corporate team building

Posted on January 3, 2018 by David Mastronardi

Manage What You Measure

Measures of success vary across an organization. Executives concern themselves with company-wide Objectives involving Revenue, Cost, Profit, Margin and Customer Satisfaction. Further down the org chart, management and individual contributors rate performance against more detailed Key Performance Indicators (KPIs) tracking customer behavior: a product manager may measure app downloads, or number of shopping cart items per visit. These customer behaviors clearly affect the larger corporate Objectives, but how? and which have the most impact?

Objective of Play
Understand how customer behavior impacts higher level objectives; direct organizational efforts on the most influential of those behaviors.

Number of Players
5 – 15

Invite participants across the KPI spectrum: individual contributors, management and executive leadership. A successful game will demonstrate how all levels of KPI’s relate and affect one another.

Duration of Play
30 minutes – 3 hours.

Material Required
Manage What You Measure works best when played on a whiteboard. To run a good session you will need:

Sticky notes (i.e. post-it® notes) of different colors
Dot stickers
Dry-erase markers
Camera to capture results

How to Play

1. With the group gathered, introduce Manage What You Measure by stating that the purpose of the game is to focus resources and strategies on the most critical customer behaviors. To get there, the group will map the relationship between high-level corporate objectives and customer behavior.

2. Write at the top of the whiteboard a corporate-wide Strategic Goal.

3. Below that, write on sticky notes the measures of success (KPIs) for that Strategic Goal. Use different color sticky notes when possible.

4. Ask the players to take five minutes for an individual brainstorm: list all the customer behaviors impacting the KPIs identified in Step 3; one per sticky note. If possible, match sticky note colors of customer behaviors and KPIs — this will help organize what may become a crowded whiteboard.

5. After the brainstorm, ask the players to come to the whiteboard and post their sticky notes under the appropriate grouping.

6. Take 5-10 minutes to review the sticky notes. Lead a clarification discussion. Ask participants to explain any potentially confusing sticky notes. Note any customer behaviors mapped multiple times.

7. Repeat steps 4 – 6 once. Use the first set of brainstormed-customer behaviors as the baseline: what are the behaviors that drive those behaviors?

8. Once everyone is comfortable with the customer behaviors, conduct a Dot Vote. Give each player five dots to place on what they consider the most important customer behaviors in light of the Strategic Goal in step 2.

9. Tally the votes.

10. Once again, take time for discussion. Note unpopular choices; ensure their dismissals have merit. Have any results surprised the group? Why? Recommendation: If the Dot Vote results and ensuing discussion dictate further prioritization, consider playing Impact & Effort or the NUF Test.

11. Once the group agrees on the prioritized areas of focus, assign each a baseline value (what is the measure of this behavior now?) and goal (where would we like it to be). Recommendation: Consider playing Who-What-When

Strategy
Employees understand organizational goals at different levels. By defining relationships between high-level objectives, mid-tier KPIs and the customer behaviors that drive them you have created a map easily navigated.

This clarity creates a shared understanding across all levels of the organization. Now, each time a team reports progress on their specific KPIs, executives will have a clear sense of why the team is working on that and how it affects the Objectives they care most about.

Complementary Games
The Empathy Map will help you to more deeply understand your customers and their behaviors; play this game before Manage What you Measure

Manage What You Measure derives from Jeff Gothelf’s Medium post: Execs care about revenue. How do we get them to care about outcomes?

Posted on December 13, 2017December 13, 2017 by David Mastronardi

Mapping Design Operations

Today, companies in every industry seek to better their design capabilities: from products to services to experiences. Fueling the growing design function in large organizations is a new discipline called Design Ops, charged with scaling design and design thinking up, down, and across the organization.

Does your organization have a Design Ops function? If not, let’s design it!

Object of Play
Build shared understanding of how Design Ops operates within the larger organizational context. If a current Design Ops function exists, to visually map it. If it does not yet exist, to design it.

Number of Players
1-6 (depending on the objective).

As an individual, use the Design Ops canvas to quickly sketch out and think through a Design Ops organizational model or an interesting model portrayed in the press.

To map an organization’s existing and/or future model you should work in groups. Include partner organizations (e.g. project management) and stakeholders (e.g. clients). The more diverse the group of players, the more accurate the picture of the Design Ops function will be.

Duration of Play
Anywhere between 15 minutes for individual play (napkin sketch of a Design Ops model), half a day (to map an organization’s current Design Ops model), and up to two days (to develop a future Design Ops model, including vision, mission and metrics).

