1227 Chapters
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22 Project“OP”

Glenn Parker HRD Press, Inc. PDF












To explore the dynamics of status, power and information in decision making.


To explore the impact of inter-team perceptions on team effectiveness.


To assess contributions to overall team effectiveness.

Unlimited (in non-intact teams) number of teams can be formed of 5 to

7 members.

2 to 3 hours

Chairs arranged in a circle or a round or rectangular table with chairs for each team. Room should be large enough for each team to have a private discussion.


One copy of Project “OP” Information Sheet for each participant.


Flipchart, markers, tape or push pins for each team.


The facilitator begins by giving a short talk on the dynamics of status, power and information as they relate to decision making.


A general discussion is held regarding the impact that perception has on team effectiveness.


Groups are formed and given the Instruction Sheet. The team members are given a few minutes to acquaint themselves with the material and then begin the activity.

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6. It’s All in How You Use It

Laurie K. Benson HRD Press, Inc. PDF


6. It’s All in How You Use It

Although many of you might not think that these forms of communication are optimal, they are here to stay! Using the tools that we have (e-mail, voice mail, and conference calls) effectively is essential to the success of your career. Communication is critical in communicating with virtual teams and in building professional relationships. These communication tools can be used to link clients to project teams, project teams to project teams, individual to individual, team members within a virtual team, and on and on.

This chapter will focus on how we can use the tools that we have

(e-mail, voice mail, and conference calls) to communicate with virtual teams, work effectively from our home office, and build and manage solid professional relationships, even if those relationships must be managed across cities, states, or countries.

Communicating with Virtual Teams

Speaking of virtual teams . . . communicating effectively through these tools is essential to building and maintaining successful virtual teams. Virtual teams are becoming more and more a part of the workforce as companies become global and more professionals telecommute. Although this book is not focused on building virtual teams, all of the communication tools are essential in business today, and virtual teams are a key component of the business world today. Given that, and the fact that sometimes it helps to see tips and tools applied in real-life

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31 Past-Present-Future: Charting A Self-Directed Teams Path

Glenn Parker HRD Press, Inc. PDF

50 Activities for Self-Directed Teams

2. At the meeting each team will be given 30 minutes to present their review.

At the end of each team presentation, there will be a brief discussion of future goals.

3. Completed exercises and updated objectives are taped to a wall at the completion of each team presentation.

4. After the team presentations, summarize the current and future goals as identified.

5. The entire group will decide how to prioritize the list of future department goals.

6. The meeting will conclude with one participant agreeing to summarize the written sheets and distribute the summary to each member. Steps 7 through 9 should take place after the workshop.

7. After distribution of the typed priority list, each team will meet and tie their individual and team goals into the department summary goals.

8. Revised goals will be submitted to the facilitator who will distribute them to the entire group.

9. A follow-up meeting will be scheduled to eliminate excess goals, resulting in a manageable number.

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Activity 10: Crosstalk

Sue Bishop HRD Press, Inc. PDF

10 Crosstalk



A very simple way of analyzing the number of interactions between participants of a small group, this activity highlights patterns that can be used to stimulate discussion.

By the end of this activity, participants will:

• Be familiar with the sociogram technique and how

to use it.

• Have observed patterns of interactions in a small


• Be able to suggest interpersonal factors that

influence such patterns.




8 to 12 participants; suitable for anyone, although the technique’s most obvious application is for those who regularly work in groups or attend meetings

90 minutes

• One copy of Handout 10.1 for each participant

• Seating for six people who will form a discussion

group, plus seating for the rest of the group as observers

• Flipchart stand, paper, and markers



Step 1: Introduce the activity.

• Between 4 (minimum) and 6 (maximum) partici-

pants will be asked to have a discussion on a topic of their choice, which will be observed by the rest of the group. The activity will introduce a very simple analytical tool that anyone can use who wishes to maximize a working group or meeting’s creativity and effectiveness.

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18. Forced Choices

Jonamay Lambert HRD Press, Inc. PDF


Forced Choices

Richard Friend, Ph.D., Friend and Associates, Inc. 

Chicago, Illinois, USA 

Purpose and learning objectives 

Forced-choice exercises challenge participants to be both interactive and introspective. They require participants to make a choice, take a stance, or put their stakes in the ground about some topic, issue, or challenge. Objectives for this activity include

• promoting active discussion while practicing key communication skills: assertion and self-

disclosure, taking a position, listening for understanding, and giving and receiving feedback;

• energizing the group through the use of physical, visual movement;

• modeling how to create a safe environment in order to communicate about differences

between groups, by recognizing common ground and areas of difference;

• greater understanding of one’s own personal beliefs, opinions, and attitudes, as well as

those of others.

Target audience 

This activity has been effectively used with intact work groups as a meeting energizer and with the general public. A minimum of 12 people is required. When the group is larger than

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