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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.
The Discussion Topics are:
Two halves of one team with different parts of the same task are separated by; a door, the knowledge that one team cannot divulge all its information, different work loads. Pressure and frustration build as effective communications diminish.
If only people could step back and think...... the task becomes so easy if the sub-teams work together solve the problem of developing effective communications rather than focusing on the detail of the task.
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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.
The Discussion Topics are:
Two teams that work in different locations have the opportunity to meet in a third location. The teams have to work together to build an articulated truck and two skips that can be transported by the truck. One team has to build the tractor unit and a skip that can hold all of the unused materials, the other the trailer and a skip for any scrap that is produced.
To be successful teams need to be aware that their actions will have an immediate effect on each other, so they must communicate and work accordingly.
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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.
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To be successful people and organisations must produce something of value to others. These 7 activities introduce this reality.
Enable individuals to practice and develop attitudes and skills that will enable them to be successful in these 3 areas that are common to businesses and many other organisations:
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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.
The Discussion Topics are:
Two longer activities that introduce and develop essential elements of leadership. Both tasks are based around the creation of working models that groups can usually complete within the allotted time. This enables participants to focus of developing their learning during the reviews rather than trying to work out ho w to complete the task.
Key leadership issues raised are:
Two long activities that build on messages introduced in Leadership 1 and 2.
'Maxi Market' uses a project management scenario where groups have to clarify project aims and priorities before working out how to use and bring together each other's personal strengths to meet a customer's needs, whereas Waste Away involves leaders using a team to create a team: subsequently members of these teams manage others who work under pressure to turn the designs into end products.
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.).
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A competitive activity to help participants understand the importance of customer orientation, establishing and working to priorities, planning (and revising plans), estimating costs and working within a set time frame.
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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.
The Discussion Topics are:
Using similar components, 2 or 3 teams work independently to assemble a model of their own design.Then, using only face to face, verbal and telephone communications (nothing written or drawn) each team has to build an exact replica of another team's model. The task becomes more complicated because each group only has enough components to create one model at a time.
The Discussion Topics are:
The aim is to make money by producing a model oil rig. The value of the oil rig depends on set criteria and everything has a cost. The group has freedom to organise itself in anyway it wishes, but there are 3 set locations (tabletops) where sub-assemblies must be made before they are moved to the final assembly area.
It is all too easy for the task to take over and for the overall aim (making money) to be forgotten.
The Discussion Topics are:
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.
The Discussion Topics are: