A prospect engaged me in a discussion of the potential of using The Search for The Lost Dutchman’s Gold Mine with a large group of senior managers to accomplish some management team building. One neat aspect is that the Most Senior Manager, the division GM, wants to play an active role in the event and we would use Dutchman to kick off a multi-day program focused on identifying things that the players can do to improve customer service (internal and external) through improved inter-departmental collaboration and teamwork.
That is a really neat fit to our basic game design for Dutchman. Testimonials say that it is one of the best of all the motivational team building exercises.
What really helped in my thinking was her very clear framing of the key desired outcomes for the session (along with a solid framing of how this kick-off activity could align to the overall goals and objectives of the gathering). She had several planning meetings with the GM and thus a quite clear idea about wanting to
- Offer the participants a fun and interactive team building activity
- Give people an opportunity to interact with others whom they may not know very well
- Offer something that will be useful to participants when they return home – a new insight, learning, awareness, etc.
- Have the activity help us understand how we can work better as a team so that we can better serve our customers
- Make this the first activity in a two day meeting, that should set the stage for what we’re going to be discussing for the rest of the meeting
Nice. Actionable, too. So here are some thoughts on optimizing impact and generating the maximum amount of alignment possible.
Specifically addressing the above Desired Outcome session bullets, I had the following thoughts and ideas
1 – Dutchman will be fun and very interactive between players. There is a lot of interaction between the tabletops / teams and the focus of the game is on optimizing overall results. Our goal is to mine as much gold as WE can. This is clearly and repeatedly stated in the Introduction. Teams are working under the direction of the Expedition Leader and expected to generate a maximum return on the investment in them (map, vehicle, grub stake of resources, information, leader assistance, etc.) as communicated through slides like these:
This is a business simulation, designed with a fun and engaging framework. It is an exercise intended to generate a serious debriefing on defined issues and opportunities. It is not designed to simply be fun – it is work, it takes planning and analysis and it is stressful, with pressures of time and decisions to get measurable outcomes. In this way, it differs from a lot of the other kinds of fluffy things out there in the “team building activity” marketplace.
2 – On interacting: Most of the actions will be at the tabletops, so I might suggest that tables be arranged with seating assignments so that there would be a good mix of a most senior person with other players done in a way that made sense. This will allow them to work as a team and bond together on shared goals and mission.
The Most Senior Manager at each table should be the team’s Trader; the role of the Trader is to move between the tabletop and the Trading Post, exchanging resource cards each day. In that way, Traders get somewhat isolated from the team and its continuing decision-making, The Trader role is the game’s version of the customer service rep, who is not always clued in on what is happening. The funny part of this is that the role is presented thusly: “The Bad News is that the Trader is the ONLY person at the tabletop who is accountable for anything!”
This exercise will not allow everyone to interact with everyone and some people will interact more than others due to a variety of factors and personal styles. Some people get up and go around while others choose to stay put at the table. There are some other possibilities to design something like Fast Networks into other program content to generate more interactions. (See some thoughts about Dot Voting and Fast Networks in this blog post.)
Each team’s Collaborator, for example, is chosen for their role of finding out the best practices and ideas of the other teams – they are particularly challenged to go about and find out what goes on with the other tables. Sometimes they are quickly labeled “Spies” and told to go away – sometimes they gain valuable information that will help their own team optimize results. Sometimes, they can share their good information with other teams and sometimes they are not trusted and thus shunned.
3 – Being useful afterwards: Directly in the game, there are many great metaphors that link to a wide variety of leadership and organizational behaviors and possibilities. Our debriefing will present some key ideas and allow the tabletops to discuss the choices made and the impacts of those choices as they affect the organization in reality. Other event content can easily link back to situations from the play or the debriefing.
In the game, for example, the teams can make the decision to spend an extra day at Apache Junction and gain additional information before departing on Day 2 or 3. They can get a “video” of Tortilla Flat that gives them 3 Turbochargers; One Turbo enables them to go two blocks a day for the whole game, rather than one; It is a metaphor of a Best Practice. They acquire two extra Turbos and might give or trade one or both extra Turbos with another team, allowing them to also go twice as fast. Or not — it is a choice that they can make.
How do teams choose to balance collaboration and sharing with competition and winning? How do they, as a group, reach that decision and what might influence that same kind of decision back when they are leading their teams to improve collaboration and alignment? How do they balance these and other things in the play? That is the purpose of the debriefing, to discuss choices and alignment and collaboration to optimize overall results in the game and in the business.
The lessons learned are quite solid and memorable and can be readily linked tightly to the GM’s actual goals and program agenda. That is easily fine-tuned.
This suggestion represents a different choice and a lot more leverage for these players and builds directly into desired followup actions:
Assuming that these same issues exist within each of the operational units, it would be quite easy to roll the game out to those units locally. A Director and his VP could easily deliver the exercise to the senior local management team — Dutchman is very easy to deliver and operate and really bombproof; most of our purchasers of the exercise have never actually seen the game played, much less been a participant in it. The session participants could easily roll this out at their locations, generating a much higher level of alignment and collaboration at a half-day management retreat delivered within a few weeks of our session. Easy!
