Problem Solving And Decision Making Team Building Exercises Pdf
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- Top 15 Problem Solving Activities for Your Team to Master
- Top Team-Building Games: Experts Share Their Favorites
- 100 Team-Building Activities That Actually Work
Top 15 Problem Solving Activities for Your Team to Master
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Your participa- tion, enthusiasm, and feedback have provided me with valuable insight. Thanks for playing. Thank you to the incredible trainers out there for sharing the best prac- tices in this field. I have learned so much from you. Thanks for your gener- osity in practice and spirit.
Thank you to my home team—my family, whom I would choose to have on my team any day, and my friends, who demonstrate that listen- ing is a key component of communication. Thanks for your support and encouragement. Coupled with our human resources departments HRD and human resources management HRM groups across the globe from Africa to New Zealand, these audiences have helped us field-test the activities and exercises in this book.
John Newstrom, the original coauthor for all of the previous Games books. Thank you to Cathie LaBarbera and Mike Scannell for their help and dedication throughout this process. Finally, a note of thanks goes to Emily Carleton, our editor at McGraw-Hill, who first approached us a few months back and asked us to consider another Games book.
This book developed through her request and continued guidance. Keeping together is progress. Working together is success. Team-building exercises create connections and har- mony in the workplace and help ensure that we can work both more pro- ductively and more effectively. There are two different types of team building: 1 a traditional class- room approach, which is appropriate for strategic planning sessions, and 2 a more experiential approach, which may involve the participants in some type of outdoor activity.
With either approach, the goal is to get the team members to stretch their comfort zones in a supportive, encouraging environment, which is a great way to allow the team to learn and grow. A major reason a company may choose to organize team-building activ- ities is to allow colleagues to interact in a more informal atmosphere. This informal atmosphere builds deeper relationships than would the usual workplace setting. These deeper relationships help colleagues interact more effectively once they return to their jobs.
With the constant changes in the workforce, it benefits both seasoned and new employees to learn to work together more effectively. For example, a Gen Xer and a more senior manager bring different values and belief sys- tems to the job.
Team building has proven successful in changing behavior, ultimately making for a more cohesive and trusting team. In fact, it is often the case that the more resistant the partici- pant, the more dramatic the result.
In choosing an appropriate activity, it is important for the facilitator to identify the goal or purpose of the exercise. If an outdoor activity is selected, make sure adequate space is available. Consider the profile of the group: age, gender, whether they already know one another, and so on. For outdoor activities, the physical condition and fitness of the participants must also be considered. Several factors impact the overall effectiveness of any team. Commu- nication skills are critical and can often make or break an otherwise effec- tive team.
Creativity and problem-solving abilities frequently come into play, as well as interpersonal skills such as developing rapport and trust. The role of the facilitator is important, with three skills necessary to this task: 1. Keen observation skills, to provide insight to the team during the debrief discussion 2.
The ability to ask thought-provoking questions, to maximize the les- sons of the activity 3. The ability to fully involve everyone in the discussion, to build confi- dence and collaboration If the company management wants effective teams, they must get involved in the process. Team motivation is not a spectator sport! Then after the program, it is imperative that supervisors and managers con- tinue to be supportive and refresh the camaraderie displayed during the activity.
The team approach to pro- ductivity has become the standard. In one recent study, managers were asked to identify the most important traits of the perfect staff member. Being a team player was the number one factor, outranking such quali- ties as experience, problem-solving, dedication, and communication skills. Without question, the use of teams has increased, and good team players are critical to the success of any organization.
Leadership Those in leadership roles can do their part by providing a supportive envi- ronment and encouraging team members to identify with their team. To help the team excel, leaders need to provide clear objectives and ensure agree- ment as to the roles each team member is expected to perform. But what matters most is fostering opportunities for team members to connect and interact with one another.
The team-motivating games in this book are designed to provide these opportunities. Motivation Sustaining motivation within a team, especially during lean or transitional times, can be a challenging endeavor. Team building provides the frame- work to accomplish this by creating an opportunity for teams to identify a common goal, solve problems, assign responsibility, encourage each other, and integrate their talents to reach their goal.
They operate on a strong foundation of trust and individual commitment to the team. Building Your Team When creating a new team, many questions need to be asked and answered. This may take place at the opening meeting or an orientation session. Informal gatherings and discussions after the initial meeting are also part of this stage of group formation.
It is important to create an environment that is safe and secure. The team will be looking to the leader for guidance and direction. At this stage the team builds its foundation, so spend- ing significant time in this stage will pay off later.
