Common Questions About Corporate Team Building

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Corporate team building is the newest innovation that is being used to incorporate positive attitude to the workforce for the main goal achieving the aim of the company. In the present working environment, we are faced with the fact that we have no choice but to work with people who have multifaceted characteristics. We use this kind of strategy to ignite team spirit from each other that will be the main tool for people to achieve success for the company. Success comes from team unity and not just from divided effort, they have to work as one to get the company’s mission.

What are the advantages of corporate team building?

There are a lot of benefits that you can get from conducting team building activities and one of the main reason is to improve communication within the group or workers. If done well, management of the group can be done easily because there is a smooth communication between them and they will be able to discuss problems without barriers. It is very important that they understand each other well enough to achieve their common goal. Factors like attention to details, problem solving, decision making and good communication should be targeted to avoid stress.

When do you proceed to team building activities?

You will know when to apply team building activity when the communication within the group is not working anymore. When the company or organization is losing their potentials for better meant, it just means to say that they need to repair something that is missing within the workforce. May it be poor problem solving capabilities, conflict within the group, and resentment between employees.

Various techniques with corporate team building

Facilitators and organizers of team building activities provides different techniques to instill motivation and positivism within the group depending of the effort needed. Experts do have an accurate clockwork to follow once they will be able to find out the main problem of the company. You may either go for outing, camping, go to the beach, hunting, or do something extreme and adventurous just to rekindle the fire within. There are extreme, adventurous, mild and moderate activities that can be done.

Ask from the experts

You will be able to know more from facilities that offer training for team structuring events and they have their packages depending on the kind of activity you want to indulge in. It will all depend in the king of activity that you want to incorporate with your teams as well.

James Carter is the Founder and CEO of Be Legendary, a socially inspired team and personal development company. James has created emotional learning experiences for thousands of participants through executive retreats and large meetings. James’ passion lies in helping each person feel valuable as an individual and as part of the whole.

Just contact James Carter HERE.

Innovation – The Candle Puzzle

Karl Duncker, a Gestalt psychologist, set up an experiment testing the ingenuity of the human mind.  On a table he placed a box of tacks, a book of matches, and a candle. The objective, attach the candle to the wall.  Participants eyed down the materials.  Some tried to use the tacks to fasten the candle to the wall. Not bad, but not successful. Others stepped up their game, trying to melt the candle to the wall by burning the wax.  Still no call for celebration.

Not until they stretched their minds and overcame their fixed mindsets were participants able to crack this riddle.  If you no longer see the box of tacks as solely a holder for those tacks, but also a means to attach the candle to the wall, then you are utilizing something we call creativity, a means of using ones imagination to create original ideas.

In conducting this experiment, Duncker discovered a phenomena known as functional fixedness, using objects only for their preexisting functions.  Participants had trouble overcoming their preconceived thought of the boxes’ purpose.  What is interesting was that with a slight manipulation of the experiment Duncker found vastly different results.  When the tacks were placed outside the box participants were two times more likely to figure out the problem.  They no longer saw the box for the sole purpose of holding the tacks.  Instead the box carries with it many possible uses, in this case the use of fastening a candle to a wall.

Now I’m not bashing our abilities to think creatively, merely pointing out the notion that at times something that could be very obvious can lay hidden right in plain sight.  In this case it was the candle box.  Staring participants in the face the entire time, the box did not change or come with some instruction manual the second time around.  No, it was the context of the box that let us think about it in different ways.

We see things for their uses and we see potential in those uses.  But what are we not seeing?  Clearly, as this experiment demonstrates, there are many functions for even the simplest things, like a box of tacks, that we don’t realize.  That, in turn, means that there are hidden potentials that we are unaware of.  Things we never realized were there, could be right in front of us the entire time.

Seeing things in unique and unprecedented ways is your power, your perception. Okay, this is going to sound cliche, but creativity comes from within.  It is your ability, your cognition, and your choice.  It is so commonly referred when describing artists because it, like art, simply exists.  It is not told what it should be or how it should look.  Like the strokes of a paintbrush, its movements reflect the imagination of its artist.  So when you add incentive to creativity it tends to diminish because it is no longer just existing. It is now linked to the fate of supplemental benefits.

