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Archive for October, 2007


Piezoelectric actuators

Piezoelectric actuators are devices that produce a small displacement with a high force capability when voltage is applied. There are many applications where a piezoelectric actuator may be used, such as ultra-precise positioning and in the generation and handling of high forces or pressures in static or in dynamic situations.

Actuator configuration can vary greatly depending on application. Piezoelectric stack actuators are manufactured by stacking up piezoelectric disks or plates, the axis of the stack being the axis of linear motion when a voltage is applied. Tube actuators are monolithic devices that contract laterally and longitudinally when a voltage is applied between the inner and outer electrodes. A disk actuator is a device in the shape of a planar disk. Ring actuators are disk actuators with a center bore, making the actuator axis accessible for optical, mechanical, or electrical purposes. Other less common configurations include block, disk, bender, and bimorph styles.

These devices can also be ultrasonic. Ultrasonic actuators are specifically designed to produce strokes of several micrometers at ultrasonic (>20kHz) frequencies. They are especially useful for controlling vibration, positioning applications and quick switching. In addition, piezoelectric actuators can be either direct or amplified. The effect of amplification is a larger displacement, but it can also result in slower response times.

The critical specifications for piezoelectric actuators are the displacement, force and operating voltage of the actuator. Other factors to consider are stiffness, resonant frequency and capacitance. Stiffness is a term used to describe the force needed to achieve a certain deformation of a structure. For piezoelectric actuators, it is the force needed to elongate the device by certain amount.  It is normally specified in terms of Newton per micrometer. Resonance is the frequency at which the actuators respond with maximum output amplitude. The capacitance is a function of the excitation voltage frequency.

The size of the actuator, of course, is important, as are the electrical connectors. Some of the most common connectors are DB-9, BNC, two wires of either AWG 26 or AWG 30, or else a LEMO(r) connector, which is a precision push-pull locking connector for demanding applications.

Team Building Ice Breakers

Ice breakers are an excellent activity for team building. They are a fun way to help new members of the team get acquainted and feel more comfortable with interacting with other members and can also strengthen the relationship of current members. Good times for an ice breaker are during the start of a meeting/conference and after people return from a break.

Who Am I?
Write the names of famous people (or places) on post-it notes and put the post-it notes on the back of the participants. Have the participants go around to different people and have them ask each other yes/no questions to figure out who their person is. The person who finds out who they are first wins.

2 Truths and a Lie
Go around the room and have each person state 2 true statements about themselves and 1 false statement. After each person says their statement, the other people in the room have to try and figure out which statement is the lie. The people in the group are allowed to ask the speaker a limited amount of questions to figure out which statement is the lie.

Toilet Paper Game
Pass a roll of toilet paper around the room and tell everyone to take as much as they want (or you could tell everyone to take the amount of toilet paper that they use in an average day). After everyone has taken at least one square of toilet paper, have everyone go around the room and share one fact about themselves for each square of toilet paper they have taken.

Interview and Introductions
Have everyone pair up (if there is an odd number of people the moderator can pair up with someone). Each person will take around 3-4 minutes interviewing the other person and at the end of the allotted time, everyone will introduce the person that they interviewed to the rest of the group.

Animals
Write down the names of animals that makes a distinct noise on different slips of paper. Give the slips out to everyone and tell them that they have to find the people that have the same animal without talking, most people will start making animal noises and/or gestures. This is a fun way to put people into groups for other activities, games or ice breakers. As an added twist, you can blindfold everyone and have them try to find their animal group without the use of their sense of sight.

The One-Man Show

I find one of the hardest things about building teams in the workplace is the lack of good examples. I often use sports analogies, such as “What Professional Baseball Can Teach Professional Managers”, but they don’t work for for everyone, as you can see from this poll.

The One-Man Show
I am amazed at how little the team seems to matter in a team sport like baseball. For the past several days, all we have seen in the sports news is Barry Bond’s chase of Mark McGuire’s record for most home runs in a season (congrats, Barry, on 73 at this moment) and Ricky Henderson’s attempt to beat Ty Cobbs’ record for most runs scored in a career (which he did).

Cal Ripken and Tony Gwynn retired at the end of the season amid heavy press coverage.
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Both have had distinguished individual careers in baseball. Ripken, was the “iron-man” whose string of 2,632 consecutive games played broke Lou Gehrig’s record and is probably unbreakable. Gwynn was one of the purest hitters in the game. He won eight NL batting titles, had a .338 lifetime average and 3,141 hits, 17th on the all-time list.

Teamwork
While these individual records are impressive, the most team-oriented sports story in baseball this year is completely overlooked. This past week, the Seattle Mariners tied a record set only three years ago by the New York Yankees for most wins in a season by an American League team. Joe Torre, the Yankee manager, said at the time that someone would hit 80 home runs in a season before his club’s win record would be broken.

One night later, the Mariners broke the Yankee record and set an new AL record for most games won in a season. Last night they tied the 1906 Chicago Cubs for the Major League record of most wins in a season with 116. Other than in Seattle itself, and on a few Internet forums of true baseball fans, these accomplishments were simply overlooked in favor of the individual records being chased.

This kind of news coverage reinforces our fascination with individual accomplishments, even in a team sport. That is not a good thing when you are trying to build up teamwork in the workplace.

Manage This Issue
Focus your team building on how the Mariners accomplished this feat, rather than on the lack of coverage it got in the press. That a team lost three super-stars (Randy Johnson, Ken Griffey, Jr., and Alex Rodriguez) in three consecutive years, yet came back to win more games than any pro baseball team ever, is powerful proof of what teamwork can do.

I saw a fan hang a banner in the Mariners’ stadium that I think nicely sums up the power of teamwork “Every Night A Different Hero”.

Ice Breakers GAMES

Entering on the Human Side. Whether it is a small get together or a large training session, we all want to feel that we have some commonality with our fellow participants. By creating a warm, friendly, personal learning environment, the attendees will participate and learn more.

We provide just a few of the hundreds of ice breakers facilitators’ use today. Be creative and design your own variations. Try different things and most of all . . . have fun!

Get people laughing and moving and put them at ease. These are meant to be fast and fun. Use these activities at the beginning of meetings, when things are beginning to drag and to refocus after breaks.

There are many printable forms to use with Ice Breakers. You will need Adobe Acrobat to view and print the forms on this page.

Here’s a new one

Line Up

This exercise is good for a group of 20 or More. Use it for Team Building or just for Pure Fun! Use this activity to break the monotony of long periods of sitting and to help participants find out about each other.  Any group is game for this activity!
Estimated Time: 5 to 7 minutes
What you will need: Line Up Activity Sheet for Leader

Instructions:Organize participants into groups of 8 to 20. Tell participants that in the Line Up, they will have a chance to learn things about one another they may never think to ask.

Give these instructions: Tell them that this is group competition and that you will give the instruction for groups to line up in a particular way. Your group should get in a line as quickly as possible. When your group is lined up appropriately all group members should clap to indicate they have completed the task.

Conduct a practice round. Tell them to line up by height and to clap when they’re finished.

Begin the activity. After each lineup, determine which group clapped first and then announce them as the winner of the round.

Variations: Use this activity periodically throughout a long session or you can ask groups to come up with their own way of letting you know they’re ready. (We have had groups yell,  hum a song, put up their hands, etc.) This can add a lot to the fun to the activity.

Tips

Keep the tone light; this is a fun competition. Laugh and play with humorous comments from participants. 3. Remember political correctness with regard to your own or participants’ comments.

LINE UP ACTIVITY SHEET FOR THE LEADER 1. Line up in order by shoe size. 2. Line up in order by length of arm’s reach. 3. Line up in order alphabetically by favorite color. 4. Line up in order by number of siblings you have. 5. Line up in order by hair color, lightest to darkest. 6. Line up in order by age, youngest to oldest. 7. Line up in order by length of time with current employer. 8. Line up in order alphabetically by first name. 9. Line up in order alphabetically by last name. 10. Line up in order by number of pets owned. 11. Line up in order by hair length, longest to shortest. 12. Line up in order by the number of bones you’ve ever broken.

All Aboard

This activity works well with complete strangers; Groups of 20 or More; Pure Fun; Outdoors Group Size 20 to 100 Level of Physical Activity High Estimated Time 5 to 8 minutes Props Two balloons per person of varying colors (one color per group); one permanent magic marker per group of six to twenty. Participants will enjoy forming a “train” and picking up passengers. This activity encourages team behaviors and creativity. Use it when you have three to sixty minutes in open space when you want people to be very active. Instructions 1. Distribute deflated balloons of varying colors around the space. 2. Organize participants into groups of six to twenty. 3. Ask groups to get into train formation and give each engine a magic marker. 4. Tell groups that they are passenger trains who must pick up passengers–2 passengers per car (per person). 5. Explain that balloons become passengers easily when one inflates them and creates a face on them with the magic marker. 6. Tell them to move around in train formation to a location where there is a balloon. One person must inflate the balloon, tie it, and paint a face on it with the magic marker. That person (or car) then carries that passenger with them. Each car will eventually be carrying two passengers in it. 7. Explain that groups will be competing to fill their trains (two passengers per car) with passengers of the same color. The train that is filled first wins the race. 8. Remind participants that their train must stay still while a person is inflating a balloon and drawing a face on it. The train can then move on to find another balloon (passenger) of like color. The only time trains can uncouple is when they are standing still. Variations 1. Use pieces of cloth rather than balloons, increasing the pace of the race. 2. Tell groups they must have five or six different color balloons. Tips 1. Remind participants that they must have two passengers per person when they pull into the station. 2. Have everyone look at all the faces created.

Polyester Triathlon

This works great for Sales Meetings; Groups of 20 or More; It can be done outdoors;

Group Size 10 to 40

Estimate Time 5 minutes each time

Props This activity gives participants who might never qualify for a triathlon the chance to experience one–and a creative one at that. Because groups design their own physical activities, it doesn’t matter whether you have lots of open space or not.

Instructions

Organize participants into three groups. Explain that they will be participating in a relay race called Polyester Triathlon. Tell each group they have 2 minutes to choose an event to include in the triathlon. Encourage creativity. (Examples might include running in place for a count of 100; walking backward from one specific location to another; singing “Yankee Doodle” while riding an imaginary horse around a circle; turning around in circles 10 times; and so on.) After 2 minutes, ask each group in turn to perform the event it selected. Then ask all participants to practice that move. Tell groups to line up in the order in which they will perform the triathlon.

Explain that you will blow the whistle and the triathlon will begin. Each person in a group must perform all three of the events decided upon by all groups, and then the next person in the group begins. The group that finishes first wins.

Following the competition, distribute ribbons or prizes for first, second and third place. Variations Make it an individual competition. Give the groups the events that they should complete. Conduct this activity indoors and ask participants to choose pretend events, such as swimming in a swamp of alligators. Tip Use fun props such as a sign that says Starting Line, water bottles, or sweatbands.

Peculiarities

This activity can be used at any time during a short or long session, with participants who know one another well or with complete strangers, to introduce the topic of diversity.

Group Size: 12 to 60   Estimated Time: 2 to 5 minutes

What you need:  Peculiarities Activity Sheet for leader; simple prizes such as candy, stickers, or pens.

Instructions

1. Ask participants to stand.

2. Explain that the object of the activity is to discover peculiarities in the group.

3. Tell participants that you will read items from a list, one at a time. Ask them to come forward to receive a prize if they have that peculiarity. As a variation pass out the list to participants and ask them to fill it out individually, then find others in the room who have marked the same categories. Include some categories that you know apply to more than one person.

Tips Keep this quick and fun. Add peculiarities to the list relating to organizational quirks or norms, or add specific peculiarities that you know about people in the group. Click on the title to download a usable copy of the activity sheet.

PECULIARITIES ACTIVITY SHEET

1. Was born on February 29.

2. Has or had a dog named Spot, Midnight, Lucky, or Shadow.

3. Is wearing an article of clothing that was chosen and purchased by someone else.

4. Is wearing a family heirloom.

5. Drives a car more than five years old.

6. Competes in sporting events such as running, skiing, etc.

7. Likes pizza with anchovies.

8. Volunteers for charity fund drives.

9. Was born in another state.

10. Was born in another country.

11. Has won a prize.

12. Has been to Idaho.

13. Writes songs or poetry.

14. Has an organized, clean desk.

15. Has a twin brother or sister.

16. Has a shoe size of 12 or greater.

17. Has milked a cow.

18. Has been to the top of the Washington Monument.

19. Collects stamps or other collectibles.

20. Remembers sodas for five cents.

21. Has been to a concert in the last month.

22. Has five or more siblings.

23. Prefers winter to summer.

24. Has been on a radio or TV show.

25. Restores old cars or trucks.

26. Has won a prize or money with a mail-in form.

Constructive Feedback

Use this activity to introduce a Topic

Group Size 6 to 12

Estimated Time 3 to 6 minutes

Props: A Box; 30 pieces of wadded paper

Your participants will value the benefits of constructive feedback as they try to accomplish a goal that is not possible without feedback from their peers. It works best with a small group of people who can all participate. Use it at any time in a program to introduce the value of feedback. Conceptual thinkers will make the most of the activity if you ask them to draw conclusions; concrete thinkers will appreciate the experiential demonstration.

Instructions: Ask for one volunteer. When that person comes forward, position the volunteer in a standing position and place an empty cardboard box somewhere behind him or her, but not directly behind. Place the 30 pieces of wadded paper within reach of the volunteer.

Explain to the group that their job is to give clues to the volunteer that will help him or her to throw the wads into the cardboard box without turning around.

Give examples of clues such as, “A little further to the left.”

Begin the activity. About halfway through the activity, remind the volunteer of some of the clues given. Ask which one were actually helpful and why that was true. Keep the activity going until the volunteer has successfully thrown three wads into the cardboard box. Ask the group to describe what is true about feedback based on what occurred in the exercise.

Variation: If you have fewer than seven people and more than five minutes, ask them all to stand in a square and do the activity for each person, one at a time.

Debrief: Feedback was expected and welcome. One person could not make the goal in a timely manner without hearing other perspectives and suggestions. When the goal was accomplished, everyone participated in enjoying the success.

If I Had A Hammer

This activity is good to introduce a topic.
Group Size: 6 to 24
Estimated Time: 5 minutes

If I Had a Hammer Activity Sheet, one per participant.

Participants compare the “tools” they learned about in the session to the drawings of real tools on an activity sheet. Use this activity to gain closure on an informative or skill-building session.

Distribute one If I Had a Hammer Activity Sheet to each participant.  Ask participants to think of the tools they became acquainted with during the session. Instruct them to make analogies between the tools on the sheet and the tools they heard about during the session. When participants are finished, ask them to explain their analogies for each tool to the group.

Variations: Ask participants to list tools, then make analogies. Create a sheet with a column of hardware tools next to a column of business tools and ask participants to match each hardware tool with a business tool, and then explain their matches. Give each group one of the tools to create analogies for. Use the tools for a grouping activity in the beginning of the session.

“What If” You Had a Great Icebreaker?

To get your group laughing and talking right off the bat, start your session with a quick game of “What If”.

Directions: Give each participant a small piece of paper. Ask them to write a “What if” question, such as “What if the sky was purple?” or “What if we all had three arms?”. When everyone has completed their question (encourage them to work quickly), ask them to pass their question to the person on their right. Next, each person writes the answer to the question they’ve received. They should answer the question as if they had written it. For example, if Tom hands his question (“What if I won the lottery?”) to Susan, she should answer the question as if she had won the lottery, not Tom.

When everyone has written their answer, select someone to read ONLY the question they have in front of them. Ask the person to their right to read the ANSWER to their question. They should then read the question on their paper and the person to their right reads the answer, etc. Even though the questions and answers are unrelated, you’ll find some hilarious combinations!

Materials/Time Needed: For a group of 15-20 people, this exercise will take about 10-15 minutes. No advance preparation is required, but you’ll need pens or pencils and note paper.

Pocketbook Scavenger Hunt

Did you ever watch Let’s Make A Deal TV? At the end of the show they would always pay audience members for bizarre or unusual items that they would have in their purse or pockets. This is a version of that game. It is great for introducing a topic, to help people get to know each other, for team building or just for fun!

Groups work best with about 8 members. Give each person a Pocket Scavenger Hunt Sheet.

Time: give the groups 2 minutes to come up with as many things as they can.

Each item is worth 2 points however a reasonable substitute can be made. If a substitute is used only 1 point is given.

If time permits ask groups to share what items they got from the list and what substitutions were made.

Tip: Give prizes to the group that has the most points. Add your own ideas Click on title to download a list you can use.

Pocketbook Scavenger Hunt List

Grocery List

Mint

Cloth handkerchief

Matches

Hair Pin

Black Comb

Money Clip

Dry cleaner receipt

AAA Card

Picture of a close relative

Hair Scrunchie

Contact lens case

Restaurant coupon

Safety Pin

College ID

Planning Calendar

Candy

Tissues

Lipstick

Candy Game
Object of the Game: To end up with one or more candy bars before time’s up.

Items Needed: 1 timer; 1 6-sided die; A different type of candy bar or small toy per person. If 7 people are playing you will need seven different bars (such as Snickers, M&M’s, Mars, Starbursts, etc.) or toys (such as small stuffed animals, noise makers, plastic animals/games/etc).

Preparation: Place the bars on a table or the floor. Have people sit in chairs or on the floor in a circle around the bars.

Directions: Set the timer for 10-20 minutes (or longer if desired as the time goes by quickly). Everyone takes turns rolling the die until someone rolls a 1 or 6, and then they can either take one of the bars from the middle or ask for one, by name, from someone who has already taken one. People roll the die and take bars from each other until time’s up.

Example: Player one rolls a 2, player two rolls a one and takes the Snickers and hides it from view (in their lap, in a shirt pocket, under a pillow held on their lap). Player three rolls a four, player four rolls a six and takes the M&M’s. Player five rolls a three, player six rolls a one and asks player two for the Snickers, which player two hands over. Player seven rolls a five, player one rolls again and this time rolls a six and asks player three for the M&M’s. But player three doesn’t have the M&M’s, so player one’s turn is over and player two goes again. Once the time’s up everyone shows what they had. Everyone keeps a bar, and those with an extra bar gives them to those who ended with nothing, that way everyone ends up getting one in the end.