This stage typically occurs when conflict is introduced into a previously safe and comfortable environ- ment. It is critical that these concerns be straightforwardly addressed. Unless interpersonal con- flicts and dissonance are handled at this early stage, the success of the team is in jeopardy. Once again, strong leadership is the key to navigating through this stage.
The Norming Stage Cooperation and trust are now becoming the norm for this team. The team begins to better understand the respective personalities of other team members, so their diverse perspectives can come together to work more effectively.
Good things are starting to happen, and as a result the team feels more confident, connected, and creative. The team continues to look to the leader for support during this stage. The team has momentum and energy, and ideally all team members are willing to contribute equally. This is the most pro- ductive of all the stages.
Tasks are identified and handled efficiently by designated members of the team. Individuals respect the contributions of others, and the team is well on its way to meeting, and even surpassing, its goals and objectives. The Transforming Stage This final stage brings reflection. It is a time for the team to provide feed- back and to show appreciation. The team looks to the leader for recogni- tion in this stage. Team-Motivating Games The games in this book will help the team navigate through many of the different stages of their development.
There are games to help team mem- bers get to know each other better, games to encourage open communica- tion, problem-solving initiatives, and even activities that allow team mem- bers to show their appreciation for one another. Use these games to take your team from a group of individuals to a high-performing team.
Show me and I may remember. Involve me and I will understand. As it turns out, this is true—learning can be fun! When participants are engaged in the process, the interactions are not only more enjoyable, but far more pro- ductive.
Top Team-Building Games: Experts Share Their Favorites
Most organizations realize that their success depends in large part on their staff. High-achieving teams usually shine in attributes like communication, problem solving, focus, creativity, loyalty, and leadership. Morale and motivation are important, too. But those skills and strengths are not always natural; they have to be cultivated. Team-building experts have found that combining fun with learning is one of the most effective ways to improve performance, break down barriers, and tap into hidden potential. Many of the options also feature a video showing how the game is done. Whether you have a completely new team to manage or are adding new members to an existing group, providing a stress-free way for people to get to know each other can make all the difference.
100 Team-Building Activities That Actually Work
Some people see problems as roadblocks, others see them as opportunities! Problem solving activities are a great way to get to know how members of your team work, both individually and together. Problem solving skills are the most commonly lacking soft skill among recent college graduates, according to a Payscale. Team building activities targeting focus areas like communication and collaboration, adaptability, or strengthening decision-making techniques help.
Instead, we start working on a problem and later realize we are lost and have to backtrack. In this section, we will discuss the group problem-solving process, methods of decision making, and influences on these processes. The problem-solving process involves thoughts, discussions, actions, and decisions that occur from the first consideration of a problematic situation to the goal. The problems that groups face are varied, but some common problems include budgeting funds, raising funds, planning events, addressing customer or citizen complaints, creating or adapting products or services to fit needs, supporting members, and raising awareness about issues or causes. Discussion of these three elements of a problem helps the group tailor its problem-solving process, as each problem will vary.
Мисс Флетчер! - раздался изумленный возглас, и Сьюзан увидела на водительском сиденье электрокара, похожего на те, что разъезжают по полям для гольфа, смутно знакомую фигуру. - Господи Иисусе! - воскликнул водитель. - С вами все в порядке. Мы уж думали, вы все погибли. Сьюзан посмотрела на него отсутствующим взглядом.
Да, мэм. - Я хочу услышать только да или. Возможно ли, что проблема шифровалки каким-то образом связана с вирусом. - Мидж… я уже говорил… - Да или нет: мог в ТРАНСТЕКСТ проникнуть вирус.
Чатрукьяну вдруг стало холодно. У сотрудников лаборатории систем безопасности была единственная обязанность - поддерживать ТРАНСТЕКСТ в чистоте, следить, чтобы в него не проникли вирусы. Он знал, что пятнадцатичасовой прогон может означать только одно: зараженный файл попал в компьютер и выводит из строя программу. Все, чему его учили, свидетельствовало о чрезвычайности ситуации. Тот факт, что в лаборатории систем безопасности никого нет, а монитор был выключен, больше не имело значения.
Сьюзан посмотрела на него и подумала о том, как жаль, что этот человек, талантливый и очень ценный для АНБ, не понимает важности дела, которым занимается агентство. - Грег, - сказала она, и голос ее зазвучал мягче, хотя далось ей это нелегко. - Сегодня я не в духе.