Table of Contents/ Introduction   

    1. Our Team and Its Stage of Development   

        To provide a simple, structured way in which team members can consider the performance and stage of development of their own teams.

    2. What Makes Teams Effective?   

        To promote understanding of and agreement about "the characteristics of effective teams."

    3. Team Rating   

        To compare teams by assessing them against the characteristics that are commonly associated with success, to help identify those teams most in need of development and provide a basis for helping them.

    4. The Teams in My Working Life   

        To identify the various groups of teams to which we belong in our working lives and examine why some are more effective than others.

    5.  Team Mirroring   

        To see ourselves and our team as other see us. All of us form views of other groups of people. Sometimes these views are accurate, but often they act as a barrier to working together effectively.

    6. Team Leader Effectiveness   

        To enable team leaders to conduct a self-appraisal of their own effectiveness.

    7.  Team Leadership Style   

    Almost more than anything else, the way in which a team is led can affect the contribution and performance of those who work in it. This activity enable a team and its leader(s) to examine their assumptions about people and about management style.

    8. Characteristics of Personal Effectiveness   

        Developed and successful individuals the world over display a set of fairly common characteristics... This activity is designed to help you see where you stand in relation to to the two types of behaviors.

    9. My Meeting With Others   

        This activity helps to assess our present effectiveness and move toward improvement.

    10. Force Field Analysis   

        To provide a framework for a team to tackle a difficult problem systematically.

    11. Team Effectiveness Action Plan   

        To enable participants during a training event to consider how team effectiveness can be increased "back home"

    12. Brainstorming   

        This activity helps to generate creative ideas and shows how much easier it is to do that when the normal constraints are removed.

    13. Team Openness Exercise   

        This activity helps team members to be more open with each other by exploring work-related topics in greater depth.

    14. Review and Appraisal Meetings   

        In any team there needs to be constant concern with "what has to be done" and "how the best results can be achieved." A discipline of regular target-setting and review often helps team members to work more effectively.

    15. Enlivening Meetings   

    This activity is designed to increase the involvement of all participants in a regular meeting.

    16. How Good a Coach Are You?   

        To allow those who lead teams to honestly assess their own attitude and practices toward developing others by means of coaching. The activity also gives valuable pointers to the skills and behavior required of a good coach.

    17. Being a Better Coach   

        The team leader has a vital role to play in the development of his/her team by operating as a coach or counselor. This activity focuses on developing those necessary skills.

    18. Counseling to Increase Learning   

        This activity enables two colleagues to assist each other in defining and tackling their individual development needs.

    19. Management Style  

        To enable participants to examine their own beliefs about people against McGregor's Theory X and Theory Y mode.

        To provide direct feedback of how others perceive a person's management style

        To stimulate general discussion about management style.

    20. Discussing Values   

        To facilitate discussion of "value issues" which are commonly found in working teams.

    21. Team Member Development Needs   

        This activity is designed to help individual team members take responsibility for their own development.

    22. Who Are You?   

        To develop relationships as a prelude to working on deeper issues.

        To practice listening skills.

    23. Intimacy Exercise   

        Most working relationships exist at a fairly superficial level. This activity is designed to help us get to know others in greater depth. Its specific aims are:

        To experience self-disclosure

        To accelerate the getting-acquainted process in teams

         To experience talking about "taboo" topics

         To develop authenticity between team members

    24. Highway Code - A Consensus-seeking Activity   

        To study information-sharing and consensus-seeking activity within a group

        To contrast the results of individual and group decision-making

        To study the features of effective group working.

    25. Is the Team Listening?   

        This activity helps develop a high level of listening skill through the use of teams. It can prove a rewarding, revealing and, on occasion, amusing activity.

    26. Cave Rescue   

        To study "values" in group decision-making.

        To practice consensus-seeking behavior.

    27. Initial Review   

        This activity is designed to provide information about how team members view the team to which they belong and how their viewpoints can be used constructively to further team action.

    28. Prisoners' Dilemma   

        To explore the trust between team members and the effects of betrayal on team members.

        To demonstrate the effects of competition between teams.

        To demonstrate the potentional advantages of a collaborative approach to solving problems

        To demonstrate the necessity of establishing the purpose of an activity.

    29. The Zin Obelisk   

        To study the process of information-sharing in teams

        To study leadership, co-operation and conflict issues

    30. Cloverleaf       

        To provide an opportunity for teams to study the use of resources and creativity. Any number of teams with a minimum of six players each may take part.

    31. Four-Letter Words   

        To provide an opportunity for a team to study a range of teamwork issues while performing a task which makes increasing demands on them.

    32. Team Tasks   

        To provide ideas for simple tasks which a team can complete in a short time and which will provide a basis for reviewing and learning from performance.

    33. Making Meetings More Constructive   

        This activity aims to show that meetings can be improved and made more constructive in certain features are present.

    34. Positive and Negative Feedback   

        This activity is designed to facilitate both negative and positive feedback simultaneously

    35. Improving One-to-One Relationships   

        This activity aims to bring about relationship improvements by:

            Specifying what each expects of the other

            Clarifying where those expectations are not being met

            Clarifying how the two can be more helpful to each other.

    36. To See Ourselves as Others See Us   

        To experience and demonstrate openness as a feature of a team building event

        To generate further data for use at the event.

    37.  Process Review   

        Process review is one way of studying meetings or activities for the purpose of improving teamwork. Teams become effective by looking at the way they function and by learning from the experience.

    38. How We Make Decisions   

        This activity is designed to help participants determine their predominant decision-making style by receiving feedback from other people, and to help a team establish the decision-making style most frequently used.

    39. Team Self-Review  

        To help team effectiveness by reviewing performance.

    40. Silent Shapes   

        To study problem solving and communication techniques within a team in order to apply the learning in a work situation.

    41. Basic Meeting Arrangements   

        This activity is designed to highlight the "basics" of meetings that need improvement; the activity does not deal with interpersonal issues.

    42. Decision Making   

        To enable a team leader to examine how team members perceive decisions to be made, and to contrast this with how they would wish decisions to be made.

    43. Communication Skills Inventory   

        To provide a structure for reviewing personal communication skills. To enable a communication skills improvement plan to be formulated.

    44. Taking Stock   

        The first step in the team building process is to visualize where the team is now. Later it is important to keep checking on the progress made and to establish a common perception of how far the team has traveled and where it is now.

    45. My Role in the Team  

        To enable individual team members to consider the roles they play within the team and identify which roles could be developed and used more to increase their effectiveness.

    46. Devising a Team Vision   

        To enable a team to develop a vision of its future organization and to review how it communicates its vision to the rest of the organization.

    47. Intergroup Feedback   

        To develop open communication with other teams in the organization.

    48. Burying the Old Team   

        When teams have undergone rapid change that has involved a large proportion of new members joining, it is common to find that "old" and "new" camps emerge. This activity is designed to help bring together these different camps and create a more unified team.

    49. Organizational Types Audit   

        To provide an understanding of organizational types.

        To review communication requirements in different types of organizations

        To clarify what aspects of organizational communication require attention.

    50. Balancing Team Roles   

        This activity enables a team to review its own blend of roles and identify areas for improvement.