Alphabet Search

Divide the participants into small groups. Instructions: Search your person for objects that you have on you or with you ranging from A-Z. Make a list. First group to get all 26 letters represented wins. Exercise can explore how diverse we are - insight into our individual selves. If done as a small group lends itself well to a small team building exercise as the group works together through the alphabet.

Always Better with Two

Pair people up together. Ask them to spend 2 minutes each talking about themselves. At the end of 4 minutes we will come back together as a group and you will introduce each other. Ask them to tell the persons name, their position and how many years experience they have in the industry. For example: How many years they have been in Customer Service? All participants get to hear about other participants from of a third party instead of hearing from the person themselves. Depending on the session content, it is fun to add up all the years experience in the room and close with something like “Combined, we have 100 years of customer service experience.”

Animals

Objective: Have fun! Get acquainted.

To get ready: On a slip of paper, write the name of an animal that makes an obvious noise. Create five to ten slips for each animal.

Give each slip of paper out and instruct the group that they have to find the people in the room who have the same animal as them without talking. Give them a few minutes. They should make sounds and jesters that let them know what animal they are. Once they find each person in their group they should continue around until they find all the monkeys, or all the dogs, etc.

Birthday Partner

Have participants mingle in the group and identify the person whose birth date (not year - just month and date) is closest to their own. Find out two things they have in common.

Birthday Party Ice Breaker

Overview: Participants will get a chance to create their own dream birthday party.

Goal: To learn more about the participants in the group.

Time Required: 4 - 5 minutes

Material Required: Colored Paper, Markers or Crayons

Instructions: Provide participants with a hand out to record their answers and allow them to make notes and create their own dream birthday party. If the participants like to draw ask them to illustrate.

Discussion: Take a few moments to discuss as a group and share examples.

Form: Birthday Party Ice Breaker

Blob Tag

Its helpful to have a pretty large, open space for this energizer. The facilitator is it. When she or he tags someone they lock arms and then jointly attempt to tag someone else. As each person is tagged they lock arms with those who are already it. The game is over when the last person is “captured.” Some boundaries must be set up for this activity to keep folks from roaming too far a field. This game typically takes less than 10 minutes to complete.

Circle of Friends

This is a great greeting and departure for a large group who will be attending a session or meeting for more than one day together and the chances of meeting everyone in the room is almost impossible.

Form two large circles (or simply form two lines side by side), one inside the other and have the people in the inside circle face the people in the outside circle. Ask the circles to take one step in the opposite directions, allowing them to meet each new person as the circle continues to move very slowly. If lines are formed, they simply keep the line moving very slowly, as they introduce themselves.

Cut the Cake

Draw a picture of a cake. (Variation – If you have an exact group of eight – use a real cake!) The objective: There are eight people coming to the party. You have one cake to serve. Your task is to produce eight pieces of cake with only three cuts of the knife.

Possible solutions:

1. Cut cake in half so you have 2 small complete cakes. Put them on top of each other and then cut in exact 4’s thus having 8 pieces.

2. Cut the cake in half. Now you have 2 pieces. Stack them on top of each other and then cut in half – now you have 4 pieces. Cut those in half either way and you will have 8 pieces.

3. Using the knife make one complete circle cut about ½ way through the cake so you have a circle inside the cake – 2 pieces. Now cut into 4ths and you will have 8 pieces.

4. The elegant solution, Using the knife cut 1 curved line through the cake that has 3 curves. Then cut another curved line that intersects in the middle of the top and bottom curve. Then cut the cake in half.

Dinner Partners

Pair people up together. Ask them to spend 2 ½ minutes each talking about themselves. Ask them if they could have dinner with anyone, alive or dead, who would it be and why. Tell them that at the end of 5 minutes we will come back together as a group and you will introduce each other. Ask them to tell the persons name, their position and their dinner partner.

Note to facilitators – this is a great exercise to help you understand the personality of the class. For example you may have a lot of people who want to have dinner with political figures or movie stars it gives you a clue that politics are important to this group or they are movie goers. If you have a lot of people who want to have dinner with religious figures again it helps you understand the basic personality of the group.

Dream Vacation

Ask participants to introduce themselves and describe details of the ideal, perfect dream vacation.

Family Heritage

This activity works great for a diversity training session. Have each person introduce themselves by ethnicity and have them speak about their ethnic heritage or their ancestors. They could speak of family stories about coming to the U.S. or family traditions.

Favorite Animal

As the guests arrive, and before you write their names on a name card, ask them to tell you their favorite animal and three adjectives to describe the animal. As they tell you, write the three adjectives on a name tag BEFORE their name (omit the name of the animal.) Ask them to mingle with the crowd, sharing why these adjectives best describe their own personality. Example - Loyal, cuddly, playful Sherrie. Ask participants to guess which animal the words represent.

Favorite T-shirt

Ask attendees to bring (not wear) their favorite T-shirt to the session. Once all participants have arrived, ask each person to show the shirt to the group and ask them to explain how the T-shirt best resembles their personality.

Five Things in Common

Split the group up into pairs. Each pair will have 30 seconds to find 5 things they have in common. At the end of the 30 seconds, put two pairs together and give the foursome a minute to find something all 4 students have in common. Finally, each group can present the list of things they have in common. You can use this activity to form groups.

Ha

This exercise asks the participants to pass the word ‘ha’ around a circle. This activity is generally more effective when used during the later stage of the training program or session. It takes about 7 minutes and is best suited for a group of 20 or less participants.

Ask the participants to form a circle. When they are ready explain that the object of this activity is for the participants, without laughing, to pass the word “ha” around the circle. Designate one participant to be the head of the circle. That participant begins by saying “ha”. The person sitting to his or her right must repeat the “ha” and then say another “ha.” The third person must say ha ha and then given an additional “ha.” In this manner the “ha” continues around the circle. It ends when all of the participants, trying not to laugh (a virtual impossibility), have repeated the “ha’s” that preceded them and then added their own “ha.”

Variations: Use another word in place of “ha.” For example: “yuck,” “har,” or “tee hee.” or ask all of the participants to repeat the “ha’s” stopping only to let the person whose turn it is pipe in with his or her own. You can continue the exercise for five minutes regardless of how many times the “ha’s” go around the circle.

Holidays - A to Z

Have a blank flip chart prepared with all the letters of the alphabet from A to Z. Ask participants to fill in a holiday word or phrase that starts with each letter. Here are examples for you to use. Give bonus points for the letters Q, U, V, and Z.

A. Angels
B. Bells
C. Candy Canes, candles, cranberries
D. Deck the Halls ,doves
E. Elves, Eggnog, Eight Maids a Milking
F. Food, Frankincense, five golden rings, four calling birds
G. Garland, Goose
H. Holly
I. Incense
J. Jingle Bells
K. Kwanzaa
L. Logs - as in Yule
M. Mistletoe, Menorah, Mir
N. Noel
O. Ornaments
P Peace on Earth, Partridge in a pear tree.
Q.
R Ribbons, Reindeers
S. Silent Night, Seven Swans a Swimming, Six geese a laying, Shoes, Sleigh, Santa
T. Trim, Turkey, two turtle doves, three French hens
U.
V.
W. Wreaths
X. X-mas
Y. Yule tide
Z.

Hum That Tune

This activity is a fun way to break participants into groups.

What you will need: Songs Examples that work well: Row, Row, Row, Your Boat, Rock-a-by Baby. The National Anthem, The Itsy-bitsy spider, Old McDonalds, etc. Write down the names and cut them apart. The number of songs you choose depends on the number of groups you want.

Each person in the group is given a small piece of paper with the name of a nursery rhyme or other song written on it. Participants are to go around humming their tune until they find everyone else singing the same song. Then they form a group.

Ice Breaker Cards

Table Talk / Chicken Soup for the Soul Cards  Success for Dummies, Public Speaking for Dummies and Selling for Dummies - all new cards. See card section of the store for more details.

Take the easy way out! Buy a pack of Table Talk or Chicken Soup Cards. Hand one to each participant.

Table Talk cards present a fascinating fact, then pose an intriguing question to start conversation. No special knowledge needed. A great way to get conversations rolling. A perfect ice breaker for any training session or meeting event. Example: “The Mount Rushmore National Memorial Park in South Dakota, which is visible from 6-0 miles away, was completed in 1941. It honors four U.S. Presidents, George Washington, Thomas Jefferson, Abraham Lincoln, and Theodore Roosevelt. Question: If you could add a person from any walk of life to Mount Rushmore, who would you add?”

Travel Talk - A great way to get conversations about travel going.

Chicken Soup for the Soul Cards can work the same way. “Take a sip of Chicken Soup and start talking! Each card in the deck condenses a Chicken Soup story, then poses a soulful question to share.” Example: “A beachcomber saw a man walking along the shore, throwing back starfish that had washed up. “There are thousands of starfish on the sand, ” the beachcomber told him. “You can’t possibly make a difference.” The man picked up a starfish and threw it out to sea.” Made a difference to that one!” he said. Question: “How do you make a difference? To whom does it matter?”

Koosh Toss / Group Juggle

A Good Icebreaker for Day 2 of a multi-day training session. Good for a group of at least 12 and up to 30 where some people know each other, but the whole group is still getting acquainted:

Materials Needed: 3 Koosh Balls

Get the group in a circle.

