Teams Exercises
Team Dynamics
Coaching Exercise
Author: Leigh Thompson
Source: KTAG |
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This exercise is designed to introduce participants to the process of peer coaching. The key assumption of coaching is that in order to effectively consult and help people, teams, and organizations, it is necessary to: (1) establish an effective relationship; (2) understand people’s real concerns; and (3) appreciate cultural and organizational factors that surround the person, team, and the organization. This exercise is focused on improving your ability to listen, establish trust and rapport, and be helpful to your teammates. As such, it is centered on key EI (Emotional Intelligence) skills.
Preparation: 30 minutes
Exercise: 60 minutes
Debrief: 30-45 minutes
Project
Team Effectiveness
Author: Leonard
Greenhalgh
Source: Creative Consensus, Inc.
This multi-task
exercise can accommodate groups of three to ten participants,
although five to seven is ideal. It is not
a simulation per se, but rather a group of tasks which require
different degrees of collaboration, divisions of labor, and
creativity. It explores roles in groups, temptation to rationalize
the "honor code," intergroup competition, the benefits
of diversity, dealing with scarcity, and coping with time pressure.
No preparation necessary.
Exercise: 30-45 minutes
Qualitative Feedback Exercise
Author: Leigh Thompson
Source: KTAG |
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The purpose of the exercise is threefold: (1) Participants learn to provide critical feedback to one another in a supportive, yet direct, fashion; (2) Participants learn to accept feedback from others; and (3) Team members can plan for change and development.
There are 3 distinct parts of the exercise:
(1) Preparing the feedback; (2) Giving the feedback (in vivo); (3) Writing a personal development plan
Part 1: 60-90 minutes
Part 2: 60-75 minutes
Part 3: 30-60 minutes
Role Analysis
Author: Leigh
Thompson
Source: KTAG
This exercise is
best used following a specific exercise or at the end of
a longer class or workshop, in which members
have had an opportunity to work with others. Each participant
nominates others for specific group roles (e.g., "information-gatherer", "facilitator", "nay-sayer",
etc.). The instructor tabulates the results and provides feedback
to class members in an anonymous, aggregated fashion.
Preparation: 15-20 minutes for role analysis.
Exercise: 30-90 minutes plus discussion about roles
Team Assessment
Authors: Leigh Thompson, Deborah Gruenfeld, Nancy
Rothbard & Charles Naquin
Source: KTAG
This exercise is
an assessment tool for team members who have been working
together on projects, and who expect to continue
to work together in the future. The objective of the exercise
is to provide a "safe" forum for team members to
air and discuss concerns that otherwise might not get articulated.
Further, it provides an opportunity for group members to assess
how they perceive the group to be functioning. Finally, it
is an opportunity for members to develop and discuss active
plans for future work together.
Preparation: 10 minutes
Exercise: 60-90 minutes
Team Contract
Authors: Leigh Thompson & Deborah Gruenfeld
Source: KTAG
Intact working groups develop a team contract, which specifies
the norms, behaviors, expectations and responsibilities for
which they will hold themselves and the other team members
accountable. An example of a team contract from industry is
provided.
Preparation: 10-15 minutes
Exercise: 60-120 minutes
Team Quiz
Author: Leigh Thompson
Source: KTAG |
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The teamwork quiz is neither a case nor an exercise. It is an ice-breaker, ideally suited for the beginning of a semester long course on teams.
Quiz: 5-10 minutes
Debrief: 5-10 minutes or 30-50 minutes, depending on whether it is being taught as an icebreaker or a stand alone exercise.
Three Hour Tour
Author: Kristin Behfar
Source: KTAG |
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This case demonstrates how logical (and necessary) process direction from a leader can upset the balance of a team when done incorrectly. Concepts to touch on during the debrief include: single vs. double loop communication, earning team respect, team culture or norms, team process planning/coordination, media richness, matching correct leadership style with the situation, and effective use of formal vs. informal power.
Preparation: 30 minutes
Debrief: 40-90 minutes
Universal Telecom
Author: Kristin Behfar
Source: KTAG |
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This case demonstrates how different personalities and different individual priorities can make coordinating group process difficult. In the case, the presales team of Universal Telecom is experiencing internal coordination/communication problems within their department as well as external coordination/communication problems with the larger Universal Telecom organization and the company’s customers. The value of this case is that it forces students to consider the relationship between group dynamics and the operating context of the team, as well as the impact that team decisions have on group process over time.
Preparation: 30 minutes
Debrief: 30-45 minutes
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