Performance Management Company Blog

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

Category: Organizational Development Tools (Page 1 of 6)

Is it teamwork that falls flat in most organizations?

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

In it, he says:

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

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

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


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

A Transaction:

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

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

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

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

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

Interdepartmental Collaboration is an oxymoron.

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

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

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

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

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

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

 

For the FUN of It!

Scott Simmerman 2016Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

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

Connect with Scott on Google+

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

 

 

 

Branding, Change, Marketing and Square Wheels

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

And another set of questions:

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

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

 

For the FUN of It!

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

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

Visit The Square Wheels Project at www.TheSquareWheelsProject.com

Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com

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

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

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

 

 

Dr. Seuss on Disruptive Engagement

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

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

The Square Wheels Project Dr. Seuss framework

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

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

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

 

For the FUN of It!

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

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

Visit The Square Wheels Project at www.TheSquareWheelsProject.com

 
Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com


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

 

Disruptive Engagement – 6 Blogs and 4 Illustrations

Engagement is anchored to empowerment, and organizations need dis-un-engaged and dis-un-empowered supervisors in order to optimize performance and productivity. I say this simply because supervisors manage workers and workers do all the work and because data after data show that un-engagement and un-empowerment are two main themes of so many workplaces.Disruptive Engagement and Empowerment Square Wheels image

As I thought about how corporate engagement is generally run, it seemed to me that more local control would allow more impacts, that more supervisor control at the workplace level might offer more opportunities to impact active involvement and actually involve and empower people. Too much seemed to be driven tops-down rather than bottoms up. So, I detailed my thoughts in an article about thinking locally:

Engagement – Think Local, Act Local

And that writing started me thinking about the whole negative reality of tops-down, corporate “engagement” that my 40 years of business management work has never shown to work very well. The thought was that disrupting this approach might be interesting.

Corporate Engagement Hasn’t Worked – Why not try Disruptive Engagement?

So, what IS Disruptive Engagement? Nothing fancy. It is simply about allowing the supervisors and managers to remove the things that their people perceive to be getting in the way of improving their workplaces. Often these are perceived roadblocks, more than real ones and Best Practices will show that the solutions are often already in place and working in isolated cases.

Disruptive engagement supervisors and motivation

Well, That got me thinking about what to actually do to accomplish this kind of initiative. The ideas already exist and it is more about developing a culture that does a better job of minimizing fear and optimizing discussions.

Disruptive Engagement, Supervisors, Empowerment and Performance Improvement

But a reality are the issues of allowing the supervisors the time and ability to actually do things differently. There is simply so much task interference from meetings and reports and measurements and other factors to really allow them the coaching time or the time to facilitate implementation of ideas.

FREE The Supervisor – thoughts on Disruptive Positive Active Engagement

and

The Hubcap Report – a note on Task Interference and Supervisors

What we need are good conversations and the improvement of facilitation skills to better actively involve workers.

Radical Candor and Disruptive Engagement

The solution actually does appear to be relatively simple and straightforward, if organizations really consider these issues of engagement, motivation, empowerment, innovation, and teamwork to be of importance. It sure seems like they are important, so why do we choose to not do things differently? We talk and talk and measure and measure and meet and meet but seldom have any direct contact or influence on the workers.

Disruptive Engagement and Radical Candor by Scott Simmerman

Why can’t we do this?

For the FUN of It!

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

 
Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com

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

 

 

Many People Hate Offsite Teambuilding – A Learned Response

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

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

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

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

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

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

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

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

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

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

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

 

For the FUN of It!


Solomon Salvis at Simurise Learning Solutions in Singapore

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


Scott Simmerman 2016Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

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

Connect with Scott on Google+

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

 

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/

 

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.

Engagement – Think Local, Act Local

I was reading an article on adapting things like HomeKit and Echo into the way people interact with their homes. Alexa is pretty cool, but there are issues around its inability to recognize voices and there have been instances of voices on TV actually telling the system to order products online and the reality that a burglar could simply tell the system to turn off security alarms. The point that author Seyi Fabode was making was that one of our most basic needs is for security and safety, both at home and in the workplace where so many of us spend so much time and emotional energy.

MY thinking about his thinking was framed around a workshop I attended by Brad Thomas with my local ATD group yesterday morning. Brad was focusing on the implementation of full-company engagement systems and his excellent talk was anchored somewhat to these local issues but mainly focused on the corporate commitment to generating and acting on large amounts of employee feedback to frame up issues and opportunities.