Facilitator tosses 1 ball to someone in the group whose name they know, saying their name and then the other person’s name (e.g. Nancy to Tom). Tom (person who receives the ball) tosses ball to someone whose name he knows (e.g. Tom to Mark). Mark tosses to someone whose name he knows and so on, saying both names all the way around the circle. The ball is tossed to each person one time only until everyone in the circle gets it and all names have been said.

Round 2 – The facilitator tosses the balls to the same person (Nancy to Tom to Mark, etc.) only this time with 2 balls in succession (not at the same time) saying both names, both times. Balls get tossed to the same people they were originally tossed to, first one ball, and then the next, all the way around the circle stopping when they get back to the facilitator.

Round 3 – The facilitator starts again only with all three balls this time. Saying names each time, all three balls get tossed, in succession, in the same order until they get back to the facilitator.

By the time there are three balls going, it gets pretty chaotic and fun. By now all names have been said so many times everyone should have a pretty good idea of who’s who and they are pretty warmed up and ready to go. When someone drops a ball, simply give them a chance to just pick up where you left off–no need to start again.

Lap Sit

We have seen this work with 250 people in a big hotel meeting room. It works well with large groups of people. Have everyone get in a huge circle side by side. Instruct them to turn half a turn to their right. This should now look like everyone is in line facing the back of the person in front of them. Have them put both hands on the shoulders of the person in front of them. Then ask everyone to sit. They sit back on the knees of the person in back of them.

You have to be careful where large and small people are placed. Small people should always be in front of large folks! This usually works great and gets everyone laughing.

Name Tag Match Maker

Each group member will need a 5″ x 7″ card for a name tag. Then give the following
directions:

1.Put your name in the center of your card.

2.In the upper left corner, write four things that you like to do.

3.In the upper right corner, write your four favorite singers or groups.

4.In the lower left corner, write your four favorite movies.

5.In the lower right corner, write four adjectives that describe you.

When everyone finishes, have them mingle with the group for a few minutes. Without
talking, they are to read the upper left corner of the other group members’ cards. When
time is up, they are to find one or two people who are most like them and visit for a few
minutes. When time is up, they are to mingle again reading the upper right corner of the
other group members’ cards. They then find the one or two people most like them and
visit. Repeat with the lower left corner and lower right corner information.

To make sure everyone visits with several people, you could implement a rule that no
two people can be in the same group more than once.

M&M’s

Pass around a bag of M&M’s. Tell the participants to take as many as they want. Once everyone has M&M’s, tell them that for each M&M they took they have to say one thing about themselves. For instance, if a person took 10 M&M’s, they would have to say 10 things about themselves.

Meet ‘n Greet

Objective: get acquainted - help discover common backgrounds and interests.

Procedure: At the beginning of a meeting or class, ask people to introduce themselves to as many others as they possibly can in two minutes’ time. After those 2 minutes tell them to get into groups of three people. Tell them that their assignment for the next two minutes is to find at least three distinctive things that the three of them have in common. The only rule is that the three things cannot be job related (i.e. they work for the same organization.) Ask them to identify the three things as quickly as possible and to shout out loudly when they’ve done so. Provide a token prize for the first team to complete the task. Some examples of areas of commonality could be:
bullet    all are from the same home state
bullet    all have an older brother
bullet    all drive a SUV
bullet    all have degrees in the same field, etc.

After most have completed their assignments, call on a few groups to tell their areas of commonality.

Discussion questions:

1. How did some of you complete the task so quickly?
2. Did some of you have difficulty finding common backgrounds or interests?
3. Did anyone discover some startling or surprising information about the others (all are twins.)

Approximate Time needed: 10-15 minutes.

Once Upon a Time

Objective: Quick ideas to get people focused in the room on each other; also ready to participate.

Procedure:

Go around the table (or circle) and complete one of these sentences:

Once upon a time, I…

My ideal vacation is…

The riskiest thing I ever did was…

The wildest thing I ever did (that I’ll admit to) is…

Oxymoron’s

This energizer asks the participants to identify oxymoron’s and list these on a flip chart. It is very effective if used spontaneously when someone uses a oxymoron. You can also break the group into smaller teams and have them compete for the most creative or the longest list.

Click here now for a sample list of oxymoron’s. Add more to it and create your own list!

People Bingo

Make a 5 x 5 grid, like a bingo grid. Write “FREE” in the center space. In all the other
spaces, write things such as “Born in another state,” “Is the youngest child in family,”
or “Beatles fan” (tailor musical group to your audience). Fill in all the grids with items of interest to the participants.  Run a copy for each person.

The participants are to get the signature of a person who meets the criteria for each
section. You might want to implement a rule that a person can only sign another
person’s paper in two spots. The first person with a completed card wins.

Run Away With the Circus Ice Breaker!

Overview: Participants will pick a circus character and explain how that character relates to themselves or why they would chose to be that person for a day.

Goal: To learn more about the participants in the group and to demonstrate that they can be spontaneous and fun during the session.

Time Required: 4 - 5 minutes

Material Required: Colored Paper, Markers, Crayons

Instructions: Provide the participants with the hand out below and allow them to make notes and select a character that they would like to be if they had ran away with the circus for a day. Tell participants to be as wacky as they would like and to have fun. Let them know they can color and illustrate if they wish to.

Discussion: Take a few moments to share a few examples and laughs as a group.

Ask why they chose that character?

Ask how the character relates to themselves?

Ask how the character does not relate to themselves?

Form: Run Away With the Circus for a Day!

Say Cheese, Please

As each participant arrives, take their picture with a Polaroid camera and hang their photo on a piece of flip chart paper in the entrance area of the meeting room. Hang them in groups of two or three photos (depending on size of meeting - you may have only 2 per group or more if the group is large). Use your creativity and decorate the flip chart paper to extend a Warm Welcome and set the tone of the meeting. Once all participants have arrived, ask them to find their partner from the photo display on the easel. They are to spend about 5 - 10 minutes getting to know the person. Then have them introduce their partner to the rest of the group and share something they discovered they have in common.

Self Awareness Ice Breaker

Overview: Participants are asked to write down what comes to mind first when certain questions are asked.

Goal: To learn more about themselves.

Time Required: 3 - 5 minutes

Material Required: A blank piece of paper

Instructions: Define the term adjective and ask the group for a few examples. Read the following questions only and encourage participants to write what first comes to mind and to only spend a few seconds on each question. Once you have completed asking the questions review as a group, ask for volunteers to share their responses and read the answers listed below.

Questions:

List two adjectives that describe your favorite animal.

Answer: This is how the participants see themselves.

List two adjectives that describe your second most favorite animal.

Answer: This is how others see the participants.

List two adjectives to describe the ocean.

Answer: This is how the participants view life.

List two adjectives to describe the sky.

Answer: This is how the participants view death.

Optional: ****Warning High Risk

List two adjectives to describe white water rafting.

Answer: This is how the participants view sex.

Skittle Skuttle Ice Breaker Activity

Overview: Participants select a skittle candy from a dish and match to the color listed on the worksheet.

Goal: To get to know each other during introductions.

Time Required: 1 minute to select a candy, 2-4 minutes to share an experience.

Material Required: One Bag of Skittles and a candy dish or bowl.

Skittle Skuttle Ice Breaker Activity Worksheet

Match the color skittle you have drawn from the cup to the questions listed below.

Red

Boy! I was embarrassed when…

Orange

My strangest job ever was…

Purple

My best vacation was…

Green

Something I like to treat myself to…

Yellow

Dessert I can not live without…

Stranded on a Desert Island

Overview: We have used this ice breaker for many years as being on a desert island, however if you want to, you could appropriately rename it Survivor - like the popular TV show!

Participants are asked to write down what they would bring if they were going to be stranded on a desert island and only had 5 minutes notice. Once everyone has written down their item ask each person to tell what thy brought and how they plan to use it.

Give them a few minutes to decide how they could combine their items to better survive. If you want to allow more time combine people into groups have them brainstorm what they can do with their combined items. Give a prize to the group that is most creative.

Goal: To learn more about themselves.

Time Required: 3 - 5 minutes

Material Required: Colored Paper, Markers, Crayons

Instructions: Provide the participants with the hand out below and allow them to make notes or illustrate what one item would they would bring if they were going to be stranded on a desert island and had only 5 minutes advance notice.

Discussion: Take a few moments to share a few examples and laughs as a group.

Ask why they chose the items and why they meant so much to them?

You are going to be stranded on a desert island in less than 5 minutes and you are only permitted to take one item. What will you take with you? Feel free to illustrate or make notes.

You can click on the image to the right and get a full page to print on a color printer to use for the exercise.

The Name Game

Overview: Have the group complete the questionnaire silently. Upon completion fold into fours and drop into a hat or bag.

Goal: To get groups to realize they do not always know everything about their co-workers or someone they have worked with for quite some time.

Time Required: 2 minutes to complete questionnaire - 10 minutes to draw cards and discuss.

Material required: Colored paper to print question sheet on and a hat or bag.

Instructions: Have someone randomly draw a card and read the answers out to the group as they guess which classmate it may be. Once someone selects the correct classmate have that individual draw the next card.

