Teams are plunged into a metaphorical organizational environment. The game is adapted to your specific goals and mirrors the real-world challenges faced by participants and the skills they need to apply to reach an effective conclusion..
How do you engage participants in organizational goals? How are relationships strengthened?
How do you discuss change in interesting and compelling ways? How do you build cooperation in an atmosphere of trust?
Teambuilding and training meetings
- An element of a training program
- Quick teamwork intervention
- Business meetings
- Project launch phase
- Highlight a meeting topic
- One-off company event
HOW DO WE UNDERSTAND TEAMBUILDING IN PRACOWNIA GIER?
“Team building is a serious matter and its form should be adapted to the specificity of the organization and the team and approved by the management. It should be considered as a profitable investment in terms of money, time and engagement that will certainly be returned.”
MeetingPlanner.pl is interviewing Jagoda Gandziarowska-Ziołecka, board member of Pracownia Gier Szkoleniowych, awarded with MP Power Awards® 2018.
MeetingPlanner.pl: From your perspective and basing on your experience, observations and collaboration with clients what is the value of team-building and integration projects?
Jagoda Gandziarowska-Ziołecka: More and more often I can observe that our clients don’t consider integration as only an idea to have fun but also as an element contributing to build a team. They tend to look for long-term options enabling them to work on collaboration skills. They are aware that there is a direct correlation between them and productivity and results. Integration has impact on work environment and atmosphere but it also improves the exchange of information within the organization. If we have already met somebody, it is easier to talk to him, ask, admit to a mistake and we know where to look for the information we need – these are important factors facilitating the achievement of goals. That is why what clients’ seek nowadays is not ‘a one-time show’ but integration activities planned as a process – a series of meetings every couple of months. Many clients are quite spoilt because they have already seen and organized many different forms of team-building and spent q lot of money on it. They don’t expect to be surprised but want something that will have genuine impact on the quality of everyday work and collaboration. Quite often they are relieved when we propose a series of meetings instead of a single event (after which participants asked: ‘we’ve had great fun but what was it all for?’).
MP: What is of key importance when it comes to the efficiency of these programs and projects?
JGZ: As well-thought and planned integrations can indeed improve significantly a team’s productivity, they should be treated seriously, as a valuable investment (of money, time and engagement) with expected return.
Therefore several matters should be addressed on various stages. Before the project it is important to explore the context, the needs of the team, to get to know their challenges and goals from the organizational perspective. The goal of the integration as well as success factors – in other words what should change after the meeting, what the expected reactions and behaviors are – should be discussed with the client. Then the best solution adapted to participants’ needs can be chosen appropriately.
During the event it is recommended that the client’s representative or sponsor expresses the goal of the meeting – why they are there and what the expectations related to the meeting are. It’s not only the attractive formula or good fun that improve participants’ engagement – it also, and very importantly, the approval of the management and recognition that it is a valuable experience worth disengaging from current professional activities (not answering e-mails, putting the phone away). In order to be present and attentive. Let people do it.
After the meeting it is important ‘to strike while the iron is hot’. During the event we work with games, simulations and metaphors. Even short debriefing after these activities bring multiple practical conclusions. Participants should have the possibility to implement them in their everyday collaboration. An integration meeting always end with a conclusion – people feel more motivated and involved, they hope for a better communication and collaboration afterwards. It is very important that the management is supportive. I can observe that many different organizations pay attention that the results of the integration get deeper. Sometimes it can be a very small change – time to have coffee with others, to exchange information, time to celebrate successes and focus on appreciating the efforts of others or the manager asking his/her subordinate ‘what support do you need from me?’(…)