Medium 9780874251746

50 Activities for Team Building Volume 1

Views: 429
Ratings: (0)

Part of our best-selling 50 Activities series! Comes complete with learning objectives, facilitator guidance, and reproducible materials. Create high performance teams with these collections of fully reproducible activities. All activities employ the principle of ñlearning by doingî to ensure that the skills the participants learn can be applied to real work situations. Volume 1 contains creative training activities that focus on the building blocks for teams, such as communication, leadership, conflict resolution, and decision making. Volume 2 offers 50 additional activities for team development and provides practice on cooperation, balancing roles, and defining team objectives and goals. These activities are ideal for team leaders who are looking for creative activities to energize their teams, but do not have the time to develop them. All of the activities are ready-to-use and are fully reproducible; with little effort you can implement them into an existing training program. Each volume comes with detailed trainer's notes, clearly stated objectives, and a quick reference index to the activities.

List price: $149.99

Your Price: $119.99

You Save: 20%

Remix
Remove
 

50 Slices

Format Buy Remix

1 Tricky Tales: A Cross-TeamBuilding Approach

PDF

Tricky Tales: A Cross-Team

Building Approach

1

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

1.

To learn the difference between competitive and collaborative team behavior.

2.

To learn the techniques of cross-team teamwork.

A minimum of 16 people.

2 hours

A large room with four round or rectangular tables and chairs spread out around the room so that the teams can have some privacy.

1.

Four envelopes containing 3 x 5 cards prepared according to the

Directions for Preparing the Tricky Tales.

2.

A copy of Teamwork Guidelines for each person.

3.

A copy of Observer Guidelines for each observer.

1.

Form four teams of at least four people each. Designate the teams 1, 2, 3, and 4. Ask one person from each team to volunteer to be an observer. Brief the observer using the Observer

Guidelines.

2.

Review the Teamwork Guidelines with the total group. Distribute the envelopes to the four teams.

3.

The facilitator makes it clear that the activity is not over until all four teams have all the clues to their tale and the correct answer to their tale.

 

2 YeaTeam!

PDF

Yea

Team!

2

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

1.

To open a team training workshop with an energizing activity.

2.

To help participants who are unfamiliar with each other to get acquainted.

A minimum of 20 people is required. There is no maximum number.

The activity can be done with a smaller group if the number of boxes on the grid is reduced.

45 minutes

A large room or section of a room that allows the participants to move around easily.

1.

A copy of the Team Grid for each person.

2.

Pencils or pens for each person.

1.

Explain the purpose of the activity. Distribute a copy of the Team

Grid.

2.

Explain the guidelines. The leader calls out items about people in the group and the participants write the items in boxes on the

Grid. A few boxes may be designated as Wild Cards. Each box should have an item in it. See Activity 21, Darts: A Get Acquainted

Activity, for a list of possible items.

3.

Participants walk around the room and find people who are or can do the items in the boxes. When they find someone who fits the description, they ask the person to sign or initial that box.

 

3 Bringing Up the Boss

PDF

3

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Bringing Up the Boss

1.

To allow an intact work team to quickly become familiar with a new team leader.

2.

To allow a new team leader to lay a foundation for team effectiveness.

3.

To demonstrate the importance of open communication.

An intact team of up to 15 members.

90 minutes

A large room large enough for the group to work comfortably with chairs in a circle or with a table and chairs arranged in a seminar style.

Easel, flipchart pad, markers, and tape or push pins.

1.

The new team leader begins by telling the work team that he or she would like to get to know the members quickly and open communication lines. The team leader explains the agenda, introduces the facilitator, and leaves the meeting.

2.

The facilitator gives a brief talk about the assimilation curve of new team leaders and the need for open communication.

3.

Each participant is asked to pose a question he or she would like answered by the new leader. For example:

What are your measures of success?

 

4 Robin Hood—AnEmpowerment Activity

PDF

4

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Robin Hood—An

Empowerment Activity

1.

To help team members identify those things they can do to help them be more effective.

2.

To make the group aware of the concept of work team selfdirection.

3.

To assist the leader in empowering their team.

A maximum of 8 members of an intact team.

2 hours

A room large enough for the team to be comfortable and wall space for posting flipchart pages. Chairs can be arranged in a circle or a table and chairs can be arranged in seminar style.

Easel, flipcharts, markers, and tape or push pins.

1.

The team leader begins by telling the group of his or her commitment to empowering the team and introduces the facilitator. The team leader then leaves the group.

2.

