a single use in a large group… But these kinds of enhancements can be integrated into all the LDGM game deliveries.

We believe that the Lost Dutchman’s teambuilding exercise remains as one of the absolute best simulations in the global marketplace for collaboration and leadership development games. If you are interested in a solid corporate team building simulation, drop me an email,

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.

Team Building and Engagement Workshop at IAPPD-MENA in Amman in May, 2015

I am excited to have the chance to present in a new venue, Amman, Jordan at the International Association for People and Performance Development. The goals of the organization align closely with what I have been working on since 1978. The organization was actually started by my old friend and colleague, Geoff Cook, who was unfortunately killed in a car accident last year but who had invited me to be on the Board of Governors. So, I am really pleased to get my association with the association rolling along.

On May 4, I will be presenting a session using my Square Wheels development tools in the morning, running it as both a workshop and a train-the-trainer program (and giving participants a toolkit) and then delivering my team building game, The Search for the Lost Dutchman’s Gold Mine, as the closing part of the day and an attempt to pull things all together.

Scott Simmerman presents at the International Association for People and Performance Development conference

There will be three presenters, each of us having one day. Paul will focus on leadership, I focus on teamwork and engagement, and Raed focuses on managing and leading change. It should be great!

You can see a short video of my overview by clicking on this text or the link below:

Scott_Simmerman_IAPPD_2015_MENA_Conference_Square_Wheels_and_Lost_Dutchman_Overview_-_YouTube

If you are looking for an adventure in learning, join us in Amman, Jordan in early May,

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.

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

 

 

Make Your Off-site Team Building Event Pay Off

Organizations hold off-site meetings to generate more alignment, introduce a new strategy initiative, build increased collaboration and related goals. The Big Idea is that the expenditures for these meetings will generate a return on that investment. I will loosely define one overall goal as “team building” and I will suggest some ideas and frameworks that will actually accomplish some of that.

These events and meetings should involve and engage participants and generate a better sense of ownership and involvement about what they might choose to do differently: “more better faster cheaper.” But inspiration alone won’t cut it and lectures and presentations will sometimes distract people from their emails. People will often drift off from a presentation and knowledge does not always translate into behavior change. Just explaining things will only have a modest impact on results or generate any change in behavior, as you have probably witnessed.

Human beings are paradoxical creatures.
What I know does not directly translate into what I do.

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

And we are known to have that common behavior of overestimating our own performance when good measurements are not good.  This cognitive bias for over-estimating even has a term: illusory superiority.”

Examples abound:

  • In one study, 84% of the students predicted they would cooperate with their partner, but only 61% actually did. The irony is that their prediction of other student’s behavior was close to actual.
  • people with a below-average IQ tend to overestimate their IQ
  • In a survey of faculty at the University of Nebraska, 68% rated themselves in the top 25% for teaching ability.
  • In a similar survey, 87% of MBA students at Stanford University rated their academic performance as above the median.
  • For driving skill, 93% of the US drivers put themselves in the top 50% of all vehicle operators.

We will not delve into all the reasons for this; the information is nicely covered in a Wikipedia article. Here, let’s focus on practicalities when it comes to costs and impacts and generating commitment and change.

Here are some ideas and possible solutions that represent my personal biases along with 30 years of experience in these kinds of settings:

Have really solid goals and expectations for what you want to see done differently.  Communicating ideas and data might give someone the chance to be seen, but it is a pretty costly way to move that information. Think about the past and what worked well insofar as meeting goals and actual outcomes – what kinds of things helped attendees do something differently after the meeting to solve problems or improve results.

1 – Communicate before the meeting with the facts, information and relevant data that people will need to do things differently. Give them the tools and pre-thinking review time to allow the data to link with any new information or stimulate new ideas. Most people think better with time for processing and consideration and new ideas generally link to old information.

2 – Put the right people in the seats. Maybe you do need everyone to attend, but maybe you don’t. If your meeting is a celebration junket, that is different than if it is a key meeting to drive out a new strategic plan. The people who are there should be the people who need to be there! Everyone else is either costly or distracting or both.

3 – Let their feets get them off their seats. Do things that get them moving around and interacting in some kind of focused way. Breaks can be useful, but people are often off doing their own things with phone calls and emails instead of talking with each other about shared issues and desired changes. While some would suggest prohibiting cellphone use during the meetings, I think we should try to treat attendees as something other than third-grade students and allow them responsible use — you never know when they might have some real business emergency with a real business impact and you DO want them in the room and not out in the hallway expecting some call. Phones do have a vibrate setting!

4 – Design facilitated engagement and involvement. Don’t just do things TO people but insure that your sessions involve and engage them. Do things WITH attendees if you can. Solicit their ideas and their input. Challenge them to help solve business problems instead of presenting them with solutions, if you can.

Nobody ever washes a rental car

Be sure to do things to share ownership. People are more likely to take risks and challenges if they are invested in the situations.

5 – Allow people to work in teams but also collect their notes and thoughts. You can use worksheets or easel-pad brainstorming and mindmaps and similar tools. You can use dot-voting and other consensus-building activities. You can use twitter and other interactive media or collaboration software, if the group is comfortable with that approach. (You might encourage all of them to bring their laptops / notepads or smartphones to certain interactive work sessions.)

Leadership and presenters should be asking questions and generating perspective and sharing missions and visions more than they should be standing there “yelling and telling,” no matter how charismatic they are. Like John Le Carre wrote,

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

The more hands-on, broadly experiential the base of information, the more ownership involvement and real-world information you can generate, the better the impacts.

6 – Structure followup on the ideas that are generated and push people to do things differently. There are any number of ways to generate commitment and your current organizational culture and experience should offer you ideas about what kinds of things work (and what kinds of things do not). You might have each person post one good idea into email or on a specifically designed note card collected by the senior manager. You might organize natural teams to collect and look to help implement good ideas. Department heads might be tasked with generating 5 good ideas for change and improvement, along with action plans and a project management template of some kind.

But DO something. Make some things happen and attribute those positive results to the leadership and through the organization as experiences have shown to be successful. Too many meetings just end; they do not generate efforts at improvements, much less impact results.

If you are just meeting to meet, with no other expected changes, then consider communicating through podcasts or other techniques and save a whole big bunch of money in travel expenses, time and salaries. Your meeting should generate actions that impact results.

Summary:

The reason I write this post is that I have seen some events that really fail to generate what they could, simply because of the “powerpoint presentation culture” that exists in so many organizations. Similarly, I hear about programs that do the simply “fun team building” kinds of things, the electronic spin-the-wheel “Wheel of Fortune” games or the Jeopardy or treasure hunt activities, none of which will generate much real teamwork or real problem-solving or behavior change.

Since 1993, we have been developing and supporting an actual business simulation exercise with real impacts on teamwork and planning and which structures debriefings focused on shared missions and visions, expectations and teamwork. A differentiating feature is the anchor point to inter-team collaboration, rather than the more common competition between teams. For so many organizations, “Interdepartmental Collaboration” is an oxymoron rather than an implementation strategy. Generating real collaboration is of very high value to most businesses.

We offer a most excellent team building exercise that you can purchase for repeated use or rent for a one-time event.

Lost Dutchman Gold Mine Logo with three icons

There are literally dozens of articles about the exercise here on the blog. Directly connect with me if this might be of any interest to your organization. I will try to share my thoughts and ideas about features and benefits of this exercise. It is straightforward in its delivery and not difficult to facilitate and link to a variety of desired outcomes. My coaching and design collaboration are free.

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.

Square Wheels are a trademark of Performance Management Company

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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.

 

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