move the room with energizers
Tools to inject energy into the process, get people moving, and have fun.
This is designed to work as a standalone workshop or as a companion to the Team Self-Assessment tool. Using reflections and insights on your working process, your team will 'update' its operating system by making deliberate choices about how to work together. The goal is gradual development, not a radical shift. You will design an ideal-state for your team and slowly work towards that.
A 6-week online course that will help you and your team work better together, be more effective and reach your goals. Get the modern toolbelt for culture, collaboration and leadership in times of change and complexity.
Your team is a system. It is complex with multiple and interlocking parts. It has evolved over days, weeks, months, or years to become the thing it is today. Most likely that has been an unconscious evolution. This tool supports you to gradually redesign that system.
We are borrowing the term Operating System (OS) from the software industry, to denote a complex system that supports people to work (programmes to run) and is improved over time through constant, small iterations.
The thing about an "Operating System" is that you’re never ever supposed to see it. And the only mission in life of an Operating System is to help those programs run. - Linus Torvalds, creator of Linux (open source operating system)
Bring your team together and put up your statements map from the Team Self-Assessment workshop.
Give the team some time to review the statements. The team should spend enough time reviewing to feel back in the "mindset" of the Self-Assessment workshop.
If you've not done that workshop then take 15 minutes to reflect as individuals on these categories:
Take the categories one-by-one and ask the group:
In an ideal team, equipped for a networked world, with the purpose and culture that we have defined, how might we do this differently?
Take a structured round in the group, asking everyone to contribute. You're looking for positive and aspirational statements that answer the question. Only one person can speak at once.
Here you are aiming for consent not consensus. You don’t all need to agree on the new statements, you just need to ensure that nobody strongly disagrees with them.
Explain to the group that when it's their turn in the round, they can either build upon someone else's statement or strongly disagree with it. And if they disagree they must provide an alternative solution.
Continue with structured rounds until you have a decision about the first statement for the first category.
Post up the first statement on the wall, or add to/amend a digital document.
Create as many positive and aspirational statements as you can in the time you have. It's important to say this is hard collective work, and if you’re doing it properly it will take time and be mentally tiring.
15 minutes before your session ends choose one statement that you will focus on as a team over the next week. Each team member must verbally commit to focusing on changing that element of the team's behaviour.
At your next regular meeting (or a scheduled one if you don’t have regular meetings) discuss only this statement:
How did you do? Did it work? Does the approach need to be revised?
Do this over and over again, with each new statement. It should be a continual iterative process. Think how regularly you update apps on your phone. Almost every day there is a new version of Facebook, WhatsApp, or Google Maps to download, with incremental improvements to the OS.
That is the mindset you need to have.
IDOARRT is a simple tool to support you to lead an effective meeting or group process by setting out clear purpose, structure and goals at the very beginning. It aims to enable all participants to understand every aspect of the meeting or process, which creates the security of a common ground to start from. The acronym stands for Intention, Desired Outcome, Agenda, Rules, Roles and Responsibilities and Time.
A short activity to run early in a program, focused on sharing fears, anxieties and uncertainties related to the program theme. The purpose is to create openness within a group. The stinky fish is a metaphor for "that thing that you carry around but don’t like to talk about; but the longer you hide it, the stinkier it gets." By putting stinky fish (fears and anxieties) on the table, participants begin to relate to each other, become more comfortable sharing, and identify a clear area for development and learning.
A team-building activity in which a group is challenged to physically support one another in an endeavor to move from one end of a space to another. It requires working together creatively and strategically in order to solve a practical, physical problem. It tends to emphasize group communication, cooperation, leadership and membership, patience and problem-solving.
When remote work plans are put in place they tend to focus primarily on the technical side of supporting individuals. However, we believe an equally important part of working remotely is redesigning all those in-person interactions for a greater digital experience. Based on our capability of designing many remote experiences and training over 10,000 remote leaders, we have selected some of our top tips and tools, for successful online collaboration and facilitation. We have created the Remote Toolbox: Solo + Team Online Collaboration and we will continue to add tools to this toolbox so please come back and visit regularly.
The purpose of this simple exercise is to demonstrate three key principles useful for creativity and idea generation: quantity is a condition for quality; building on the ideas of others; the ideas we come up with are usually all the same. The format is simple, with small groups standing and drawing apples. At the end of the exercise the whole group reflects and draws out learnings and reflections.
This workshop aims to help participants define, decide and achieve their goals. By supporting participants to envision where they want to be in a number of years on a holistic level, and defining the steps that will take them there, participants get a clearer picture of the action they need to take.