Plus, they could have the support of the local Training and Development people who operate on site and this could be integrated into an organizational development framework for ongoing training and for new-hire orientation.
How often is it that a senior manager of a manufacturing plant would feel comfortable leading an organizational development team building session with himself setting the stage for more collaboration and alignment to the goals of the organization. And, to have a very powerful tool for accomplishing his or her goals?
The exercise could be delivered by teams of senior managers that were participants with the possible support of someone from training at each location. (We have had secretaries deliver the game for their boss’ senior manager groups in the past! It is quite bombproof, to be sure.)
4 – The exercise is all about choices and service. Dutchman has a nice strategic planning / project management spin and directly relates to collaboration to optimize team and group performance. Teams make a lot of assumptions or make decisions without obtaining all the available information, which relates nicely to many common service quality issues.
Teams also do not ask many questions of the Expedition Leader, who is in fact a customer in the sense that he / “me” is depending on them to perform to deliver results to me. I am looking for results and investing my time and money in them to deliver. By asking questions and even asking for help, teams can get more support in their quest to mine more gold.
The Provisioner who manages the Trading Post is also a customer, requiring the Traders to perform their jobs accurately, completely and in a timely manner. The whole group is delayed when ONE of the teams is slow to respond to the end of a Day.
5 – Insofar as kicking off the event and setting the stage for the other session events and content, this will be superb. It is fun, but it is serious. People will make choices. They may make friends with people they do not know and help them out, or they may make “enemies” in the choices they make (like demanding two golds for one Turbo) and laugh about that stuff afterwards. It is serious fun and nicely interactive.
Overall reinforcement of desired behavior – The Celebrations
We can both recognize and reinforce what has been done in recent past in the improvement of overall customer service as well as link neatly to the choices that they can make about the improvement of internal service quality or supply chain kinds of things. This can be accomplished in the debriefing and casual discussions afterwards. That is quite straightforward.
If people are pre-assigned to teams, that works okay and you might consider all sorts of factors in that assignment, like how well they know the other people, how much they NEED to know those other people, etc. The session planners can also name the teams, giving some special recognition to certain groups for overall, long-term accomplishments. The “Finnish Express” might be led by the plant manager of the Finland plant that implemented the best service quality improvement plan. Thus, when making assignments to tabletops, you can assign the Team Leader to be a particular individual. The rest of the tabletop will align with that “glow” and team name.
Each table is an “operating unit” but they do benefit by collaborating across the tabletops. It is NOT essential that teams collaborate, especially if they have a good plan of action, but it pays dividends overall.
There IS a perfect play scenario that occurs when 3 teams work together, sharing Turbos and Cave Cards and resources. Whereas the average team will mine about 7 days of gold and return to the start, these collaborating teams can mine 11, 10 and 10 gold among themselves with no additional costs or resources – well, actually, they must borrow $50 from the Expedition Leader!
There can also be a lot of learning and development takeaways from this exercise. It is, after all, all about team performance and communications as well as to alignment to a shared mission and vision. We use these magnets as take-away’s and a simple reminder:
Recognizing and rewarding performance
I want the GM to play the game as a regular player. We will set him up as the Trader for his tabletop and he will not be privy to any secret information about the game design. He will play like everyone else. After I get into the debriefing of the play and some discussions of the key learning points, I will set the stage for him to lead the closing discussion.
We will present the tabletops with this question:
This is framed as, “What can we do to generate more gold for our organization? What things can we choose to do differently to improve results? What things can we get our people to do differently? Please discuss this at your tabletops and be prepared to offer your ideas to the group.” The GM leads this discussion and the supporting people all take notes. This should directly set the stage for the work of the next two days.
Even though the game is not about winning and losing, people like recognition and everyone needs to feel like they were part of the winning team, because they are. So, we work hard to focus on the overall group as the team and not that individual tabletop that happened to mine more gold than the others.
For recognition of everyone, I might suggest that we manufacture some simple trophies that use blocks of wood, a large chunk of Iron Pyrite, and a small plaque commemorating their involvement and participation in the program. Each would say, “Number One Team.”
We can also structure an awards ceremony where they are all recognized with The White Hat Award, for their overall contributions to the performance and profits of the organization. Both the trophy and the hat would symbolize their membership of the bigger team and the need for collaboration to optimize results.
As to the debriefing, we have a great deal of flexibility in choosing the key themes and how to generate some discussion and ownership. We have over 150 different slides that we have used over the years. Here are just a few of them:
And we can illustrate some key learning points to make them more memorable:
There are just so many different ways that this exercise can support those kinds of desired outcomes. My apologies for such a long post, but it sure is fun to develop these ideas and present them in an integrated way.
Please note that a sister article to this, entitled, “Thoughts on Teambuilding and Aligning an International Business Group” can be found be found by clicking on the title.
For the FUN of It!
Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. Connect with Scott on Google+ – you can reach Scott at firstname.lastname@example.org
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