Material Required
Mapping works best when players work on a poster on the wall. To run a good session you will need:

A very large print of a Business Canvas Poster. Ideally A0 format (1000mm × 1414mm or 39.4in × 55.7in)
- Alternatively, recreate the canvas on a large whiteboard.
Tons of sticky notes (i.e. post-it® notes) of different colors
Flip chart markers
Camera to capture results
The facilitator of the game might want to read an outline of the Design Operations Canvas

How to Play
There are several games and variations you can play with the Design Ops Canvas Poster. Here we describe the most basic game, which is the mapping of an organization’s existing Design Ops org (steps 1-3), it’s assessment (step 4), and the formulation of improved or potential new org designs (step 5). The game can easily be adapted to the objectives of the players.

Start with the Stakeholders in the Who are we? circle. Use different color sticky notes on the Canvas Poster for each type of stakeholder (e.g. external vendors, internal support functions, clients). Complete this section.
Subsequently, move to the What do we do? section and map out the value propositions your organization offers each stakeholder. Players should use the same color sticky notes for value propositions and stakeholder segments that go together. If a value proposition targets two very different stakeholder segments, the sticky note colors of both segments should be used.
Map out all the remaining building blocks of your organization’s Design Ops model with sticky notes. Try to use the colors of the related stakeholder segment. Recommendation: once you complete the Stakeholders section, work around the canvas clockwise, beginning with the upper left section; leave the What Constrains Us? section last.
Assess the strengths and weaknesses of your Design Ops model by putting up green (strength) and red (weakness) sticky notes alongside the strong and weak elements of the mapped model. Alternatively, sticky notes marked with a “+” and “-” can be used rather than colors.
Try to improve the existing model or generate totally new models. You can use one or several additional Design Ops Model Posters to map out improved org models or new alternatives.

Strategy
This powerful game opens up channels of dialogue about a new, lesser-known but vitally important design function. Use this game as an opportunity to not only create a thoughtfully designed and productive organization, but to introduce and educate the rest of the company about what design can do and how to plug in. Players not familiar with design may stay silent at first, but their participation will increase understanding and alignment, benefits with payoff into the future. Keep them engaged. Beyond including outside stakeholders in the game, use a completed Design Ops canvas as a conversation starter in evangelizing Design’s value to your company.

Variation

map out the Design Ops org of industry competitors or an aspirational company

Complementary Games

The Empathy Map will help you to more deeply understand your stakeholders; play this game before Mapping your Design Ops org.
The Business Model Canvas will provide a more technical (managerial?) understanding of how your Design Ops org functions; complete the Business Model canvas after mapping your Design Ops org. In the event you are looking to improve upon your current state, the Business Model Canvas will prove especially useful.

Posted on August 6, 2011August 3, 2017 by Dave Gray — 1 Comment

Question Balloons

Object of Play
Planning to accept and respond to questions is one of the most difficult parts of running a meeting, a workshop, or a presentation. Will there be enough time for Q&A? Is the audience willing to ask questions? How many questions will they ask? Do I take questions at the end or throughout? How do I know if questions were answered in a useful way?

To address this challenge, the Question Balloons game allows attendees to ‘float’ their questions throughout a meeting or presentation; providing a visual status that helps manage group energy.

Number of Players
4 to 40

Duration of Play
Any length

How to Play

Start by providing a marker and one or two helium-filled balloons to each attendee. The balloons must have strings that will allow the attendees to float the balloons and then retrieve them (from the ceiling, if necessary) when needed.
Ask each attendee to write their questions about the scheduled topic on a balloon and then float the balloon. Only write one question per balloon. It’s okay to save balloons for later. Question Balloons can be floated at any time during the presentation or meeting.
During any free time (pre-meeting, breaks, or lunch), the speaker or leader should walk around and read the Question Balloons, getting a feel for the questions that will arise.
Inform all attendees that they should pop their Question Balloons – loudly – whenever one of their questions is answered sufficiently. This answer might come from meeting materials, slides, a speaker, or a casual conversation. It doesn’t matter. At the end of the session, any remaining Question Balloons will be addressed.
When a question is answered, the corresponding balloon will pop. Some people will jump. That’s okay. The leader/facilitator should acknowledge that we have answered a question and lead applause. Some participants will float new Question Balloons throughout the session. That’s good.
When the content or topic is completed, there will usually be two types of Question Balloons remaining. The first type is informational (When is the product being released? Who wants to share a ride home? How much is that service?). Answer these first. If there is no answer available, assign the question to the responsible party. The second type of question you’ll see is opinion (What is the best approach? How should I handle my customer?). These should be posed to the room. Instruct the person who floated the question to pop their balloon when they received information, from anyone, that will help them move forward.

Strategy
Question Balloons are very effective for meetings loaded with content, like reviews and status meetings. For organizations that might be too conservative for balloon popping, sticky notes on a wall will also work. We recommend using balloons for special events, not for a weekly status meeting.

Key Points
The Question Balloons game gives power to meeting attendees, control to the facilitator, and feedback to both. It leverages visual and kinesthetic information through balloon floating and popping. It uses the mechanism of elimination to score how many questions get answered. Attendees can see that their questions will be answered. Play Question Balloons when you want to better manage group energy.