The facilitator gives a brief lecturette on the notion of empowering work teams so that they can be more effective in their tasks.

3.

The facilitator then asks the team members to generate a list of ways they can be involved in the decision making process of the team.

 

5 The Ball Game

PDF

5

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

The Ball

Game

1.

To reinforce the concept of continuous improvement.

2.

To reinforce problem-solving techniques.

3.

To close a team building or training session on a positive note.

Works best with a team or training group of 5 to 15 people.

30 minutes

A room or section of a large room with no tables and chairs. This activity can also be done outside.

A small, soft ball that is easy to throw and catch.

1.

Explain that the team is going to learn together by playing a ball game.

2.

The team stands and forms a circle with nothing in the center. The leader throws the ball to one person and instructs the person to give the ball to another person and call his or her name. The game continues until each person has been given the ball. All members of the team are told to remember the name of the person to whom they gave the ball. After the team finishes, the leader asks, “Can you do it better and faster?” The team usually moves the circle in closer and runs through it again. When they finish, the leader asks, “Can you do it better and faster?” The team usually moves in closer and runs through it again. The process continues until the team is satisfied that they have done their best. By this time, they are usually standing next to each other in a tight circle.

 

6 Really…But I Thought!

PDF

6

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Really…

But I Thought!

1.

To clarify expectations and conceptions of team members.

2.

To renegotiate roles within/among a work team.

3.

To create awareness of the need for personal contracting.

A minimum of 12 members of an intact team.

2 hours

A large room with wall space for posting flipchart pages; chairs in a circle or around a conference table.

1.

Easel, flipchart, markers and tape or push pins.

2.

Personal pads for all team members.

1.

The team leader or facilitator gives a brief presentation on the four characteristics of role as defined by Gordon Allport:

Role Expectations

Role Conception

Role Acceptance

Role Behavior

What others expect of us

What you see your role to be

How we accept our role

How we actually behave

2.

The facilitator asks each member to work privately and evaluate the other members (including themselves) on the four elements

(30 minutes).

3.

The facilitator then asks the members to pair off randomly and share their work with each team member. This activity should continue until each team member has had a one-on-one meeting with every other team member.

 

7 Dealing with Problem People on Teams

PDF

7

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

VARIATIONS:

Dealing with Problem

People on Teams

1.

To identify the types of behavior that interferes with effective team meetings.

2.

To develop specific techniques for dealing with problem people on your team.

Since this activity is designed for a team training workshop, the size of the group is limited only by the space available and the ability of the leader to handle large groups; works best with a group of up to 20.

1 to 1½ hours

Table and chairs arranged in seminar style or in a U-shape.

A copy of Handling Problems in Team Meetings for each person.

1.

Explain the purpose of the activity and distribute the handout. Ask each person to complete the exercise alone.

2.

Ask for volunteers to indicate how they would handle each type of behavior. Probe for specific words or actions. Paraphrase their responses to let them hear how it sounds.

3.

Conclude the session by presenting a list of interventions for dealing with dysfunctional behavior in groups (e.g., listen, set/enforce norms, negotiate, confront).

 

8 Resolving Intergroup Conflict

PDF

8

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Resolving

Intergroup Conflict

1.

To help two teams identify the sources of their conflict.

2.

To help two teams develop a plan for resolving their conflict.

A team building session for two teams. Works best with teams of no more than 10 people each.

1 day

One large meeting room and one small break-out room.

Easel, flipcharts, markers, and tape or push pins.

1.

Explain the purpose of the activity. Set some positive norms for the session (e.g., listening, focusing on the issue).

2.

Ask one group to move to the break-out room while the other one stays in the meeting room. Each team is to prepare a list of answers to these two questions:

What does the other team do that inhibits our ability to get our job done or, in general, just “bugs” us?

What do we do that inhibits the other team’s ability to get its job done or in general “bugs” them?

3.

The teams reassemble in the large room and post their flipcharts on the wall. Team members walk around and read the lists.

 

9 A Breath of Fresh Air

PDF

9

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

A Breath of

Fresh Air

1.

To air issues and problems between two work teams.

2.

To improve inter-team relations.

Two teams of 10 or more.

3 hours

A large room for the general session and one break-out room.

Easel, flipcharts, markers, and tape or push pins.

1.

The facilitator gives a briefing on the process of the meeting and a talk on the need for quality inter-team relationships (10–15 minutes).

2.

The facilitator tells the teams to meet separately and record answers to the following questions:

How would the other team characterize our team?

How would we characterize them?

3.

The teams complete the task.

4.