Discussion: Ask if they discovered anything new about someone? Ask if they found something in common with someone?

Form: The Name Game

1. Favorite Dream Vacation Spot ______________________

2. Favorite Type of Car ______________________________

3. Favorite Actress/Actor _____________________________

4. Favorite Movie ___________________________________

5. Favorite Hobby ___________________________________

6. Favorite Color ____________________________________

Toilet Paper Go-Round

Material: 1 roll of toilet paper (if you “borrow” it from an office bathroom, be kind and leave some for your colleagues!)

Pass around a roll of toilet paper and say something like “just in case this meeting gets a little messy, everyone needs to take some” (with no other qualifiers or instruction). Then go on with other business (agenda, minutes, and “housekeeping” items…) as the roll makes it way around the room.

Some folks by nature will take many “squares” and some just a few. Once everyone has had the roll, and you’ve finished other business, ask everyone to introduce themselves and share with the group as many “things” about themselves as number of “squares” they took! You can suggest the “things” be generic or make it work-related. You choose.

Travel to My Home Town

Objective: Get people acquainted.

Procedure: Divide the participants into groups of 4-6 people. Ask each group to get together in their own location. Their task is to come up with a list of home towns and then develop a geographically-correct number of home towns that represent the number of home towns for the entire group.

Hint: Participants from each group may “travel” to other group tables to obtain needed information.

Approximate time needed: 10 minutes to work in groups and 5 minutes to review answers with entire group.

Optional:

1. If you have a map for each group they could pinpoint and mark the home towns or,
2. If time allows have each group tell what town they think is the most interesting and why.

Discussion Questions:

1. Which group has the most accurate number of home towns?
2. Which group finished first?
3. If a map is used which group accurately placed all the towns on the map?

Two Truths & A Lie

In groups of three to eight (depending on how much time you want to devote to this exercise) have individuals take turns making three statements about themselves — two which are true; one that is a lie.

After an individual makes their statements, the other folks in the group discuss among themselves, which seem most plausible and what is most likely to be the lie. Once they come to some sort of consensus, the individual who made the statements not only tells which is the “lie” but also provides a bit more background about the “truths” as well as what made them think folks might have thought the “lie” was a “truth.”

Groups of three can easily do this in less than 10 minutes.

Note to facilitator - This game works well with groups that are new to one another. It is often surprising how relative strangers can instinctively pick up the nuances between truths and lies based on very little information. The game also works well with groups that have been together awhile and Think they know a lot about each other.

This exercise can also be done “electronically” with groups that aren’t physically located together, but have been “assembled” to work together on some task — for example a cross-functional task force or a committee that has folks from across the country participating. It takes a little longer — but provides the same benefits.

Yarn Toss

Start with a ball of yarn. Say your name and an interesting fact about yourself. Then, holding the end, toss the ball to another participant. That person will say his/her name and an interesting fact, then, holding on to part of the yarn, toss the ball to another person. By the time everyone has spoken, there will be a large web of yarn that can be displayed on the wall of the training room with tacks or tape. This activity can also be used as a review tool - each participant says something about the subject, then tosses the yarn.

Whistle While You Work

This energizer is best done outside or in a place where it’s okay to make a mess! It is ideal for an evening energizer at an outdoor event. Have a stack of saltines for each team. Break them into groups of 4 - 5. Give each group an equal stack of crackers and have them go to their designated location. Select a team of judges. Allow each team two minutes to plan their strategy. Then which ever team can successfully whistle “Whistle while you work” the fastest wins. The only rule is the person or people who are whistling must have crackers in their mouth the whole time they are whistling!

Who Am I?

For this activity you will need one sticky note per person. On each note write the name
of a celebrity, political figure, cartoon character, book character, etc. You can choose one category or mix them up. Use a different person for each note.

Place a sticky note on the back (or forehead) of each participant. The participants are to figure out who they are, but can only do so in the following manner. Find a partner and
read each other’s sticky notes. You may ask the other person three questions to which
there are yes or no answers.

Once your questions have been asked and answered, make a guess as to your identity. If you are correct, move the sticky note to your chest and you become a “consultant” who gives clues to those still trying to figure out their identities. If you are not correct, find a new partner and repeat the process.

SPECIAL NOTE: Be sure to choose characters that are appropriate to the age of the participants to avoid “generation gap frustration.”

Examples: Madonna, Santa Claus, John Wayne, Casablanca, Hillary Clinton, Kermit, Abraham Lincoln, Bill Gates, etc.

*Several of our icebreakers we have found in The Big Book of Icebreakers by Edie West, published by McGraw-Hill 1999 - Check out her book for more quick fun activities for energizing meetings and workshops.

From Manager to Coach

As business continues to expand the use of workteams, the need to enhance leadership skills to guide them becomes of paramount importance. Leadership of a highly involved, empowered workforce contrasts sharply with the command and control structures of hierarchical systems. In my almost 20 years working with these concepts, I don’t think that we have fully grasped even now the enormity of the transition.

In the 1980’s and early 1990’s, many supervisors and managers sat quietly by, watching to see if this powerful trend was yet another management fad that would soon pass. It didn’t. In fact, as technology propelled the business engine faster, the need for front-line people to assume more responsibility for day-to-day operations became a given.

Too many organizations, however, have not appreciated the enormity of this change and have attempted to inject involvement and empowerment concepts without properly preparing the leadership. Consequently, most change efforts fall short of their mark.

Negative Perceptions of New Work
Many managers and supervisors reared in the traditional system perceive involvement and empowerment as “coddling” workers and, perhaps more important, lessening control of the work. They also perceive it as “giving up” power and authority, a notion that creates significant discomfort.

These leaders also struggle with their role in the new system. The manager was promoted based upon skills and abilities relating to command and control. Now the needed skills are shifting dramatically in the new systems. Metaphorically, the manager was asked to “play the trumpet” during his career, but is now being asked to “play the piano.” The change is significant.

In the absence of other input, they see more negatives associated with this role change than positives. In 1984, then again in 1990, Dr. Janice Klein of the Harvard Business School and and Dr. Pamela Posey, formerly of the University of Vermont, studied front-line management perceptions of employee involvement and empowerment. In both studies, most saw these as positives for the company and front-line workers, but only one-third saw the concepts as positive for themselves. That says that two-thirds of the front-line management perceived more negatives.

First Steps to Changing Attitudes
Recognizing this, we need to take steps to help this group of important people break through the barriers to their full participation.

First, senior management should delegate new work to the next level, and each level should do the same. Delegation of work in an empowered workplace is not just from front-line supervision to worker, but at all levels. As middle managers see new, more important work coming their way, the fears associated with “job security” begin to subside.

Second, it is important to help front-line management see the real benefits of involvement and empowerment for themselves. In the trade, we call this the “What’s In It For Me” or “WIIFM” technique. It has been proven many times that moving involvement, empowerment and responsibility to the front lines begins to free up time for those above. So in my sessions with these leaders I simply ask the question “What would you do if you had an extra 2 hours in your workday?” Then I write everything they say on a flip chart. After about 10-12 items are listed, the resistance behavior begins to subside and new energy emerges. The list looks something like this:

1.

As my people acquire more skills, I am fighting less day-to-day fires and can spend more time on planning (something they acknowledge is rare today).
2.

I am able to spend more time on strategic direction, and have actually become involved in higher level sessions with our executives.
3.

I now have more time to look at processes, new equipment we will need, future training for my people, and customers.
4.

I can spend more time on the “people” issues and more time with my people.
5.

I can spend more time on myself—my own development—take some off-site courses.
6.

There is less bickering and nitpicking now, people seem to have their energies focused on more productive endeavors.
7.

My people seem happier, more committed. I am taking home less problems and headaches.
8.

I now get more ideas to improve the group/department, and the quality of the ideas is getting better.

New (?) Skills
I keep having this argument with myself that most of the skills needed to coach today’s workteams are really no different than those any good leader would use. But then I realize that some of these concepts ARE different.

Take employee involvement for example. In the past it was expected that the leader would do most if not all of the real thinking in the group or department. So when employee involvement began to grow, this required a significant change in how the leader approached decision making. Instead of making the decision, the leader needed to think first to ask his or her people if they had ideas.

In reality, of course, there are leaders who have always done this. But generally, decision making was the role of the leader.

So what is the new skill to be acquired here? Asking for feedback before the decision is made. Even the youngest, newest person in the group will bring valuable insights from a fresh perspective.

How to Behave Like a Coach
Do you know someone moving their leadership styles from managing to coaching? here are some thoughts to keep in mind. Don’t read these thoughts as a list of platitudes, but rather essential pieces of a high-performance leadership style.

1.

Coaching recognizes the inherent potential of people - Coaching implies a respectful attitude toward others. The coach understands that the people being coached are valuable contributors to the team—full of talent, skills, and inherent creativity. This belief, then, guides behavior that supports and nourishes people, creating an environment that releases human potential rather than restricts it.
2.

Coaching is collaborative - Coaching implies working with people to achieve a result rather than forcing one. Collaboration is at the heart of new business skills because it widens the sphere of intellect, bringing greater resources to the table of inquiry. Today’s coach understands this, and is always asking for feedback on issues.
3.

