Hello, all. We all know the importance of team building and also agree that it is something that is not easy to achieve. I need help from all of you if you have some games, stories, etc., which will help me in achieving my goal as an HR professional to build a good team in my organization. Please reply and don't just increase the thread unnecessarily by typing thanks. In advance, on behalf of everyone, I just want to say thanks to all.
From India, Mumbai
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1From India, Mumbai
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Dear Sarita,
I am not against teamwork; however, I am a little skeptical about the means used to achieve teamwork. Secondly, I have yet to come across evidence showing that games or simulations increase teamwork and further contribute to business growth. I have not encountered a single training manager or training agency from India that has provided evidence of ROI on teamwork training.
Posts on teamwork are not new to this forum, as they continue to appear recurrently. Before considering the use of games, I request that you review the following threads, which discuss similar topics:
- https://www.citehr.com/203034-advant...programme.html
- https://www.citehr.com/482045-team-e...-building.html
- https://www.citehr.com/313635-whethe...lly-works.html
In the last thread, you will find hyperlinks to two more threads. Please review these discussions before deciding whether to pursue the use of games for building teamwork.
Thanks,
Dinesh V Divekar
From India, Bangalore
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I am not against teamwork; however, I am a little skeptical about the means used to achieve teamwork. Secondly, I have yet to come across evidence showing that games or simulations increase teamwork and further contribute to business growth. I have not encountered a single training manager or training agency from India that has provided evidence of ROI on teamwork training.
Posts on teamwork are not new to this forum, as they continue to appear recurrently. Before considering the use of games, I request that you review the following threads, which discuss similar topics:
- https://www.citehr.com/203034-advant...programme.html
- https://www.citehr.com/482045-team-e...-building.html
- https://www.citehr.com/313635-whethe...lly-works.html
In the last thread, you will find hyperlinks to two more threads. Please review these discussions before deciding whether to pursue the use of games for building teamwork.
Thanks,
Dinesh V Divekar
From India, Bangalore
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Hello Sir,
I have gone through the threads provided by you and noticed that everyone has their own point of view. You have mentioned about organizational culture and structure, which instills team spirit, but you have not elaborated on these. It would be a great help if you could provide details about the kind of culture you are referring to.
Secondly, in our organization, we encourage people to come forward and speak up if they believe that management or their seniors are wrong. We always engage with employees before setting any targets and encourage them to not only contribute to achieving them but also to participate in setting deadlines. However, I still feel that employees are not completely open with each other.
For me, the goal of these initiatives is to boost confidence among employees so that they can voice their opinions, whether it is to their peers or seniors. Additionally, if they develop strong bonds with each other, it will be easier for them to acknowledge their own mistakes and feel comfortable offering suggestions to others.
Regards,
Sarita
From India, Mumbai
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I have gone through the threads provided by you and noticed that everyone has their own point of view. You have mentioned about organizational culture and structure, which instills team spirit, but you have not elaborated on these. It would be a great help if you could provide details about the kind of culture you are referring to.
Secondly, in our organization, we encourage people to come forward and speak up if they believe that management or their seniors are wrong. We always engage with employees before setting any targets and encourage them to not only contribute to achieving them but also to participate in setting deadlines. However, I still feel that employees are not completely open with each other.
For me, the goal of these initiatives is to boost confidence among employees so that they can voice their opinions, whether it is to their peers or seniors. Additionally, if they develop strong bonds with each other, it will be easier for them to acknowledge their own mistakes and feel comfortable offering suggestions to others.
Regards,
Sarita
From India, Mumbai
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Dear Sarita,
I have come across your point as mentioned above and found that team building is essential to foster a united spirit within the organization to achieve its goals. In our country, this approach is mainly observed at the shop floor level and is limited to theoretical understanding.
However, in my opinion, if teamwork and team building are implemented at the grassroots level, it will yield multiple positive outcomes.
Thanks with regards,
R. N. Pandey
From India, Vadodara
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I have come across your point as mentioned above and found that team building is essential to foster a united spirit within the organization to achieve its goals. In our country, this approach is mainly observed at the shop floor level and is limited to theoretical understanding.
