Team Building Information - Ideas For Conferences And Meetings
This is a new area of our web site and hopefully will provide you with some informative and helpful ideas for your next conference or team away day.
Over the last year it has become apparent that many companies are very much looking for a cost affective solution for their team building days and with such a wide variety of activities and training packages available its a bit of a mine field . Taking this into consideration Fradley Croft have always strived to ensure that their clients are provided with the best possible options to suit both guests and budgets!
The idea of this page is to provide you with some DIY team building ideas and information that you can use at your next conference or meeting and help to bolster the importance of what we do!!
Team building ideas #1 Team building theory Ice breaker idea #1 Ice breaker idea #2 The reason behind team exercises and games Top ten tips
17th October 2008 -
Ice Breaker #3 - Boardroom Bingo
If you are looking for a quick way to get people networking and communicating with everyone in a room in a short space of time then this is sure way to do it!
A few days before your meeting takes place send out an email to all attendants and ask them to reply by stating 2 or 3 bullet points about them self that maybe slightly humorous or have played a major part in their life. You can either use all the replies or select as many as you think dependant on numbers.
The whole idea of this ice breaker is to get people to network in your conference or meeting room and find the relevant person that matches the bullet point descriptions. Now comes the fun part, relating this to a game of Bingo! Create a grid as in a bingo card for all delegates to carry around that includes numbers that correspond to the bullet points. As your guests move around the room they will gradually start to complete their Bingo card and as in the real game as soon as someone completes a straight row horizontally, vertically or diagonally they have to shout Bingo!!
Try and supply some small prizes for the Boardroom Bingo winners as an incentive to get them involved, normally 1 for each winning line and obviously the big full house!
This exercise should normally take no more than 20 to 30 minutes max.
Top 10 Tips for trainers
Be flexible. The unexpected can be your greatest moments.
Be well-prepared. Back-up props, back-up activities, back-up agenda, back-up everything.
Leave your ego outside the room. Follow the flow of the group even when it goes off your course.
Tell personal stories that are true and make a point.
Ask outstanding questions (so that true learning and reflection abound).
Anticipate resistance, deviations, and mistakes. How you handle these impacts the whole day and is usually where the learning takes place.
Pause often. Whether after a sentence, after an activity, or after a de-brief, allow your participants to think and reflect. This is the time when they come up with their own solutions and lessons.
Take risks and try new things. We teach what we need to learn.
Involve the whole group. Design the learning so that the learners focus on themselves and each other. You create the learning experience ---- and then step back.
Keep the day fun, fun, fun. And always close with high impact.
Top 10 Tips for away day work shops
Geography, choose an off-site facility away from work.
Challenge by choice / Right to pass / Confidentiality.
Safety, safety, safety (physical & emotional).
Take lots of breaks.
Use lots of variety in your presentation styles...to match all the different learning styles in your group (auditory, visual, kinesthetic).
Occasionally divide into sub-groups for maximum involvement.
Get up and move around. Change the seating assignments. Go outside. Human attention spans are short.
Make time for reflection and de-brief time after activities to share the learnings.
Fun, fun, fun!
End on time.
Top 10 worst mistakes for trainers
Forgetting to check the facility ahead of time for lighting, sound, audio-visual, room temperature, props, and overall participant comfort.
Starting late OR WORSE…running overtime.
Talking too much.
Forgetting break times.
Not laughing at yourself when the unexpected happens. And they will happen.
Giving unclear directions.
Not smiling.
Not involving the participants.
Not reading the audience, and therefore, not knowing when to change strategies or pace.
The all-time worst mistake --- not being real. Passion is everything. People remember the feeling they had with the trainer long after the content.
Top 10 De-briefing tips
Ask open-ended questions: What was your experience?, What did you learn?, How will you apply this new learning?
Involve the whole group. That may mean taking the quiet ones aside for a special moment or two.
Expect resistance. That’s where much of the learning takes place.
Listen. Listen. Listen. Be invisible.
Allow emotions to surface. That’s OK. Experts say that is where most behavioral change takes place.
Follow the group’s lead, momentum, and topics --- not yours.
Lead by example: facilitate without judgment or finger-pointing.
Say aloud participants’ names, validate their thoughts, and allow discovery to be theirs, not yours.
Maintain an atmosphere of trust, safety, and confidentiality at all times.
Always end with closure.
The reason behind team exercises
A reality in the time-crunched, chaotic world known as modern business – is that somewhere along the way, “fun” seems to have become a four-letter word. Apparently, someone has decided that if employees are being spontaneous, creative, even playful, the real business at hand must not be getting accomplished.
At Fradley Croft Events, we see things a little differently. There is a growing mountain of evidence characterising people who have fun at work as:
More productive More creative Healthier More motivated More flexible and resilient Better able to meet job demands |  |
So why are team building games such a great learning tool?
Involving. The best way to learn new skills is through action -- actually doing things. Research shows that subjects who just sit and listen to a teacher retain only 20% of what they hear. But participants involved in active learning (doing a real job, a simulation, a training game, etc.) retain 90% of the information.
