60 Slices
Medium 9781599964805

140—Three-Letter Words

TRC Interactive HRD Press, Inc. PDF

Preparation

• No handouts are required for this exercise.

• Provide paper and pencils for each group.

• Have a whiteboard or flipchart and markers available to record group responses

(optional).

• The room should be flexible enough to accommodate simultaneous small group

discussions.

Process

• To prepare the group, read or paraphrase the following:

In order to be really creative or apply creativity to a problem situation, you really need to let yourself go. You need to temporarily abandon logical thinking and open up to new ideas and new ways of looking at things. But it’s sometimes difficult to just “jump right into” creative thinking. So, in just a moment, I’m going to ask you to break into small groups and take part in a mind-stretching exercise. It may seem somewhat frivolous; don’t worry about that. Its purpose is to energize the creative side of your brain and help you get a better understanding of the creative process.

• Using any convenient method, create small discussion groups that consist of

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Medium 9781599962039

121—The New Project

TRC Interactive HRD Press, Inc. PDF

 

 

Session

Builders

121 – The New Project

 

Purpose/Objectives: In group meetings and project teams, participants’

“hidden agendas” can negatively affect the functioning of the group, and they put an extra burden on the group leader.

This exercise demonstrates these group dynamics through a structured group role play. A group of

“employees” meet about a new project and each is assigned a specific role, ranging from agreeable to aggressive. The leader’s job is to introduce the new project to the group, gain their support, and plan for a changeover. The leader’s task is difficult because the group members have a variety of hidden agendas. The remaining session members are able to view what often happens in their own meetings. Then they can develop new techniques to handle those problems.

Type: Role Play

Time Required: 60 minutes

Group Size: 15 to unlimited

Use this Session Builder as: •

A reinforcement exercise to demonstrate the key points of a discussion on meetings, assertiveness, team building, motivation, and/or communication.

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Medium 9781599962039

114—Leadership in Action

TRC Interactive HRD Press, Inc. PDF

Preparation

• Make copies of the Instructions and Common Problems sheet for each

participant. You will also need observer forms for the problem situations selected by the participants. Please note that there are different forms for specific problems.

• Make one copy of the five Problem Description sheets (A, B, C, D, and E), cut

them apart, and hand them out after problem situations are chosen from the list.

• Provide pencils for participants.

• Have a whiteboard or flipchart and markers to process the exercise.

• Have a stapler and paper handy in case the training problem is chosen.

• The room should be flexible to accommodate a role play easily viewed by other

participants. You will need a desk or table and two chairs for the role play.

Process

• Distribute the Instructions and Common Problems sheet to participants. Ask

them to read the material and select one problem they would like to see role played.

• List the problem choices on the whiteboard or flipchart. You can do this by

going around the room and asking which problem each person has selected. For a group of more than 20 people, do a random selection and vote on the choice.

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Medium 9781599964805

135—Chocolate or Vanilla

TRC Interactive HRD Press, Inc. PDF

 

 

Session

Builders

135 – Chocolate or Vanilla

 

Purpose/Objectives: This exercise stimulates participants to consider the differences between decision making and choice making and to examine how these differences affect the job. The facilitator begins by asking a volunteer two questions: first, “Chocolate or vanilla, which do you choose?” and then, “Why did you pick that one?” In the discussion that follows, participants learn that choices are based on whim and intuition and decisions are based on data and experience. Many managers believe a course of action based on data is more likely to succeed than one based on intuition. This exercise helps participants see that there’s usually an element of intuition in most decisions (as well as some hard data in most choices).

Type: Discussion stimulator

Time Required: 30 minutes

Group Size: 35 maximum

Use this Session Builder as: • An introductory exercise to a session on decision making/problem solving for managers at any level.

• A reinforcement exercise for material in the same

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Medium 9781599962039

105—The Marty Incident

TRC Interactive HRD Press, Inc. PDF

 

 

Session

Builders

105 – The Marty Incident

 

Purpose/Objectives: This exercise illustrates how a manager or supervisor can affect a group’s motivation and effectiveness to work as a team when the manager or supervisor does not accurately define a problem. The “Marty” incident addresses what happens when a group participates in a decision over which it has no control. Marty, the manager, calls a meeting of his staff and opens the meeting by asking for input about mandatory weekly reports. When the group responds negatively, he has nowhere to go. He is backed into a corner and ends the meeting demanding that the reports be completed by noon each Friday. The group is left frustrated about why they were asked for their input. Participants are able to see, firsthand, what happens when this situation occurs.

Type: Case study and/or role play

Time Required: 60 minutes

Group Size: Unlimited, but works best with 25 or fewer

Use this Session Builder as: •

A reinforcement exercise to build on key points of problem solving, motivation, and team effectiveness.

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