Coaching is using the appropriate guidance - Coaches assess a team member’s readiness for a specific task and provide the appropriate leadership style. A novice team member requires clear and direct instruction on the task whereas a seasoned team member only an occasional nudge for growth.
4.

Coaching is helping others to remain focused on the mission - Great coaches help their teams to always keep the end result in mind. A team focused is a team on a mission—a critical element of success.
5.

Coaching is trust - Good coaches know that when trust is present, team members feel confident to be open, take risks, and perform at levels that might be restricted in an atmosphere of fear and doubt.
6.

Coaching is empathy - Coaches pay attention to emotional needs. Life doesn’t end at the office or plant doors, and good coaches know that emotional health is a critical component of work performance. Coaches are not psychologists, but are alert to the signals of emotional distress. The ability to listen with empathy is not only a coaching skill but a human skill.
7.

Coaching is growing people - A gardener understands that a seed has the potential for growth if the proper environment is present. A coach cultivates an environment of learning through encouragement, example, and support.
8.

Coaching is building self-esteem - Coaches know that self-esteem is built through successive task accomplishment. Coaches help people to expand their boundaries at a rate that ensures success and minimizes failure.

For leaders to succeed, their people must succeed. So simple a statement, yet so seldom understood. The coaching paradigm, different from the managing one, embraces the development of people, and in so doing, enhances the probability of success for everyone.

Leadership in the next millennium will understand and embrace this relationship.

How to Make a Decision Without Making a Decision

When I first saw  a decision being made without any decision-making, I was trapped with hundreds of my fellow community members in a fertilizer factory in Western Colorado.

The place stank like anything, and it was stifling hot. The towering sheet-metal roof was bellowing with thousands of gallons of water smashing down on it from an unstoppable herd of thunderclouds charging by thousands of feet above us. Jostling together in our sopping rain gear, we were not happy campers.

You may have guessed that was not your usual intentional community. We were 400 people from all walks of life trying to live together in a tent city that moved 15 miles down the road every day or two. We joked that our lives were “in-tents”. We were the 1986 cross-country Great Peace March for Global Nuclear Disarmament and we were getting ready to fall apart. (We’d already fallen apart once in the California desert when our sponsoring organization, Pro-Peace, went bankrupt and stranded all 1200 of us. 800 of us went home.

The 400 of us trapped in the fertilizer factory were the ones who’d finally gotten rolling again after two weeks holed up on a Barstow MX track back in March looking for new support and leadership. But that’s a whole ‘nother story!) At any rate, here it was June already and we were being eaten away from the inside by a conflict that just wouldn’t stop — the familiar war between “maintaining an acceptable appearance for the rest of the world,” and “expressing our authentic selves.” Nearly every community has its own version of this. Ours had been festering for almost two months before we landed in the fertilizer factory (we’d been decamping on its lawn when the storm rolled in).

Our two polarized camps were: “We should march along in orderly rows to impress the media and maintain order in the face of traffic!” and “We should move at our own pace in a strung-out line so we can appreciate the natural world and chat with people in homes and schools we pass!” You can pretty much imagine who was on each side. And each side was ready to leave the march … “if you people are going to wreck the march like that!”

But today we were momentarily drawn together by our common enemy, the rain. Taking advantage of our temporary communion, a few wise marchers set up a portable speaker system right there amidst the piles of odiferous chemicals, suggesting that anyone who wished to should take a 2-minute turn speaking into the microphone about our conflict. So we did that, with great passion and messiness.

*

“How can we talk about peace and then force everyone to march like a military unit?!!”
*

“How do you expect to get disarmament if the media can make fun of us as a raggle-taggle mob of hippies?!!”
*

“How do we expect to get to Washington if we can’t get along?!!”
*

“No one has a right to dictate to me how I walk!”
*

“Someone’s going to get hit by an upset motorist in some city if we don’t get some discipline around here.”
*

“I get all my energy from the sky and the trees. If I’m too crowded with other people I lose touch with that.”
*

“Hey, folks, we’re all in this together. We’re just like the Russians and the Americans; we have to learn to resolve our conflicts peacefully.”

It went on like that for two hours, with each person speaking only once. As it proceeded, I noticed that speakers were increasingly taking into account what previous people had said. Even though there was no back-and-forth, and no facilitator, the monologues began to sound more and more like dialogue.

I was REALLY blown away when one speaker after another began saying things that had only occurred to me moments before. I heard the ambivalences and nuances in my own head and heart being spoken and wrestled with in the public conversation I was part of. I started to sense us all working our way into what some native peoples call “One Big Mind.”

From the inside, I could feel that big Peace March Mind struggling to come to terms with all the elements of this difficult problem that it faced. It was doing just what my own mind does: “Well, let’s see, if I do THIS, then…. but no, that wouldn’t be so good. So I should try THIS, and then… But I need to take into account this other thing… etc.”

And then someone said:

*

“Why don’t we all walk together in the cities and let people walk at their own pace in the country?”

The next person said,

*

“Well, I was going to talk about my experience as a media photographer, and the sorts of shots we like, and I was sort of thinking it would be good to be all together with the flags up front, but then I realized this new suggestion seems best of all. High shots of the march strung out along a country road, plus talking to farmers and all that would be great — but you’d need to be massed together for a city shot to make sense.”

And the next person said,

*

“Well, we could just call it city mode and country mode and just do it.”

And then the rain stopped. After two hours of unremitting clatter, the silence was deafening. Without further comment, we streamed out into the dusk to finish putting up our tents.

The realization? As I stepped out into the flooded fields I suddenly realized that no decision had been made. No motion was made. No vote was taken. No one checked for consensus. Nothing was announced or recorded. The group just “knew” how we were going to behave as we marched down the streets and highways of America. And, in subsequent months, the overwhelming majority of us did just that.

Years later I read that Oren Lyons, faithkeeper of the Turtle Clan of the Onandaga Iroquois, said of his tribal council tradition:

“We just keep talking until there’s nothing left but the obvious truth.” Once “the obvious truth” has been found, there is no need for a “decision.”

Such truth not only sets people free — it allows a group or community to self-organize.

MIDWIFING THE EMERGENCE OF “OBVIOUS TRUTH”
The word “decision” derives from Latin words meaning “to cut away.” It comes from the same root as “incision” — “to cut in.” To de-cide is to cut away all the other alternatives but one. If you are considering options 1-6, a decision picks option 4 and cuts away options 1, 2, 3, 5 and 6 (to say nothing of 7-419!). When people “hammer out a compromise”, there’s even more cutting going on — a cutting and pasting of trade-offs. And “forging an agreement” requires a lot of heat and even more hammering.

In contrast, what happened in that Colorado fertilizer factory in the summer of 1986 was more like a group realization (a collective “a-ha!” experience) or a seed sprouting. No cutting, no hammering, nothing being pasted together or traded-off — just a set of conditions that helped the obvious truth emerge. Instead of slicing, pounding and constructing, the energy was more like emergence, sprouting, bubbling up, being born, breaking through.

Of course the breakthrough came after a lot of turbulent hoo-hah about all the aspects of the issue, all the feelings, all the stories people were telling themselves and each other, all the information connected to this or that possibility. I’ve come to think of this as the necessary cultivation of the earth in preparation for planting, or like making compost, or like mid-wifing a birth.

This is “setting the conditions” needed to help the natural, obvious truth emerge — that bigger truth that takes into account all the different pieces of the puzzle. The struggly, juicy work early on provides the nutrient base for the ultimate discovery of that big truth.

THE FIVE REQUIREMENTS
Here are five requirements for powerful non-decision-making, for discovering big obvious truths:

1) DIVERSITY: Without diversity, there is no creative tension, and little chance of seeing a bigger picture. Any group has lots of diversity, but sometimes the right KIND of diversity is needed. Consultant Meg Wheatley offers a great question that can be asked over and over: “Who else should be in this conversation?” But diversity needs help to avoid bogging down in argumentation so it can discover its true resource-full-ness.

2) PASSION: Without passion there is no energy to drive discovery. Too often we are urged to be “dispassionate” because passion is so often associated with dogmatism and inflexibility. But passion is where the creative juice is, where the caring is, where everything that is truly important lives. It just needs help to break out of fixed ideas and preconceptions long enough to become aligned with the passions of other people. This generates the power needed to realize shared visions and solutions.

3) MOTIVATION  (Commitment/Responsibility/Necessity): Without commitment (or responsibility or necessity) there is nothing to keep people together in the conversation long enough to make it through the inevitable dissonance one encounters enroute to the shared excitement of creative discovery. The emergence of true breakthroughs is seldom neat and pretty. All creativity is messy, some is fun. But if we’re going to get through the messy parts, we have to hang in there. (This is a secret probably every communitarian reluctantly knows…)

4) DEEP DIALOGUE: By “deep dialogue” I mean exploration towards shared understanding, connection and possibility. Deep dialogue isn’t a method. It is a quality of inquiry and conversation characterized by interest, listening and respect. It can be achieved by agreement, by group culture, by practice, by accident or by facilitation. In the Peace March example above, we had already developed a group culture of “talking stick circles” — the Native American practice of passing an object around a circle, with each person who holds it “speaking the truth from their heart.” We’d practiced doing circles for several months, and that spirit helped generate the deep dialogue that resulted when our “talking stick” was a microphone.

