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

Tag: large group teambuilding

Debriefing Lost Dutchman’s Gold Mine – The Numbers

For the past 20+ years, we have been supporting a team building exercise focused on inter-team collaboration and the sharing of resources and information with the goal of optimizing organizational results. We know from our users, a global network of consultants and internal trainers, that the exercise is unique as well as highly effective.

Our users are a highly experienced group, with 70% using 6 or more different team building exercises in their organizational development work. Most (89%) have run the exercise multiple times and 36% have run it more than ten times. (You can see a summary of our 2016 User Survey here)

So this paper was designed as a “high-level” document overviewing basics as well as advanced interpretations linking behaviors and game results to issues of organizational performance and alignment to shared goals and objectives. The goal of play is to drive real change in the workplace based on perspective, observations and commitments.

The attached document might be of interest if:

  • You already own The Search for The Lost Dutchman’s Gold Mine
  • You are interested in how a team building game can be used to link to desired future behaviors and drive alignment and collaboration
  • You are already using another team building simulation and are looking to make improvements in your debriefing or your evaluation of play or ready to choose my game for use, instead!

One of our customers, a senior manager at a large public utility company, asked for my thoughts on her debriefing of the results when she delivered the exercise to her 100 direct reports. What evolved was a highly detailed review of how the results generated in play could be interpreted and discussed. While some of this information is included in the packaging of our exercise, I thought to include it here should our existing customers want to see these details.

Linking Measured Game Results to
Organizational Development Opportunities

Design features in Dutchman allow teams to acquire additional informational resources that help them optimize their results. Basic planning will allow every team to be successful and contribute. But collaborating with the leadership team and working across tabletops will allow them to mine even more gold. Acquiring the extra information allows their team to improve outcomes even more, and to choose as to whether they will assist another team or teams in the quest to mine even more gold.

You can see an intro to the Lost Dutchman’s exercise by clicking on the image below:

video overview of Lost Dutchman's Gold Mine

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

Engaging Senior Managers in Organizational Teambuilding

Since we started focusing on the rental of our large event team building simulation, The Search for The Lost Dutchman’s Gold Mine, I have been engaged with consultant trainers asking me more questions about impacting organizational effectiveness and engaging senior managers in strategy improvement and change.Dutchman is one of the truly great team building exercises that works well with really large groups.

The large group play of Lost Dutchman's teambuilding exercise

Generating real organizational change is always an issue – how does one generate real involvement and alignment and ownership among the senior management team? And how does one really get value and focus from a large group event? We think it is active involvement and engagement along with clear discussions about past and future choices for changes and behaviors.

benefit of teambuilding exercise simulation

In actuality, delivering a large group event using the simulation represents an unparalleled opportunity to really accomplish executive team building and alignment because of a specific design feature in Dutchman: its’ direct simplicity.

Dutchman was designed to be easy to facilitate — I did not want to need a staff of people to do licensing or certification nor did I want to make the exercise too hard for players to understand. I also wanted non-training people to be able to deliver the game — we have had many line managers run the exercise over the years with great success. (See the Megan and Robin testimonials here)

The end result after 20+ years of polishing was a very straightforward team building program where there are few hidden tricks and a complete congruence of all of the facilitation staff to support the players in solving the challenges that are presented. The banking of the game and the tracking of team behaviors was made really simple. There were few “mechanical” issues and it was easy to learn how to operate so that a facilitator could pay more attention to the observed behaviors rather than needing to become some expert on game mechanics.

And the result exceeded expectations; in actuality. FEW people ever call me after purchasing the exercise and going through the instructional materials. Few people ever contact me after they deliver the game with questions and only occasionally do we get into nuanced discussions about design and tweeking the game to focus on details. It’s simplicity became a feature and benefit!

When I first started my deliveries, I would assemble some outsiders and pay them to help me deliver large games (50 people or more).  And as I was asked to deliver even larger programs, I would often get internal people together for an hour or so to teach them the mechanics — these were often the training or HR staff who were supporting the event.

What I eventually discovered is that I could deliver an actual team building session for a group of senior managers, running them through the actual exercise with a normal debriefing of results and impacts. If I could get them to commit to a full day, I could also get their agreement on alignment and shared goals for the organization, link that to the desired debriefing of the results of their large group team building event, and then put them into an active role for that delivery. Some could be “bankers” and some could help as coaches on the floor answering questions and providing direct team support.

THIS became my most effective overall design focus:

  • Get the senior managers in a collaborative and aligned mode of operation and give them an active role in the exercise = ownership
  • Have a collaborating team of senior managers supporting their people in the large group event and in the debriefing, improving actual organizational alignment and directly / actively supporting inter-team collaboration

Dr. Scott Simmerman facilitating team building gameThis design gave me the ability to put my coaching hat on with a real purpose and also enables me to run really large groups with only ME being required for delivery.

You can imagine how that positively impacts my profitability and minimizes any staffing issues and we also have plenty of management help for running the game. I can also charge the client a LOT less than my competitors because we are not charging for extra staff and travel expenses and all that. AND my delivery staff has a vested interest in making the event optimally successful.

Imagine the staffing needs to run a typical experiential exercise for 300 people versus the ability to deliver a senior manager team building session plus the large teambuilding event with only my active involvement and participation. Simplicity and effectiveness!

Plus, we generate a much higher likelihood of behavioral change and implementation after the event, since the managers have a really powerful hands on collaborative experience in working with each other to maximize the results of the event itself. The debriefing of that senior manager session focuses on discussing the kinds of behaviors these senior managers would like to see from the people at the large event. A focus on the shared mission / vision and generating alignment to goals, objectives and expectations becomes quite clear.

Having these real Senior Managers in this game delivery role is a great leadership learning lesson on how to implement change and support high performance. One cannot simply TALK about what leaders and players should be doing; they have to behave consistently and congruently to actually generate results.

And behaviors of the teams playing the game directly parallel what we see in organizations. While a few of the tabletop teams will have precisely what they need to perform at a maximum level, those same teams will often choose NOT to collaborate, to thus “win” the game at the cost of negatively impacting overall organizational results. This is one of the great debriefing points — that collaboration is a desired overall organizational outcome!

Anyway, it is really neat to see these kinds of large events happening, since they can be powerful events to engage people in change and improvement and to lead them out of the current “engagement doldrums” that we seem to find ourselves.

 

Have some FUN out there!

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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