The teams reassemble and present their lists. The facilitator gives a short briefing on reacting to the lists and tells the group that the only reaction that’s okay is questioning for clarification (10 minutes).

5.

The teams begin by having a reporter read the answers to each question (20 minutes).

6.

The process is repeated for the second group (20 minutes).

 

10 Self-Renewal: An Activity for a Mature Team

PDF

10

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

VARIATIONS:

Self-Renewal: An Activity for a Mature Team

1.

To help a mature team engage in self-examination.

2.

To provide a mature team with a process for renewal.

A team building activity that works best with an intact team of 4 to 8 people.

3 hours

A small room with chairs arranged in a circle or around a small conference table.

Easel, flipcharts, markers, and tape or push pins.

1.

Prior to the session each person should prepare answers to two questions about the team:

Things we should preserve.

Things we should change.

2.

The responses should be posted on flipcharts.

3.

At the beginning of the session, team members walk around the room and read the charts.

4.

The team identifies the key things they should preserve and discusses ways to enhance these strengths in the future. They develop action items as appropriate.

5.

The team identifies the most important things they need to change and discusses ways to implement these changes. They develop action items as appropriate.

 

11 The Car Case

PDF

11

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

The Car

Case

1.

To teach quality and other problem-solving teams how to recognize a real problem.

2.

To teach quality and other problem-solving teams how to write a clear problem statement.

Works with an intact team of up to 12 people or as a session in a team training workshop. In a training workshop, the class can be divided into small groups with each one doing this activity.

45 to 60 minutes

Round or rectangular table and chairs.

1.

A copy of The Car Case for each person.

2.

Easel, flipchart, markers, tape or push pins or overhead projector, screen, and transparency pens.

1.

Explain the purpose of the session. Ask teams to brainstorm answers to the question, “What is a problem?” Post answers on the flipchart or overhead transparency.

2.

Distribute The Car Case. Ask the team to read the case, decide what they think is the problem, and write a problem statement.

3.

The facilitator leads a discussion on the team answers and writes the problem statement developed by the team on the flipchart or overhead transparency. The statement is edited by the team.

 

12 Why Are We Here?

PDF

12

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Why Are

We Here?

1.

To create an agenda for a team meeting.

2.

To identify a set of commonly perceived issues facing a work team.

3.

To develop team effectiveness skills.

This exercise works best with an intact team of 12 or less.

60 minutes

A room large enough for the team to work comfortably and that has wall space for posting flipchart paper.

Easel, flipchart, markers, or push pins.

1.

The facilitator discusses the goals of the activity and gives an overview of the process.

2.

Team members are asked to form triads and discuss and list the issues they believe should be dealt with in the full team meeting.

3.

Each triad posts their answers on a flipchart, then reassembles and presents their lists.

4.

Lists are posted on a wall. Duplicate issues are eliminated. Similar items are combined.

5.

Each triad then selects the three most important issues.

6.

The facilitator prepares a new list of all the important issues.

7.

The facilitator asks the participants to rank order the new list according to the urgency of the issue. The most urgent issue should be ranked “1” and so on.

 

13 Skills for Sale

PDF

13

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Skills for Sale

1.

To critically review the skills, capabilities, and potential of a team.

2.

To develop a strategy for marketing the services of a team.

3.

To explore a team’s strengths and weaknesses.

This is a team building activity designed for use with an intact work team of up to 12 people.

3 hours

Chairs arranged in a circle or tables and chairs arranged in conference style.

1.

Easel, flipcharts, markers, tape or push pins.

2.

Paper and pens for each team member.

1.

The team leader tells the group that they are to imagine that they are an internal consulting group (consulting in the general area of their unit’s expertise) in a large industrial organization. Further, they are told that because the economy isn’t doing well, changes in the business will have to be made. In fact, the team leader’s boss has made it clear that the group will have to become a profit center by marketing its services to the outside world and earn more than half its budget. The alternative is to shut down the department and lay off the staff. The team is given six months to launch the new unit.

 

14 TMS—A Process for Role Clarification

PDF

14

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

TMS—A Process for

Role Clarification

1.

To clarify the roles played in a team.

2.

To clarify expectations held of other members and themselves.

3.

To understand the process of role adjustment.

No more than 12 members of an intact team.

2 hours

A private room with wall space for posting flipcharts.

1.

Easel, flipcharts, markers, tape or push pins.

2.

Copies of the TMS Questionnaire.

3.

Paper and pens for each team member.

1.