5) ENOUGH TIME: How much time is “enough time”? Sometimes it is ten minutes. Sometimes it is ten months. Often “enough time” includes leaving an issue to lie fallow — letting it be gnawed at by people between meetings, letting perspectives and situations shift incrementally — before coming back to it again. Enough is enough. And those communities that acknowledge the power of ripeness and the essential continuity of community conversation — and therefore help their shared understandings develop “in their own good time” — reap the richest harvests.

METHODS
Just as good cultivation or midwifery doesn’t guarantee a great harvest or a healthy baby, good group process doesn’t guarantee the emergence of Greater Truth. However, we’ll only be able to evoke shared insight with any frequency if we use good processes well.

hoice-creating process was created by consultant  Jim Rough of Port Townsend, WA.

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It is the centerpiece of a practice called “dynamic facilitation” which encourages people and ideas to change as a conversation unfolds. Anything done to help such transformational conversation happen qualifies as dynamic facilitation.
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Jim contrasts “transformational talking” with “transactional talking” or discussion, in which unchanging people bat solid ideas back and forth like a ping-pong ball. “Discussion” derives from the same root as “percussion” — a root meaning “to hit.” In contrast, transformational talking is more flowing and exploratory.

The choice-creating process works best where a group faces a thorny shared problem they all care about. The dynamic facilitator writes what they say up on four chart pad pages, labeled

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Problems (or Situation Statements, or Inquiries),
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Solutions (or Possibilities or Options),
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Concerns, and
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Data.

Most processes try to get clear on the problem first, then discuss it, then figure out a solution, etc. Choice-creating process just plucks these things like fruit as they arise from the ongoing conversation, with no effort to organize them.

The group usually starts with some problem statement that evokes people’s suggestions about how to handle it. Most familiar processes treat suggestions as proposals. But in choice-creating each suggestion is just written on the Solutions page.

Furthermore, at any point someone may say, “Wait a minute. We’re barking up the wrong tree. There’s actually a much deeper (or broader or other) problem here….” The facilitator writes the new problem statement on the Problems page and — if the group is interested in it — follows their energy. There’s no effort to hold the conversation to any linear train of thought.

If someone says, “That’s absurd! That would distract us from our basic mission here!” the facilitator writes that down on the Concerns sheet, nipping conflict in the bud while noting each person’s contribution. If someone says, “We’re forgetting there are thousands of people in this town who are not part of our community who are also interested in this issue,” that’s just written on the Data sheet.

The facilitator lets people know they’ve been heard and keeps the conversation moving forward. He or she doesn’t revise what’s already written, or check whether a piece of Data is factual or not, or try to get the group to pick the best solution from those listed.

Whatever is said is logged on the big sheets in front of the room.

Sometimes the facilitator will dig a bit, trying to put some meat on the bones. For example, if someone says, “The real problem is X!” the facilitator might write that down and say, “You’re saying that the real problem is X. Is that right? Ok. So let’s say you’re king of the world. How would you handle X?” — and writes down the answer on the Solutions page. “And you over there. What do you think?”….

In the early stages of the choice-creating process people tend to share things they already knew when they walked in — their sense of the problem, their ideas about what should be done, their concerns and information. This is exactly what should happen, and the facilitator helps it along. All those pieces of the puzzle need to be out in the group space. And participants need to feel heard, to free their attention to hear and creatively interact with each other.

A well-facilitated choice-creating process will usually evoke breakthroughs if:

a) all the participants are really interested in solving the problem or breaking through on the topic;

b) the group of participants is consistent over time; and

c) there is enough time available, preferably several meetings, each several hours long.

Choice-creating works best with a trained dynamic facilitator. Smart organizations and communities will share facilitators so that every member of each group can participate in that group’s meetings and the facilitator has no special interest in the outcome.

Tom Atlee is the founder and co-director of the non-profit Co-Intelligence Institute and has served on the boards of The Center for Group Learning and Berkeley’s Ecology Center. His work has grown out of years of exploring and writing about collaborative dynamics and the need to improve society’s ability to recognize, reflect on and creatively respond to challenges. Tom writes extensively on leading-edge issues in politics, philosophy and social transformation, and his primary focus is on co-intelligence and revitalizing democratic systems.

The Team Start Up

The Team Start Up guide has been prepared to give some guidance to team leaders and/or facilitators working with newly-formed teams. These steps have been used successfully, in part and in their entirety, with different types of teams, including labor-management partnership teams. For best results, we recommend that a block of time be set aside for this activity when a team first begins meeting.

This Start Up guide will take a team through the first step of its process in which the goal is “Defining the Project’s Purpose and Scope”. The Start Up will also establish a healthy foundation for the team’s work. Products of this stage include:

- a clear and common understanding of the team’s charter,
- ground rules and operating procedures,
- defined roles,
- identification and understanding of the team’s interests,
- a vision of the desired outcome,
- a mission statement, and
- a draft work plan.

By the completion of this stage, each team member should correctly and confidently be able to answer the following questions:

- What is the project’s purpose?
- What problem or “gap” is the team addressing?
- What impact will closing this gap have on customers?
- What other reasons exist for addressing this gap?
- How will the team know if things are better?
- What is the team’s plan for this project?

Throughout the Start Up the team establishes how it will tackle and resolve issues and practices doing so. Trust, common understanding, and “teamness” begin to develop among team members.

The use of a facilitator is not required during the Start Up. However, when a facilitator partners with the team leader, the team leader has an opportunity to practice his/her team leading skills with the support of a facilitator. While the facilitator serves to introduce the use of meeting skills and model appropriate meeting behaviors during the Start Up process.

Special notes to facilitators are italicized throughout the Team Start Up Guide.

Note that the Team Start Up is intentionally a very structured process. Because the facilitator is teaching tools, techniques, and modeling behavior, we are trying to show the “text book” way things are done. As the team gets to know each other better, use of the tools and techniques will become less formal. If we begin by using the tools and techniques very loosely, the team may not learn them properly, or believe in their importance.

Events to Build the Team

Through the years that I have been working with organizations, I have always been fascinated by the power of events and celebrations to pull people together. Since we spend our days working together and focusing on the business at hand, the work becomes our primary medium for interaction. As such, its character is formal, serious, important, necessary, technical, and administrative. And, as we reduce payrolls, it also has become hectic, pressured, and demanding. We all accept this as part of the work climate.

When there is an organization event or celebration, however, the character changes somewhat. It gives people time to pull back, relax, celebrate what has been accomplished, and look at each other as fellow humans bound together by a common purpose.

From a team building perspective, it allows for greater interaction between people separated by functional boundaries. This interaction then gives us the opportunity to see our colleagues from a different perspective, breaking down what may have been hidden barriers to open communication.

For example, during my work on construction projects years ago, I as an engineer was regarded by the craft workforce rather skeptically. Engineers tended to make the work more difficult by demanding strict adherence to the specifications. The communication was usually formal, guarded, and almost always about business. Generally, we avoided them, and they avoided us.

If only we could break down this invisible barrier, we might be able to collaborate on how work could be performed better. I as the engineer brought technical expertise, but the craftworker brought years of practical, hands-on experience and knowledge about the trade.

In 1980 when I began learning about employee involvement, I was totally unaware of the value of events and celebrations. As we moved forth with worker involvement in solving job problems, the atmosphere on the site became more open and trusting.

The Golf Tournament

One day one of the electricians suggested we consider sponsoring a golf tournament for all site employees. Although this was a little off-the-wall for us, we assembled a small group of people to organize it. The tournament was held, sausages were barbecued, and we all had a good time.

The following Monday at work was different. Somehow the communication was better…more open. Those who participated in the tournament talked about how nice it was to have management and labor, not to mention labor and labor (there were about 20 unions represented on the jobsite), doing something informal together.

After this event was held, we began to get other requests for similar events. If someone had an idea for an event, we would usually let them take the lead in organizing it. In another example, our ironworkers suggested a bass fishing tournament. Management approved it, the ironworkers planned it, and it too was successful. Since I wasn’t a bass fisherman, but wanted to participate anyway, I was paired with the sheetmetal general foreman for the day. We had a great day. From that day on, he and I at work had no difficulty communicating on any level about any subject. The barrier had been broken down.

Over the remaining two years of the project we held other events such as retirement luncheons, milestone accomplishments, crew award dinners, and of course, other tournaments that continued to break down barriers and build the team. The work atmosphere was excellent, and so was job performance. The big lesson for me over those two years was that these events were important in building relationships and, ultimately, the larger team.

The Need for Belonging

Humans have needs, and one of those needs is for belonging. We want to feel a part of something… to be included. Our association with others is a necessary part of our completeness. But if you look at our lives today, there is much separation, both in our neighborhoods and at work. Yet the need for affiliation is always present.

Perhaps this is why corporate celebrations and events tend to be valued. It’s the one opportunity to pull back and look at ourselves as this larger team of people who truly work together toward our common purpose.

Terrence E. Deal and M. K. Key, in their new book Corporate Celebration: Play, Purpose, and Profit at Work, state a similar view. They say that “Celebration is vital to the human psyche. All of us have an emotional craving, a deep-seated need to participate in ritual and ceremony. When we do, each of us experiences extraordinary intra-psychic feelings.”