The candle box experiment was tweaked once again, this time manipulating a time sensitive incentive one received upon completion.  Group A was told they were simply being timed to establish norms for how long it typically took for someone to complete the puzzle.  Group B was given a cash prize for completing this candle conundrum in the fastest time.

The results proved most interesting.  It took on average three and a half additional minutes for the incentive group to figure out how to attach the candle to the wall.  That’s right, the group that had no external motivator finished significantly faster.  In Daniel Pink’s Drive, he provides extensive research and support that, “an incentive designed to clarify thinking and sharpen creativity ended up clouding thinking and dulling creativity.”

Why is this so? Rewards narrow focus. You are thinking of the end result and lose site of the wide view of functions and variety.  And so my cliche use of the phrase, “creativity comes from within” shows its purpose.  You see the world as you choose to.  There are copious ways to look at a single stimulus in the environment.  Just because something is given a purpose does not mean it is limited to those terms.  Yet by default this is how we tend to think.

Examine your life.  Everything in it you perceive a certain way. The objects you have, the people you encounter, the relationships you’ve made, all serve their functions in life.  But if a box that holds tacks can do more then keep shiny, metal  circles, then what do you think that means for the more substantial things in your life? What things have you had a fixed mindset on?  Challenge these automatic thoughts and behaviors in your life. They could be causing you to hold out on some pretty amazing stuff.  The ability to see this world and all its different shades of grey comes from within, everything else is just another shade of grey.

Myers Briggs (MBTI) as a Team Building Tool

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We talk a lot about tools for use in team building.

There are hundreds, if not thousands, of tools available and used in ‘team building’ situations.

Whether it is a true ‘team building’ or not is not relevant here as Myers Briggs is actually an individual tool first.

However, a short discussion of tools are necessary before we can talk specifically about Myers Briggs.

You can give individuals the best tool in the world and they will still not use it or use it correctly.

Think of a shovel — you bring in a shovel and train the participants to use it. Then ask them to dig a hole. Shovel ready

Some will take the shovel and begin to dig.

Some will actually turn the shovel upside down and dig with the wrong end.

And yet some people will throw the shovel aside and begin digging with their hands.

It does not matter how great the tool is, many people will simply not use it. It may too difficult to learn yet another new tool. It is much easier to just do things the way I have always done it.

Team building tools, like Myers Briggs, are shovels.  They are simply tools to help you accelerate your learning, your productivity, improve yourself and your relationships.  But no one can make you use it if you don’t want, no matter how great the tool is.

Now, specifically about the Myers Briggs.

I like the Myers Briggs. However, I have found several common themes:

1. In a ‘team’ setting, I have found it is simply too much information. Myers Briggs is incredibly in depth. However, to it’s detriment. I cannot tell you how many times have come into a group setting after they have just taken the MBTI and all they can remember is the first of four letters, “I am an ‘E’…. something”.

While some of that can be attributed to the ‘shovel’ problem, it also is an indicator that the tool is not simple enough to be digested in an 8-hour ‘team building’ session. And unfortunately, that is how it is used much of the time.

2. There are problems with face validity of the tool. People don’t like to think they are so simple that they fit into one of sixteen types. So there is resistance that must be overcome and that takes away from valuable time.

3. You must really know the MBTI on an individual basis before you can use it as a ‘team’ tool. Since the learning is difficult as mentioned above, using it in any kind of team setting is difficult to impossible.

So, overall, using the shovel and digging a hole metaphor, the MBTI is not the right tool. It is more like a roto-tiller — high-powered and very useful, but not in a shallow ‘team building’ session that only lasts a single day. It churns up too much with no time to ‘smooth’ out the service.

A confused mind says ‘no’, and so, the tool is simply not used.

Where we find it useful is in smaller executive teams that we work with frequently both as a team and individual coach. The nuances can be fleshed out and the potential learning is much deeper than many other tools available.

Use this great tool, but make sure it is the right tool.  After all, you might be needing a rake instead of a shovel!