However, in my opinion, if teamwork and team building are implemented at the grassroots level, it will yield multiple positive outcomes.
Thanks with regards,
R. N. Pandey
From India, Vadodara
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Dear Sarita,
Thanks for patiently reading the past threads and then coming up with requirements. What I have written in the past threads is that mere team-building games have never changed the organization's culture. I am yet to come across evidence of this kind. No trainer, no training company, no training manager, no HR manager, etc., has come up with a case study on ROI on the training on team building.
You have written that "Secondly in our organization we want people to come & say if management or their seniors are wrong, we always sit with employees before setting any targets & want them to contribute not only in achieving them but also to decide the deadline. But still, I feel that employees are not that much open up even with each other."
Comments: If you want employees to come forward and say if the management is wrong, then it is the top management that should be trained on openness. This training should not be on games, but you need to train them on "5 Dysfunctions of Team."
"5 Dysfunctions of a Team" is a famous book written by Patrick Lencioni. Eradication of these functions is not that easy. The trouble with team-building games is that these games cure just the symptoms but not the disease. Team dysfunctions are equivalent to the disease of the organization. These dysfunctions are:
a) Absence of Trust
b) Fear of Conflict
c) Lack of Commitment
d) Avoidance of Accountability
e) Inattention to Results
If you want to bring real change, then each member of the top management must read the above 2-3 times. Thereafter, they should brainstorm on how to eradicate the dysfunctions. However, it is much easier to say than do. Gone are the days when management professionals were reading books on management subjects.
The alternative route to remove the dysfunctions is to train the top management personnel on "5 Dysfunctions of Team." I conduct this training. In this training, before conducting the training, I conduct a survey of each department by sending a questionnaire. After compiling the department-wise results, we come to know which department is facing what dysfunction. Now it becomes the responsibility of the HOD to remove the dysfunction. Since the survey is taken of the department, it is a democratic process, and there is less room for bias.
The survey output comes in handy to show each HOD what they think of their team and what the team thinks about them. This gap in perception is a major force that pulls the organization's culture backward.
Whether the learning is implemented or not can be measured by taking a survey after six months. After six months, if the dysfunctions exist, then it can be deduced that the HOD has not done anything to remove those dysfunctions. To avoid such an imbroglio, it is important to tell HODs that a repeat survey will be conducted after six months. At the end of the training, we can obtain an action plan to remove the dysfunctions.
The last paragraph of your post reads "For me, the motto of these games is to increase confidence among employees to say what is right is wrong to their peers even to seniors, secondly if they bond with each other than it will be easy to accept their own mistakes & feel free to give suggestions to others.
Comments: It appears that openness is a major challenge in your company. There appear to be mental walls or valleys. Top management should take the initiative to break these walls. Possibly by encouraging a culture of feedback, the walls could be removed, but that does not mean that the team dysfunctions will also go away. You need to make systematic efforts to remove them.
Thanks,
Dinesh V Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Thanks for patiently reading the past threads and then coming up with requirements. What I have written in the past threads is that mere team-building games have never changed the organization's culture. I am yet to come across evidence of this kind. No trainer, no training company, no training manager, no HR manager, etc., has come up with a case study on ROI on the training on team building.
You have written that "Secondly in our organization we want people to come & say if management or their seniors are wrong, we always sit with employees before setting any targets & want them to contribute not only in achieving them but also to decide the deadline. But still, I feel that employees are not that much open up even with each other."
Comments: If you want employees to come forward and say if the management is wrong, then it is the top management that should be trained on openness. This training should not be on games, but you need to train them on "5 Dysfunctions of Team."
"5 Dysfunctions of a Team" is a famous book written by Patrick Lencioni. Eradication of these functions is not that easy. The trouble with team-building games is that these games cure just the symptoms but not the disease. Team dysfunctions are equivalent to the disease of the organization. These dysfunctions are:
a) Absence of Trust
b) Fear of Conflict
c) Lack of Commitment
d) Avoidance of Accountability
e) Inattention to Results
If you want to bring real change, then each member of the top management must read the above 2-3 times. Thereafter, they should brainstorm on how to eradicate the dysfunctions. However, it is much easier to say than do. Gone are the days when management professionals were reading books on management subjects.