They go on to state that “In authentic celebration, people are willing to step out of their daily routine, drop their outer masks, and be fully present in the occasion: being a part (we) and also being apart (me). In the experience of we is the collective sense of family, inclusiveness, communion, belonging, connection, solidarity, a common purpose, vision, and values. We cannot be complete as individuals unless we are deeply involved in community.”

My Next Project

My next assignment was a megaproject of 7000 skilled craftsworkers, engineers, and administrators all represented by an array of companies and unions. This project was in trouble. It was falling further behind schedule each month with no signs of changing.

I was asked to manage a team building process that I would design. What I implemented was a multifaceted approach to the project’s improvement centered on worker participation. (We didn’t call it “employee involvement” in 1983.) Remembering my previous experience, I incorporated events and celebrations as an integral part of the improvement process.

With a project so large, many of the craftsworkers were travelers, coming from other states. They had little ties to the local area and few acquaintances. To think of events for the project, we simply listened to what people were saying. Therefore, most of the events were suggested and planned by the people themselves, and since few limitations were imposed, the list was extensive:

* Golf tournaments
* Fishing tournaments on the Delaware River
* A tennis clinic
* A 10-kilometer run
* A softball tournament
* An essay contest that included family members
* A photo contest
* Racquetball clinic
* A volleyball tournament
* Bowling outings
* Trips to Atlantic City casinos
* Water conservation contest
* March of Dimes Walk-a-thon
* A picnic at a local park
* Whitewater rafting trip
* An armwrestling contest
* Weight-loss contest

In addition to the events, we held numerous celebrations to show appreciation for accomplishing important milestones and to generally pay tribute to our workforce. These celebrations included:

* Honoring our Vietnam vets
* A site open house that attracted 10,000 employees and family members
* Site appreciation day with mementos for everyone
* Over 200 recognition awards for individual and team accomplishments
* Over 200 suggestion awards
* Several significant milestone achievements

Workers with ideas for events were given time to plan and coordinate them and money for shirts, trophies, and mementos. There was one guiding principle that drove all of our thinking on how to design events and celebrations: “Whatever you do, do it first class!” This sent a message, loud and clear, to the workforce that if we expected top quality work from them, then they could expect it in return.

There were critics who said that these kinds of events had no place on a construction worksite. The critics’ voices quieted, however, when job productivity and quality began to rise unquestionably. Within six months, and continuing through the next three years to the completion of the project, productivity and quality rose significantly, recovering the lost schedule and completing the project on time.

It Just Makes Sense

I really don’t know why we struggle so in work organizations with the notion that when people feel better about their workplace, when they feel a connection to it, when they enjoy their relationships with coworkers, and, once in a while, have an opportunity to step back and relish in their accomplishments, that this somehow isn’t “real business.”

We pay inordinate attention to the technical side of business, but little attention to the people side.

Southwest Airlines remains alone at the top of the list of companies whose stock has returned the highest return to investors since 1972, and it was the only airline to remain profitable during the difficult years of 1990 through 1994 when the industry as a whole lost $12.8 billion. (From the book NUTS! Southwest Airlines Crazy Recipe for Business and Personal Success)

I can’t help feeling that this somehow relates to their culture of celebration. Yes, they have made excellent technical and strategic decisions. But it’s the sheer enthusiasm of its people that drives the company’s success. According to Kevin and Jackie Freiberg who authored the book Nuts, “Southwest Airlines is famous for honoring individuals, groups, significant events, and important accomplishments in creative, festive, and often positively outrageous ways. There are few organizations where people celebrate life as passionately and as consistently as do the people of Southwest Airlines.”

Perhaps one day soon we will recognize that these events and celebrations are not intrusions to the work, but, in fact, necessary ingredients in its performance. We can throw people together into any group, give them a mission, and have them produce a result. But if we expect that result to be extraordinary, and if we expect it to last over time, then we must pay homage to the spirit that resides within us. Those who do will win, those who don’t…. well, let’s just say that they will fall somewhat short of their potential.

Team Based Incentives

“We created a team, we’re paying a team bonus, but we’re not seeing any improvement in our results. Something’s wrong with the incentive system.” You’ve probably heard statements like this before; perhaps you’ve said them yourself. One of the recurring themes among managers today is how to reward teams. Take the example of a sales organization where each district is selling products Black, White and Red:

Black and White are commodity products, but Red is a specialty product. The sales force is meeting its targets on Black and White, but sales of Red are low.

Sales management decides that Red is too difficult for the regular reps to sell on top of their other products, so a specialty rep position is created. The specialty reps are going to exclusively sell Red to the key accounts and the regular reps are going to continue to sell all three products. The specialty reps will work with the regular reps to optimize sales of Red. One specialty rep will have the capacity to cover several districts and will report to a separate specialty district manager. The only other change being implemented is in the incentive plan: instead of being based on individual sales, 25% is going to be a team incentive based on sales of Red and shared by the regular reps in the district and the specialty rep.

After several months, sales management is frustrated that sales of Red are still below target. The regular reps are still focusing on their key products-Black and White. They’re upset that, because of the team bonus, 25% of their incentive is being diverted to Red, which is not selling well. In the past, they could compensate for the low Red sales by exceeding their targets on Black and White and still earn a full bonus, but now they can’t. They could spend more time with the specialty rep selling Red, but feel that their time is better spent selling their own products. They now have two managers telling them what to do, and each has different priorities.

Why isn’t the new plan working? There are several issues here and compensation is only one of them. Taking a group of individuals and asking them to work as a team is often harder than it seems. When recruiting individual sales people, companies usually look for strong individuals, with “killer” selling skills, who are motivated by personal achievement. As with our example, the organization is often structured in silos-each district stands on its own and competition between districts is encouraged. Managers are usually compensated based on the results of their direct subordinates, and are not often encouraged to “play nice” with their peers. The team itself may not have a team manager driven to help the team succeed. Rather, each team member has his or her own boss, with his or her own goals.

What can you do to make your team more effective? First of all, make sure that there are some true synergies to be achieved by the team that cannot be matched by individuals working separately. In our example, do you really need both regular reps and specialty reps selling Red, or do you just need regular reps in some areas and specialty reps in others? Effective teamwork is tough and takes training, management, and lots of communication, so you need to determine whether or not your business will truly benefit from teams. Modify your hiring practices to recruit people who are receptive to working with others. Create a management structure that complements the team organization. This may mean that individuals have more than one boss, so make sure the managers are working together. A team needs clear direction in order to be effective-it can’t serve as both the players and the coach.

Finally, create a compensation plan that includes a team component. This does not need to be one-size-fits-all. Team members may have different mixes of team and individual incentives and their incentives may be based on different measures, depending on the functions of the individual team members. They also may have varying percentages of pay at risk based on how much influence their activities have on the company’s results. Keep it simple enough so that everyone can understand it and the measures can be easily tracked.

Tips For Better Leadership

Be fair. I believe every game producer and team leader out there should be fair towards every team member. This means that everybody is treated the same way. If you let some people behave the way the want, you need to give this privilege to everybody in the team. If one guy can be late from meetings, then everybody can be late from meetings. If nobody is allowed to be late - that means nobody. If you require lots of work from team members, be sure that you don’t require more than you are willing to do. Being fair includes you and everybody else.

Show leadership using stick and carrot. Even though I really haven’t met one, I’ve heard that there are bosses that are concentrating on the stick part, and forgetting carrot: they only “punish” and never reward. Then there might be leaders who use only carrot - rewards - and never use any ways to punish people. They say that “stick is demotivating” or say that “using carrot is the best way to act”.

While I agree that rewards are the things that motivate, but that doesn’t mean there wouldn’t be consequences for critical parts in the project. For example, if some team member constantly mocks everybody else and disagrees with everything (just for sake of disagreeing) I would seriously consider dropping that team member out. Naturally every situation must be acted fairly, take into account what’s important and what damage this team member does and discuss things openly with him before taking any action - but leaving somebody out is sometimes the right thing to do.

Other forms of “punishment” could be that “those who are late from meetings buy donuts to whole team”. If some guy has been late several times, you might be surprised how miracleously there’s no more reasons like “traffic jams”, “alarm clock didn’t work” or “had to take children to school” - even the “laziest” guys get to meetings on time when they know they will get consequences. And it’s extremely important to be consistent with this: if you put the late-donut-policy in action, you must be 100% sure that this policy is followed - it’s your job to make that happen, every time.

Say what you think, honestly and intelligently. It’s good to express your thoughts and say what you really think. Some people go into extent that they bash anything that comes to their mouth and validate their actions by saying “it’s good to say honestly what you think”. I agree that it’s good to say honestly what you think, but there’s no reason to bash others. If somebody has done a poor job, it’s right - and producer’s responsibility - to say that. The way you say it is what matters. If you say “You did a shitty job, fix it” it has a quite different attitude that expressing “Your work has always been great quality, but this time I think this work could need some improvement. Overall the job is well done, but requires some improvement here and here - what do you think?”. I don’t mean that you should say “you’ve always done great job” if the guy really isn’t. There’s no need to lie about the work, but if the guy’s work has good parts you can mention that you like about those, and then you can express what needs improvement.

Being fair, use of rewards and consequences and communicating well are tools that can help you leading your team.

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