Low Risk. Play offers participants a safe environment in which to explore, risk, try new ideas and make mistakes. Edison discovered over 1,800 ways not to build a light bulb. One of Madame Curie's "failures" gave us radium. Columbus was looking for India when he found America. Mistakes are simply an integral part of innovation.
Team Dynamics. Team play allows a group’s dynamics to be examined and evaluated under controlled conditions. Every group develops a distinct personality of its own. How does your team function, breathe, eat, produce, communicate and plan? How does it make decisions? What are its unique weaknesses and strengths? How does the group adapt to change? Play gives us these answers.
Self-Awareness. Just as a team can be evaluated in a controlled play environment, so can the team’s individual members. New experiences and new ideas set the stage for moments of self-examination and awareness. This also gives team members the chance to view teammates in a new light. We hear it again and again: "I had no idea John was so creative!" or "Who knew Jane was that clever?" Greater awareness of ourselves, and of those around us, can dramatically improve team effectiveness.
Building Trust. Everyone within a group becomes more comfortable as members become familiar with team mates, sharpen their awareness of group dynamics, and begin to clearly understand where they fit in. Allowing people to work together in a play environment effectively builds trust within the team.
The Value of the Team. Play is an excellent tool for convincing the skeptics of teamwork's value. Many workers are so competitive, or so inexperienced at working as part of a team, that they question the benefits of teamwork. Fun team exercises afford skeptics the opportunity to see that sharing information and responsibilities can bring amazing results. Group play also affords participants an opportunity to discover the strong value of diversity.
Pleasure. The pleasure of learning through play can work wonders to revitalize a group and rebuild morale. Studies have shown that there is a direct correlation between pleasure and productivity. Pleasure also affects participants' commitment to the exercises, helping them learn more and retain knowledge longer. It makes perfect sense that pleasure would be a powerful motivator.
Specific lessons. Each team building event delivers its own lessons, skills and experiences for participants. Many involve problem solving, while others tend to be more physical. Some are designed to enhance communication skills, with others focusing on organisation. While some of these are group lessons, others are more individually targeted. Fradley Croft Events has the expertise to fine-tune a program that meshes perfectly with your group and goals.
21st August 2008 - Ice Breaker Idea #2
For small groups - Indoors
'Crash Survival' - This great little classroom exercise will get your team/s working together right from the start and will provide a serious discussion between individuals before a final agreement is made on the outcome of their findings!
The scenario is set - Your team has crashed landed some where out in Northern Canada and has limited equipment left from the plane wreckage. Within your group you must decide on which pieces of kit are of more use than others and chose 5 from the 12 items listed. Teams must rank in order of importance their selected equipment and then present their conclusions to the rest of the group.
Click here for a full description and printable version of this conference ice breaker.
11th August 2008 - Ice Breaker Idea #1
For groups of between 4 and 20 people.
This warm up ice breaker is ideal for small groups and can be used within any work related scenario. You should aim to make this exercise last between five and fifteen minutes, although it can be extended if further discussion is required.
Split your group into 4 equal teams:
Next allocate a season to each team: Spring, Summer, Autumn and Winter.
The task for each team is to identify as many seasonal factors related to and influential upon the company or their individual sector for their allocated season.
You should restrict the time for each session - 1 to 5 minutes is fine. Of course you can give longer if you want to make the exercise more challenging and strategic, rather than seeking quick headline points as would apply for a speedy icebreaker.
De-brief the discussion session
Discus how you can overcome some of the issues arrised from the seasonal changes
Teams should be made to recognise awareness and adaptability in management, planning, and self-motivation.
The more we think about what is likely to happen, the easier we can plan
4th August 2008 - Team Building Theory - Meredith Belbin
Belbin's Research
Belbin's 1981 book Management Teams presented conclusions from his work studying how members of teams interacted during business games run at Henley Management College. Amongst his key conclusions was the proposition that an effective team has members that cover nine key roles in managing the team and how it carries out its work. This may be separate from the role each team member has in carrying out the work of the team.
Plant
A creative, imaginative, unorthodox team-member who solves difficult problems. Although they sometimes situate themselves far from the other team members, they always come back to present their 'brilliant' idea.
Resource Investigator
The "Resource Investigator" is the networker for the group. Whatever the team needs, the Resource Investigator is likely to have someone in their address book who can either provide it or know someone else who can provide it. This may be physical, financial or human resources, political support, information or ideas. Being highly driven to make connections with people, the Resource Investigator may appear to be flighty and inconstant, but their ability to call on their connections is highly useful to the team.
Chairman (1981) / Co-ordinator (1988)
The "Chairman/Co-ordinator" ensures that all members of the team are able to contribute to discussions and decisions of the team. Their concern is for fairness and equity among team members. Those who want to make decisions quickly, or unilaterally, may feel frustrated by their insistence on consulting with all members, but this can often improve the quality of decisions made by the team.