In that Big Picture Corporate Model, things needed to cascade down from the top and that HR departments had to rethink how they focused so that they could actually bring human resource capital into play for their operational counterparts, that they could not simply remain the paper pushers they are in so many places. HR needed a seat at the corporate boardroom table to focus on the people side of improvement initiatives. It seems like an awful amount of senior management engagement and systemic change was a requirement before ANY actions could occur.

And when you have, as I once did, senior executives out there saying (or believing) things like this about people / engagement / involvement and being actively working to generate innovative ideas:

“That’s like asking the vegetables how to design a refrigerator,”

you pretty much KNOW that you are not going to be successful working from the tops downward forward. (And, yes, there are senior managers who could not care less about employee involvement and ideas — we seem to have one in the White House if you need an example.)

These two things clanged for me about an hour ago. Big Corporate Solutions trying to solve the issues of the worker / supervisor interface. What could possibly go wrong? Well, as results seem to consistently show, pretty much everything… Overall, statistics seem to show that OD things look pretty much like this:

Corporate engagement programs don't work well

From this month’s issue of Workforce magazine (3/17), Rick Bell shared some  statistics and anchor points. Supervisors clearly improve their leadership and engagement skills. Some tops-down corporate program to improve overall engagement will simply not get traction:

• 35% of US workers would forgo a raise to see their boss fired

• 44% of employees say they have been emotionally or physically abused by a supervisor

• 3 of 4 workers say that their boss is the worst / most stressful part of the job

Other statistics supporting the idea of local control / local influence include:

• “Communication and connection are the cornerstone of relationships – a quarter to a third of employees believe their managers seldom or never listen to them, understand their issues, seek their input and ideas, or help them to resolve the issues and challenges they face. This persistent gap presents both a challenge and an opportunity to leaders and managers.” (Leadership Management Australasia’s LMA survey, April 2016)

• Only about 1 in 3 US managers are engaged in their jobs, and about 1 in 7 are actively DISENGAGED. Employees who are supervised by highly engaged managers are 59% more likely to be engaged than those supervised by actively disengaged managers. (Gallup)

Bell and others share these statistics, however, so there IS opportunity here if we can improve the interaction between workers and their managers. A short list of opportunities and benefits looks like this:

  • Managers are the Number 1 way that people feel supported by their organization
  • Managers influence 70% of the variance in employee engagement scores
  • Close to 60% of Americans say they would do a better job if they got along better with their boss
  • Close to 70% of those polled said they would be happier at work if they got along better with their boss, with the breakdown equal among men and women, but younger workers in their 20s and 30s were even higher (80%)
  • Over half (55%) of those polled, think they would be more successful in their career if they got along better with their boss
  • Only 4 in 10 of Americans will thank their boss on National Bosses Day with most believing that their boss wouldn’t care enough to bother
  • About 10% said they would use the day as an opportunity to talk to their boss and improve the relationship

——————————————–

Try this:

Have a conversation with someone who works in an organization and ask about how they feel they are being managed. I had two such conversations with people in my pool league two nights ago. Absolutely eye opening!

——————————————–

So, what IS a viable solution? Understand that the Big Corporate Improvement Program Initiatives seem doomed to fail unless organizations impact that supervisor / worker interface and make it more supporting and effective. And you can probably figure out that working to engage workers working for the 1 in 7 managers who are actively DIS-engaged within their own organization is simply a waste of money and resources.

Throw some mud at the wire fence!

Break away from the Big  Corporate Program Mentality and do some Guerilla Engagement. Give some of your better supervisors the tools they need to improve their effectiveness. Allow them to improve their interactions with their people and to improve their facilitation and involvement skills.

The Square Wheels Project is an online training program designed FOR SUPERVISORS who need some training and some tools to improve communications. The Spring Forward Monday Toolkit is a package of tools (handouts, powerpoints, posters and instructions) to give supervisors the framework for a series of meetings and implementation action plans for simple ideas for workplace improvement and innovation, to allow more teamwork and active involvement.

Square Wheels - How organizations really work Metaphor organizational improvement

The Square Wheels Project is not THE Solution to anything, but it does represent a most excellent alternative to the initiatives that are generally not working very well, a step forward in the effort to improve communications.

Square Wheels Project Draggin Slaying Supervisor

But some facilitation skills training can certainly help your managers to become better motivators and better leaders. Help them lead on-site workplace innovation and improvement initiatives at the very bottom-most layer of your organization, where most things are actually happening. Do things differently and let them lead!

