Dear Sarita,
Thanks for patiently reading the past threads and then coming up with requirements. What I have written in the past threads is that mere team building games have never changed the organisation's culture. I am yet to come across with the evidence of this kind. No trainer, no training company, no Training manager, no HR manager etc has come up with the case study on ROI on the training on team building.
You have written that "
Secondly in our organisation we want people to come & say if management or their seniors are wrong, we always set with employees before setting any targets & want them to contribute not only in achieving them but also to decide the deadline. But still i feel that employees are not that much open up even with each other."
Comments: - If you want employees to come forward and say if the management is wrong then it is the top management that should be trained on openness. This training should not be not on games but you need to train them on "
5 Dysfunctions of Team"
"5 Dysfunctions of a Team" is a famous book written by Patrick Leoncioni. Eradication of these functions is not that easy. Trouble with the team building games is that these games cure just the symptoms but not the disease. Team dysfunctions are equivalent to the disease of the organisation. These dysfunctions are:
a) Absence of Trust
b) Fear of Conflict
c) Lack of Commitment
d) Avoidance of Accountability
e) Inattention to Results
If you want to bring real change then each member of top management must read the above 2-3 times. Thereafter, they should brainstorm on how to eradicate the dysfunctions. However, it is much easier to say than do. Gone are the days when management professionals were reading books on the management subjects.
The alternative route to remove the dysfunctions is to train the top management personnel on "5 Dysfunctions of Team". I conduct this training. In this training, before conducting the training, I conduct the survey of each department by sending the questionnaire. After compiling the department-wise results, we come to know, which department is facing what dysfunction. Now it becomes the responsibility of the HOD to remove the dysfunction. Since the survey is taken of the department, it is democratic process and there is less room for bias.
The survey output comes handy to show each HOD what they think of their team and what team thinks about them. This gap in perception is a major force that pulls the organisation's culture backward.
Whether the learning is implemented or not can be measured by taking survey after six months. After six months also if the dysfunctions exist, then it can be deduced HOD has not done anything to remove those dysfunctions.To avoid such imbroglio, it is important to tell HODs that repeat survey will be conducted after six month. At the end of the training, we can obtain action plan to remove the dysfunctions.
The last paragraph of your post reads
"For me the motto of these games is to increase confidence among employees to say what is right is wrong to their peers even to seniors, secondly if they bond with each other than it will be easy to accept their own mistakes & feel free to give suggestions to others.
Comments: - It appears that openness is a major challenge in your company. There appears to be mental walls or valleys. Top management should take initiative to break these walls. Possibly by encouraging a culture of feedback the walls could be removed but that does not mean that the team dysfunctions will also go away. You need to make systematic efforts to remove them.
Thanks,
Dinesh V Divekar