50 Chapters
Medium 9780874251739

Activity 49: Zin 1—The Obelisk

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Activity 49 

Zin 1—The Obelisk 

Purposes

• To examine the process of information sharing in teams

• to explore leadership, cooperation, and conflict issues in work groups

This activity develops problem-solving skills and team-building capabilities.

Method

This is a group activity; it requires four to eight people. Any number of groups may be directed simultaneously.

1. One member of the group is appointed coordinator prior to the session.

He or she should prepare the information cards, as directed.

2. The coordinator distributes a copy of the Group Instruction Sheet to each member of the group, and then distributes information cards (from the prepared set randomly among the group members).

3. The team completes the task.

4. The Answer and Rationale Sheet is handed out, and the coordinator leads a review of the experience using the Review Sheet.

5. Approximately 15 minutes are required to complete the activity, with an additional 25 minutes needed for review.

6. Process observers may be used (see Activity 31).

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Activity 31: Process Review

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Activity 31 

Process Review 

Purposes

• To help develop observation skills

• To increase group effectiveness

• To assist in developing skills in giving feedback to individuals and groups

This activity helps to improve problem-solving, training, and team-building skills.

Method

This activity can be used to evaluate meetings you attend or serve as an activity in which you engage with a group of people. It also can be used in conjunction with many of the other activities in this book.

1. One member of the group is designated as process observer. When the activity is to be used frequently, the role of observer should be moved around the group (or an outsider can be asked to perform this function).

2. The observer is going to watch what happens in this session. At the end of the session, the observer will report, as factually as possible, on what he or she has seen. The goal of this is not to criticize individuals, but to tell us something about ourselves and about how we behave as a group. This gives us more control over how we operate in the future. It also will tell the observer something about his or her observation skills. During the sessions, the observer will be looking particularly at the following areas:

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Activity 16: Exploring the Values of Others

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Activity 16 

Exploring the Values of Others 

Purposes

• To develop skills in presenting personal beliefs and views

• To improve listening skills

• To enable managers and supervisors to clarify their individual positions and opinions

Today, as never before, managers need to respond to changing values, demands, and environments. Our ability to understand and accept things increases as we experience them and grapple with them. This activity helps participants to clarify their personal values, to improve their influence, to increase their creativity, and to enhance their personal development.

Method

1. Any number of groups of four members each may take part in the activity.

A room is required that is large enough for all participants to move around in and in which the groups can meet simultaneously.

2. One person is appointed as coordinator. This person writes a statement that is pertinent to the group but controversial, and that the participants can be expected to support or reject in varying degrees. (The coordinator may choose a statement from the list of controversial statements that accompanies this activity, or may compose an original statement.)

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Activity 25: Influencing Abilities Audit

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Activity 25 

Influencing Abilities Audit 

Purposes

• To provide a convenient tool for assessing personal strengths and weaknesses in influencing others

• To assist in the development of personal programs to increase influencing skills

This activity aids in personal development and increases creativity, influence, and training skills.

Method

Many managers feel that they have insufficient influence and that their opinions are not as valued as they should be in the organization. This activity helps examine a personal approach to influencing others and to make plans for improvement.

The activity should be conducted with one or two people who know you well and are willing and able to give you honest feedback.

1. Each person completes the Influencing Abilities Audit, reflecting on his or her own personal style. (This takes about 10 minutes.)

2. Each person discusses the results of his or her audit with the others.

Feedback is given, and the session ends with each person preparing a brief action plan. (Allow at least 20 minutes for each person.)

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Activity 32: Relaxez-Vous

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Activity 32 

Relaxez‐Vous 

Purposes

• To provide a technique for relaxation and stress reduction

• To increase the capacity for paying attention to people and situations

This activity helps to improve self-management competence, clarify personal goals, and enhance personal development.

Method

This activity was originally developed for individuals, but can be readily adapted for group use.

For many years, it has been recognized that the negative effects of pressure and stress can be reduced by relaxation techniques. In essence, most of these are a simple form of meditation. Experience shows that regular practice helps individuals to become more accustomed to the techniques and go into a state of relaxation more quickly.

If you find the activity at all stressful, simply stop and obtain advice from a more experienced practitioner. You may find that increased relaxation also improves your listening skills and your use of time.

1. Select your environment. Choose a quiet, calm environment with as few distractions as possible. It is best to be alone or be with someone else who is practicing the activity, for at least 15 minutes.

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