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This inter-team activity takes the concept of 'prisoners dilemma (if I help you escape first, can I trust you to help me escape afterwards?) to a new level: no matter how hard teams try, one must win unless both settle for a very poor performance.
The activity demands effective analysis, clear and effective communication, leadership between teams, planning, building and retaining trust, negotiating and.....
The Discussion Topics are:
Although this powerful team working activity is done is silence it explores attitudes and approaches that influence effective communication.
Everyone has a task, so looking after yourself first is tempting, and personal achievement satisfying, but what if your short-term success prevents others (and therefore the team) from completing the overall task? Working with others is one thing, but undoing your own work to help someone else may be a different matter.
Team success demands that, despite the frustrations that may build as the problems unfold, individuals are; sensitive to what others are trying to achieve, aware of what everyone is actually doing, seeking ways to ensure that their personal actions enable the whole team to succeed.
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Initially designers and builders work in separate locations but they can communicate by 'fax'. The management team has the overview and the workers have all the materials and information to complete the task, they just need to be 'pointed in the right direction' and encouraged to get on with the job in hand........
Why do the managers interfere and the workers acquiesce? ......... Perhaps old attitudes like "managers use their heads, workers use their hands" die hard.
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10 short activities that can introduce 'team concepts' as well as 'breaking the ice' or energising a flagging group. All involve lots of action and most an element of competition. Each is quite different, and despite being quick, will raise salient points about the way individuals in the group are working with each other.
The manual includes; a matrix to summarise the features of each activity, an overview of how to use the activities, facilitator's notes and re-usable briefs for each task, learning review worksheets.
The Discussion Topics are:
6 intellectually demanding activities that challenge, question and develop many of the skills, attributes and attitudes required of top performers.
These activities encompass some of the more complex and taxing aspects of leadership in business. They are demanding intellectually and can stretch even the most able.
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The task is straightforward (although people may see it differently). The problem is that to succeed everyone who is involved must work together, keep up to date with progress, offer ideas clearly and concisely, listen and respond positively to others'.
As all team members wear eye-shades throughout the task increasing their sensitivity and awareness of others. This heightened awareness emphasises the impact of differing personal styles, e.g. compliant, assertive, aggressive.
The Discussion Topics are:
Handcuffed is a flexible 2-part activity which energizes whilst introducing and developing the core elements of team working. In Part 1 teams compete against each other, whereas in Part 2 the teams have to cooperate and communicate effectively to achieve their goals.
Part 1 can be used in isolation to 'break the ice' whilst introducing the importance of basic team skills (planning, co-operation etc.).
The Discussion Topics are:
Helipads involve 2 or 3 competing teams. It is designed to demonstrate how effective team working within and between teams influences business success and highlight the key qualities that influence the process.
Team success is dependent of the value of the final product, but it addition to organising themselves, competing teams need to work together to ensure that they do not reduce the value of their products: the value of any helipad is reduced if two or more are produced to the same specification, but some specifications are more profitable than others.
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The leader has promised that two teams will each deliver a price and a product within a set time. Each team has different constraints, but the tasks seem achievable. Very quickly the stores become a major bottle neck and the promises become daunting. As pressure mounts the need for the manager to focus on the key issues (meeting customer needs and managing human resources) is critical.
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