Shaper
A dynamic team-member who loves a challenge and thrives on pressure. This member possesses the drive and courage required to overcome obstacles.
Monitor-Evaluator
A sober, strategic and discerning member, who tries to see all options and judge accurately. This member contributes a measured and dispassionate analysis and, through objectivity, stops the team committing itself to a misguided task.
Team Worker
The "Team Worker" is concerned to ensure that interpersonal relationships within the team are maintained. They are sensitive to atmospheres and may be the first to approach another team member who feels slighted, excluded or otherwise attacked but has not expressed their discomfort. The Team Worker's concern with people factors can frustrate those who are keen to move quickly, but their skills ensure long-term cohesion within the team.
Company Worker (1981) / Implementer (1988)
The "Implementer" is the practical thinker who can create systems and processes that will produce what the team wants. Taking a problem and working out how it can be practically addressed is their strength. Being strongly rooted in the real world, they may frustrate other team members by their perceived lack of enthusiasm for inspiring visions and radical thinking, but their ability to turn those radical ideas into workable solutions is important.
Completer Finisher
The "Completer Finisher" is the detail person within the team. They have a great eye for spotting flaws and gaps and for knowing exactly where the team is in relation to its schedule. Team members who have less preference for detail work may be frustrated by their analytical and meticulous approach, but the work of the Completer Finisher ensures the quality and timeliness of the output of the team.
Specialist (1988)
Belbin later added a ninth role, the "Specialist", who brings 'specialist' knowledge to the team.
Practical Implications
Based on Belbin's model of nine team roles, managers or organisations building working teams would be advised to ensure that each of the roles can be performed by a team member. Some roles are compatible and can be more easily fulfilled by the same person; some are less compatible and are likely to be done well by people with different behavioural clusters. This means that a team need not be as many as nine people, but perhaps should be at least three or four.
While comparisons can be drawn between Belbin's behavioural team roles and personality types, the roles represent tasks and functions in the self-management of the team's activities. Tests exist to identify ideal team roles, but this does not preclude an extravert from being a Completer Finisher, nor an introvert from being a Resource Investigator.
Criticisms of the Model
While Belbin's model has become well known and is taught as a standard part of much management training, there are possible criticisms of both the model itself and the way it is sometimes used.
The research which identified these roles was conducted on established executives studying at the Administrative Staff College at Henley (now re-named Henley Management College); they were selected for the prestigious course by their firms who had identified them as high-fliers expected to go on to senior management. The sample was therefore already highly selective. Belbin himself points out in his book that many people that might otherwise have made excellent managers might have de-selected themselves from attending the programme.
The exercises given consisted of a game designed to simulate business decision-making with an emphasis on generating profit in a fictitious company, and a version of Monopoly specially adapted to remove the chance elements and enable groups to play in teams against other teams. While Belbin draws on examples from real organisations, the development of the model is based on the behaviour of subjects in the artificial environment of the business school exercise.
Some people teach that all eight/nine roles must be present for a team to function well. Belbin himself acknowledges that some teams consisting of one Shaper and a group of "yes" men perform well, especially where predictability was high. His book identifies a number of combinations that performed well in the exercises, especially where the teams were aware of "missing" roles within their ranks.
Some people attempt to match Belbin's roles with Carl Jung's eight personality types, with the nine types of the Enneagram of Personality or another personality type classification. Belbin is at pains to point out that the team roles are not personality types. He regards them as clusters of characteristics, of which psychological preference is but one dimension.
1st August 2008 - Free team building idea #1
The Helium Stick - Indoor & Outdoor
This is a great simple but very effective exercise that should last around 20 minutes if performed correctly - You should aim to have around 10 people per team.
The basic exercise requires all team members to:
Support a long stick or tube with each person using one finger. The stick must then be lowered to the ground with no fingers losing contact with the tube.
The tendency is for the stick to rise, (keep it to yourself but the stick doesn't really contain Helium!!) this is because the collective force used to keep fingers in contact with the stick is greater than the gravitational force (weight) of the stick. For this reason use a stick for the exercise that is light enough for this effect to occur, given the number of people in the team. For example a broomstick is too heavy for a team of three people, but would be fine for a team of ten.
Rules and guidelines:
Team members must be positioned either on one or both sides of the stick -
Start with the stick at about chest height and instruct the team to rest it on top of their finger nails.
If any team member removes their finger or the stick is dropped the exercise must be started again.
Try and get individuals to use a finger from both hands (this will increase the lifting motion and have a more effective result)
The facilitator should clarify at which point the stick is deemed to be touching the ground.
Try and keep teams as big as possible as this will lengthen the amount of time in which the activity can take place and obviously will have an impact on the end result!
Keep a close eye on any cheats with their fingers not correctly positioned!!!
Change teams around to ensure individuals get to work with others.
What's the point?
Once you have completed the ice breaker carry out a short debrief to see how teams and individuals tackled the effect of the rising stick and what was done to overcome this. You will find that some teams worked a lot better than others!
Give it a go!!
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