Solve the small problems in simple ways, keeping a sense of safety and security in place with your supervisors feeling a minimal amount of risk for doing something differently. Look for some “small answers” to local issues and build things from the bottoms up. Make real improvements where you can, instead of looking for Big Answers from a distance.

Addendum: Since initially publishing these thoughts, I have begun to focus on a framework of Disruptive Engagement, which takes in much of this thinking and adds more data and rationale. You can find those blogs by clicking on the two images below.

Square Wheels by Scott Simmerman of Performance Management CompanyDisruptive Engagement and Radical Candor by Scott Simmerman

 

Our stupidly simple tools are designed help any manager get some really effective, performance-focused improvement conversations going using better facilitation skills and our metaphors, plus our online help and networking,

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

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


The two newer blogs can be found by clicking on the links above or by going to:

Corporate Engagement Hasn’t Worked – Why not try Disruptive Engagement?

or

Radical Candor and Disruptive Engagement

 

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

 

Facilitating Workplace Improvement: Herding Cats and Frogs

A couple of really good discussions on facilitation and implementation of strategies and innovation and some basic conversations about people and performance got me thinking again about The Issues of Workplace Reality:

Getting things done around here
is a lot like herding cats.

It is possible to accomplish that, but with me with an 8-month old uncontrollable and insane kitty and with me working on Robin Speculand’s Compass Model for workplace strategy implementation (and seeing lots of statistics around failures and challenges), I am once again reminded that the metaphor links to many issues of workplace engagement and alignment.

If you have never seen it before or need a refresher, you really ought to watch this great old 1-minute EDS commercial about the satisfaction gained from successfully herding cats:

Herding Cats - EDS Commercial“Herding cats. Don’t let anyone tell you it’s easy…”
“I’m living a dream…”

Funny stuff, for sure and worth watching!
(Clicking on the image above will open up in Youtube.)

My British friend, Barry Howell, used the phrase “herding frogs,” in a conversation, which got me into expanding my thinking. Not everyone in the workplace is a feline, which of course makes things more difficult to manage, right? Herding frogs seems to be a more common metaphor there, maybe because they aren’t so much into herding cattle as in the US.

So, what does herding frogs look like? Here is a video of The Great Frog Capture in California. Do NOT try this at home!

FrogsMetaphors!! I just love using those kinds of very visual,
kinesthetic phrases to anchor reality.

Then, I saw a link to an absolutely wild short video about stampeding ducks. Seriously. Click on the image and be amazed. And again, do not try herding ducks like this at home or at work!

Stampeding Ducks

Lastly, I thought to add a really beautiful video of sheep herding in New Zealand. This one is awesome! Courtesy of Tom Whittaker:

Herding sheep videoThe only issue that I would have with workplaces is that there would be little innovation and few people doing things differently. You would not have exemplary performers in any real sense. Plus, herding sheep is not workplace reality, for sure!

Trying to implement change and improvement and motivating people is not an easy task, as shown in the above examples. And while ducks will be imprinted to follow an individual or other ducks and sheep are naturally herd animals easily controlled with a few sheep dogs, managing people is simply not so easy. People ARE creative when we allow them to be. People are great problem solvers if they recognize something as an issue. And people need leadership.

There is one more graphic that speaks to getting things done and facilitating improvement and that looks like this:

Baby Elephant Teamwork Quote wordsWe need to have the time and energy, as leaders, to deal with the new baby elephants! We cannot simply add one more thing on top of all the other things and expect it to be given the attention it needs.

Most strategy implementations fail not because of a poor strategy, but because the implementation plan does not prioritize that implementation nor take into account all the time and energy needed to get things to be different. Plus, while it seems easier simply to tell people that they need to do things differently, that behavior generally results in active resistance by many.

We need to develop alignment, teamwork, collaboration and a sense of ownership, along with prioritizing the time and effort required, in order to move people to different performance places.

Cats, frogs, sheep and elephants.
Will Herding Zombies be next?

(Actually, the answer is YES, since my colleagues want me to get my Zombie Strategy Implementation Game into beta so they can mess with it. There do seem to be some Zombies among the very disengaged populations common in most places. Not all have turned, but some seem to have done so!)

Solutions are not simple. But you may find our approach to involving and engaging people for workplace improvement to be pretty straightforward.

We share some simple tools for involving and engaging people for improving workplace performance at The Square Wheels Project.

Using our Square Wheels images and themes and facilitation approach, you can generate alignment to shared missions and visions, ask about issues and opportunities and define strategies to implement and manage change. Check it out!

