Team

Building
Exercise can”
“Win as much as you
“Win as much as you can” – Rules of
1. the Game
4 Teams will play the Game
2. There will be 07 Rounds including One Trial Round
3. Each Team will be provided with 07 Slips
4. All Slips should be numbered from 1 to 10, denoting the no. of Rounds
and for the Trial Round the Slip numbered “T” should be used
5. One Chit will be used by One Team for each Round
6. Each Team will put either X Y
or in the Slips provided in each Round
7. 2 minutes will be provided for each Round
8. While interaction is allowed among the members within the Team, no
communication between the Teams should take place unless told by
the Game Conductor
9. All the instructions of the Game Conductor should be obeyed without
question
10. All clarifications should be made before their Real Game starts, i.e.
until the Trial Round is over
 Scoring Pattern
4 X  X loses Rs.1000/-

3 X & 1 Y  X wins Rs.1000/- while Y loses

Rs.3000/-

2 X & 2 Y  X wins Rs.2000/- while Y loses

Rs.2000/-

1 X & 3 Y  X wins Rs.3000/- while Y loses

Rs.1000/-

4 Y  Y wins Rs.1000/-
“Win as much as you can”
 Forces of Attraction
 Forces of Destruction
 Why Mistakes occur…
 By routine nature
 Due to incorrect interpretation of rules
 Wrong non-verbal/Verbal communication
 Due to lack of co-ordination
 Due to lack of information
 Wrong evaluation of new ideas
 Wrong evaluation of people
 Wrong evaluation of principle
 What we learn from the
game
“Win as much as
?
 Mere conglomeration of members does not form a team
 Different you
memberscan”
constitute a group of differences
bound to exist
 Are we learning by experience (or) by intuition?
 Are we not to minimise the loses?
 Tolerance beyond a limit is indifference
 Objective of co-operation ended in a result of conflict
 Creative decisions depend on the exercise of judgment,
intuition, knowledge and imagination
 Concern for people v/s concern for production
 Do Team Work ?
If you want to successfully work in a Team…

 Intelligent Scanning of the Environment

 Awareness of Functioning of the Team
 Flexibility of Readiness to Change
 Tolerance of Ambiguity and Difference within
the Team
 Willingness to accept Uncertainty as change
occurs
 What is Team
 Effectiveness ?
Task Effectiveness
 Extent to which the Team is successful in
achieving its task-related objectives
 Mental Health
 Refers to wellbeing, growth and
development of team members
 Team Viability (Task + Mental health)
 Probability that a Team will continue to
work together and function effectively
 An Effective Team…

Hence,

Elements of Team Effectiveness

 Task Element
 Social Element
 An Effective Team…
High Task Reflectivity
Type D: Cold Efficiency Team Type A: Fully Functioning Team
• High Task Effectiveness • High Task Effectiveness
• Poor Mental Health • Good Mental Health

• Short Term Viability • Long Term Viability

Low Social Reflectivity High Social Reflectivity

Type C: Dysfunctional Team Type B: Cosy Team

• Poor Task Effectiveness •Poor Task Effectiveness
• Poor Mental Health • Good /Average Mental Health

• Very Low Term Viability • Short Term Viability

Low Task Reflectivity

 Production
Maximum  Minimum
• Mutual Trust • Flexible Plan
• Participation • Help People
• Creativity • Friendly Management
• • Comfort
Maximum

SWOT Analysis
• High Morale • No Challenge
• Task/Goal Oriented
• Self Control • Comfortable
People 

• Flexible Plan
with Focus
• Delegation
• Systematic Work
• Motivation
Minimum

• No Planning
• Do or Die • No Motivation
• Mechanical Life • No Target
• Rigid Planning • Decaying
• Target, Target and Target Organization