Posted on September 6, 2010June 2, 2015 by Dave Gray

Coriolis Effect

Materials:

One plastic pipe per person
One ball (bouncy ball, marble, wooden ball) per team
One team handout per team
One timer per group, one person on each time needs a timer function on their watch or a timer function on their cell phones (I have found that all groups have at least one person with a stop watch function on their cell phones)

Team Size:

4-15 people per/team

Objective:

Offers insights into the needs that different team members have for information and detail, how people like to work in either a structured or unstructured approach to problem solving and change, and how quickly and slowly people are willing to move ahead with a plan based on how much they know and understand about the solution.

Preparation:

Each team of 4-6 people will need sufficient space to spread and work independently of the other groups, if it is a nice day I always recommend going outside.

When the teams are established hand each team member one pipe per person and one to three balls per team, additionally hand each team one to two team handout sheets.

Instructions and Facilitator Script:

It is all on the team handouts.

Ensure that each team has a team handout – inform each group that they will have 30 minutes to develop the fastest and most efficient process to reach customer satisfaction and project completion. Following the 30 minutes of project time, you will ask the groups to review and answer the team processing questions on the back of the handout.

If the teams ask you (the facilitator) for clarification be a stickler and say, “everything you need to know is on the team handout; as long as you are following the guidelines set by the handout you are being successful.” This will annoy some people, just stick to the script.

Coriolis Affect Team Handout.

Equipment: One team sheet, one gutter for each person on your team, 3 bouncy balls, one stopwatch, and a pen

(Do you have everything? Does it work?)

Time: You will have 25 minutes of project time, during the 25 minutes you may make as few and as many attempts as your team wishes.

Directions: Make a human circle then give each person a gutter (one gutter per person).

Hand the bouncy balls to the tallest person in the circle.

Assign a timer for the attempts – the timer is allowed to participate in the activity.

You are ready to begin.

Objective: Move one bouncy ball around the circle using only the gutters and following the guidelines, as quickly as possible.

Guidelines:

Starting with the tallest person use the gutters (and only the gutters) to transport one bouncy ball to the person to their left then all the way around and back to the tallest person.
Try to send the ball through the process as fast as you can, beginning and ending in the tallest persons gutter, here are the constraints;
No one’s gutter can be skipped, the ball must pass through all team members gutters
Gutters cannot touch each other
Gutter per person method – Your own pinkies must be touching each other all the time.
You cannot touch any other gutters besides your own
People cannot touch the ball as it travels from beginning through the process and back to the beginning.
If the ball falls from the gutter, the process must be restarted.

Coriolis Affect Team Processing Questions:

Directions: Choose a volunteer willing to read the questions and write some responses. Discuss as many of these questions as you can with your group in the time allowed. Jot down key responses in the margins. Be honest with yourself and others. Honesty will bring out understanding. Understanding will lead to learning.

Looking back on the activity, consider the idea of Communication.

1. Determine what types of communication took place during the activity.

2. In each of your opinions, which was the most powerful form of communication during the activity? What made them powerful?

3. What were some successful communication moments?

4. At what points were you having difficulty communicating?

5. What might each of you want to remember about communication?

Consider who is on the team & their talents…

1. What were some of the ideas that were generated?

2. How receptive was the group to new and different ideas?

3. How did you add structure to the ideas?

4. What were some of the roles that were proposed for people in this project?

5. Which ideas were seen as unrealistic / realistic? what made those ideas unrealistic / realistic?

6. Describe how the plan was developed and evaluated?

7. Explain the action steps of the project. Describe the results and outcomes of the action steps.

8. How do you feel about what was done? ideas for improvement?

9. What was the key moment in the teams’ success? where did the ideas come from? who was the ideas champions?

10. Where do you feel were the gaps in this project? how did or did you not work to fill those gaps?

If you have Time…

1. How mindful were you of your preferred team role?

2. Describe how that impacted your part in the project.

Michael Cardus is the founder of Create-Learning an experiential based consulting, facilitation, training and coaching organization. Leading to successful results in retention of staff talent, increased satisfaction with work, increased collaboration and information sharing within and between departments, increased accountability of success and failures, increased knowledge transfer, increased trust as well as speed of project completion and decision making of Leaders, Teams and Organizations.

Posted on July 15, 2010June 2, 2015 by Dave Gray

Communicate This & Stick it here

Complex simulation illustrating communication by people listening and sharing information in a manner that other people can understand the message being received as well as sent.

Creates environment to transfer, strengthen and re-work systems of communication with intra as well as inter departmental systems.

Can also be used to highlight different idioms and references that are used internally, this can be confusing to other departments and cultures (for global organizations and teams).