Scott Simmerman's Square Wheels Project for Performance Manaagement

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.

Facilitation, Square Wheels and #MoreBetterFaster

We are just about ready to launch our new LMS, The Square Wheels Project, that will feature our Square Wheels® LEGO images and teach anyone how to facilitate a discussion about improving things in the workplace. The basic approach will be simple and straightforward and the links to themes of engagement, innovation, motivation and teamwork will be really clear.

Dan Stones and I have been working to bring all this together for the past few months and Dan does this seamlessly. For me, it is a much more difficult learning practice, it seems. He quickly gets the technology side of this so I mostly support the effort with my LEGO people and my ideas around turning Square Wheels into Round Ones.

So, as this all comes together, I started cranking up production of my “posters,” a little one page shot of some thought or a poem or similar. So, here are a three of the ones I thought you might find of interest.

Square Wheels stupidly simple reality posterSquare Wheels hands-on senseWorkplace Happiness and Square Wheels

It has been nearly 25 years since I started using Square Wheels as a metaphor for organizational improvement themes and it has been an interesting journey forward. I hope you like the approach we take, and that you will take a look at our actual learning tools,

For the FUN of It!

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

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

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

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

 

#squarewheels #morebetterfaster #thesquarewheelsproject.com #innovation #engagement #motivation

 

 

Visions – Hindsight and the View at The Back

In a LinkedIn leadership group, Mark Deterding posted up an interesting thought on leading from insightful contemplation and framing things in a servant leadership model. His post was called, “Vision from Behind” and Mark said:

Hindsight is 20/20. While we often think of that in relation to blunders, it’s limiting to consider hindsight valuable only when recovering from mistakes. Making a reflective observation is a necessary step in clarifying your vision for the future. You discover more about yourself as you take a reminiscent tour through life experiences. Looking back is a magnifying glass, enhancing awareness of where you are now because of where you have been. This is helpful in understanding how you currently lead, and where you might want to focus your efforts in developing your future self as the servant leader that God created you to be. Vision from behind creates an environment where you become more and more a student of servant leadership.

This aligns overall pretty well with my thinking about communications and teamwork and issues of motivation. Mark’s hindsight and reflective observation is pretty much what I think of as “Stepping back from the wagon.” The idea is to disengage from that first-person, through your own eyes view of the world and to change one’s perspective, looking at the situation from a dissociated viewpoint, like watching TV. From a distance, you can better see other people’s viewpoints. Innovation and insight generally come from reflection and contemplation.

My explanatory model for how the world seems to work and how most organizations seem to operate looks like this:

SWs One NEW w: copyright 1We have Wagon Pushers who simply cannot see where they are going and who do not receive much in the way of performance feedback or coaching — they are simply too busy pushing the wagon and their view is one of “boards and hands.”

So think what the pushers actually see, and think what the Wagon Puller can see if he simply turns around. (Not much, actually.) My guess is that his view is mostly of the wagon, even though he might have a really nice view if he looks ahead. After all, who wants to stare at the front of a wagon for any length of time. So, to really generate perspective and a change in thinking, there is the need to really stop doing what we are doing and to move around a bit.

Reflection, in my model is termed,

“Don’t Just DO Something, Stand There.”

The idea is to step back from the wagon to get a different perspective, one that includes the Pushers and all the wheels, the whole scenario basically. One can probably identify ideas for improvement as well as thoughts on how to improve involvement, engagement and motivation.

That one, skipping a bunch of intervening, process improvement illustrations, could look something like this when all is said and done and everyone is allowed to play with ideas and solutions:

SWs Celebrating Two RWs

Vision from Behind is good and it is helpful. Servant Leadership is a fine concept. But I think that involving and engaging people in generating their innovative ideas for workplace improvement — and implementing those good ideas — is really more about how to generate intrinsic motivation for the journey ahead. Celebrating successes most likely will generate more successes and improved teamwork and collaboration.

If you are interested in more along these lines, take a look at some of my other blog posts around Square Wheels and motivation and engagement that are in my blog. A few of them are these:

Stupidly Simple Engagement and Motivation

A LEGAL Approach to improving Engagement

Improving Engagement and Workplace Efficiency to Motivate Performance

I also write poems and haiku and produce a bunch of different “posters” that you can see if you click through to my Poems on the Workplace blog in the footer below.

If you are looking for some simple and effective tools for impacting communications and improving innovation and engagement, connect with 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.

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

 

 

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.

 

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