The alternative route to remove the dysfunctions is to train the top management personnel on "5 Dysfunctions of Team." I conduct this training. In this training, before conducting the training, I conduct a survey of each department by sending a questionnaire. After compiling the department-wise results, we come to know which department is facing what dysfunction. Now it becomes the responsibility of the HOD to remove the dysfunction. Since the survey is taken of the department, it is a democratic process, and there is less room for bias.
The survey output comes in handy to show each HOD what they think of their team and what the team thinks about them. This gap in perception is a major force that pulls the organization's culture backward.
Whether the learning is implemented or not can be measured by taking a survey after six months. After six months, if the dysfunctions exist, then it can be deduced that the HOD has not done anything to remove those dysfunctions. To avoid such an imbroglio, it is important to tell HODs that a repeat survey will be conducted after six months. At the end of the training, we can obtain an action plan to remove the dysfunctions.
The last paragraph of your post reads "For me, the motto of these games is to increase confidence among employees to say what is right is wrong to their peers even to seniors, secondly if they bond with each other than it will be easy to accept their own mistakes & feel free to give suggestions to others.
Comments: It appears that openness is a major challenge in your company. There appear to be mental walls or valleys. Top management should take the initiative to break these walls. Possibly by encouraging a culture of feedback, the walls could be removed, but that does not mean that the team dysfunctions will also go away. You need to make systematic efforts to remove them.
Thanks,
Dinesh V Divekar
From India, Bangalore
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Hello Dinesh Sir,
I read this book last month. In fact, my director gave it to me, and we both sat together trying to solve these dysfunctions. As you know, it seems easy when we read, but in actuality, it's difficult, especially knowing how to start. That's why I thought of asking all you seniors about this, as I am the only HR person in my company with no senior to guide me.
Sir, you were talking about a survey. Could you please give me some hints on it and what kind of information you collect from the questionnaire?
Regards,
Sarita
From India, Mumbai
Acknowledge(0)Amend(0)
I read this book last month. In fact, my director gave it to me, and we both sat together trying to solve these dysfunctions. As you know, it seems easy when we read, but in actuality, it's difficult, especially knowing how to start. That's why I thought of asking all you seniors about this, as I am the only HR person in my company with no senior to guide me.
Sir, you were talking about a survey. Could you please give me some hints on it and what kind of information you collect from the questionnaire?
Regards,
Sarita
From India, Mumbai
Acknowledge(0)Amend(0)
Dear Sarita,
Good to note that you have read Patrick Lencioni's book on the 5 Dysfunctions of a Team. It is evident that you also understand how challenging it is to remove these dysfunctions.
Against this backdrop, let me propose my consulting-cum-training services. As part of the consulting, I will conduct training for the respective levels of management and provide guidance on eradicating the dysfunctions. Among the five dysfunctions, the last one is "Inattention to Results." To address this dysfunction, you need to establish a comprehensive Performance Management System (PMS) in your company. You may already have a PMS in place, but it might not be utilizing a "Performance Meter" for evaluating employees' performance.
To learn more about my services, please visit the following link: #post2152684.
Thank you, and I look forward to hearing from you soon.
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Good to note that you have read Patrick Lencioni's book on the 5 Dysfunctions of a Team. It is evident that you also understand how challenging it is to remove these dysfunctions.
Against this backdrop, let me propose my consulting-cum-training services. As part of the consulting, I will conduct training for the respective levels of management and provide guidance on eradicating the dysfunctions. Among the five dysfunctions, the last one is "Inattention to Results." To address this dysfunction, you need to establish a comprehensive Performance Management System (PMS) in your company. You may already have a PMS in place, but it might not be utilizing a "Performance Meter" for evaluating employees' performance.
To learn more about my services, please visit the following link: #post2152684.
Thank you, and I look forward to hearing from you soon.
Dinesh Divekar
From India, Bangalore
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Team Building - Games.ppt
TRAINING & TEAM BUILDING GAMES.doc