The facilitator presents a lecture on the three elements of the TMS

Model: Task-Oriented Roles, Maintenance-Oriented Roles, and

Self-Oriented Roles.

2.

The facilitator asks the members to complete the TMS questionnaire on themselves only.

3.

The facilitator asks the group for a volunteer.

4.

The facilitator asks the members to complete a TMS questionnaire on the volunteer.

5.

The volunteer then tells team members what he or she thinks the other members of the team have said about him or her.

6.

The volunteer then questions the other team members and records their actual response.

 

15 Characteristics of an Effective Work Team: An Assessment Activity

PDF

15

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

VARIATIONS:

Characteristics of an

Effective Work Team:

An Assessment Activity

1.

To assess the effectiveness of a team.

2.

To plan for the improvement of a team.

Works best with an intact team with less than 20 people.

2 hours

Chairs arranged in a circle or tables arranged in a U-shape.

A copy of Characteristics of an Effective Work Team for each person.

1.

Prior to the meeting, the survey should be completed by each person. The facilitator should summarize the results and prepare a report for the team.

2.

At the meeting, present the summary, and ask the team to identify key strengths and improvement opportunities. Strengths are high in description and importance. Improvement opportunities are low in description and high in importance.

3.

Isolate up to three key areas the team would like to address. If the team is small, the whole team can develop action plans for each area. With a large team, sub-teams can be formed, with each subteam asked to work on one of the areas.

 

16 Drawings

PDF

16

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Drawings

1.

To assess the current state of collaboration among teams in an organization.

2.

To improve collaboration among teams in an organization.

Five to 40 people in a team building session.

2 hours

A large room with a round or rectangular table, and chairs for each team.

A set of the following materials for each team:

1.

Book of drawing paper

2.

Colored pens

3.

Transparent tape

4.

Blank paper

1.

Explain that the purpose of the activity is to create a book of cartoons that reflects the current state of collaboration among teams in the organization. Teams may only use the materials provided. One book is to be prepared which is the combined efforts of all teams. Each team may only send one person at any time to another team to communicate about the project. There is a time limit of one hour.

2.

At the conclusion of the activity, the cartoons should be shared and discussed as a basis for identifying cross-team collaboration problems. The discussion should also bring out what was learned from working together on this project.

 

17 Communicating About Conflict

PDF

17

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

VARIATIONS:

Communicating

About Conflict

1.

To share approaches to dealing with conflict in a team setting.

2.

To learn alternative approaches to dealing with conflict.

Four to 12 people is preferred. This exercise is most appropriate for team building, but it may be adapted for use in team training workshops. In a workshop, a larger group may be divided into several small teams for the purpose of this activity.

1 to 2 hours

For team building, arrange chairs in a circle; for training, arrange several groups of chairs in a circle or use round tables and chairs.

Copies of Communicating About Conflict.

1.

Explain the purpose of the exercise. Distribute the handout,

Communicating About Conflict.

2.

Ask for a volunteer to begin with the first question. Follow the directions on the handout.

3.

The facilitator should probe for clarification, elaboration, and for appropriate interventions.

4.

Summarize key learning about conflict and what changes in the team are necessary in order to facilitate effective conflict resolution.

 

18 Freeze Frame: Dealing with Problem Behaviors in Teams

PDF

18

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Freeze Frame: Dealing with

Problem Behaviors in Teams

1.

To identify and describe behaviors that interfere with team effectiveness.

2.

To develop a set of interventions that minimize or eliminate the behaviors.

Fifteen to 40 people in a team training workshop.

2½ hours

A room large enough for groups of five to eight people to work without overhearing each other; movable chairs; no tables.

Easel, flipchart, markers, and push pins.

1.

Facilitator outlines the goals of the session and explains that the participants’ actual experiences with problem behaviors will be used as data for learning rather than hypothetical cases.

2.

Facilitator asks the participants to briefly describe behaviors they have observed in groups that were counter-productive and/or difficult for them to handle (e.g., monopolizing, excessive wisecracking, attacking the leader or the agenda). Brief one-line summaries of these behaviors are posted on the flipchart. No more than eight or ten behaviors should be listed.

 

Load more


Details

Print Book
E-Books
Slices

Format name
PDF
Encrypted
No
Sku
B000000046200
Isbn
9781599965192
File size
703 KB
Printing
Allowed
Copying
Allowed
Read aloud
Allowed
Format name
PDF
Encrypted
No
Printing
Allowed
Copying
Allowed
Read aloud
Allowed
Sku
In metadata
Isbn
In metadata
File size
In metadata