Have your review meetings for a process or a policy document turned into a low-value event where tons of slides are being shown and no real discussion takes place? Do you feel confident about the outcomes from your review meetings? What if you had a way to make the review meetings more structured and action-oriented, making sure everyone is engaged?
This activity will help you do that!
When your review meetings succeed they…
Result in improvements and updates that ensure your plan/policy is fit-for-purpose and comply with most recent business and legal requirements,
Make sure your plan/policy, in addition to fully complying with most recent legal and government requirements, also align with your company’s strategies,
Engage all stakeholders making sure every one of them has an opportunity to suggest ways to improve the policy/plan to better meet business needs and concerns, and
Enable you to get through internal and external audits with confidence.
Divide your meeting participants into two groups and give each group a preparation assignment – Team Blue and Team Red. They are to arrive at the meeting, prepared to either defend or criticize the existing plan or policy and underpin their points with solid arguments based on research (doing homework before the meeting).
The blue team has the assignment to identify fact-based reasons why the existing plan or policy is fit-for-purpose, compliant, and good enough as it is today. While the red team has the assignment to research and come prepared to point out specific areas or aspects where the current plan or policy fails to address specific issues or factors.
Each of the teams prepare before attending the meeting. The blue team will prepare in this way:
And preparation by the red time includes:
Members from each team bring their notes to the review meeting – prepared to substantiate their claims based on their pre-meeting homework assignments.
After the meeting has been opened, objectives shared and the process discussed, the review process follows these steps:
The Blue team summarizes the high-level benefits and explains how the current version of the document/policy is fit-for-purpose vs over-the-top in terms of mitigating, avoiding or managing risks associated with why the document/policy was originally created. (10 mins)
The Red team then gets 10 minutes to summarize risks or changes to laws, which means that the current policy or document is not currently fit-for-purpose. They may comment on some aspects raised by the Blue Team too.
The Blue team gets 10 – 15 mins to make their final statements: responding to anything specific that was mentioned by the Red team and also adding to any additional points related to key items they had mentioned during their opening summary. They would make specific mention of aspects that are strongly beneficial and need to remain in the policy/document.
The Red team then makes their final statements in 10 – 15 mins. They would especially summarize key gaps between the current policy/document and aspects that would need to be addressed in the next version.
The final part of the meeting consists of all meeting participants discussing and summarizing improvements that would be needed to the next version of the policy/document. In the process, they may assign various meeting participants to do additional research, align with stakeholders not present at the meeting, and/or write the updates or additional segments to add to the current policy/document.
An additional meeting may be needed to check-in on progress and finalize the updates that have been agreed upon.
Do not run this with groups larger than 15 people. It would lead to a longer meeting and some people feeling less involved and engaged.
Be sure to state that the meeting is to take no more than 1 hour. If the process is followed for too long a period, it waters down the intent – focus – and gets more into minute details which are often best dealt with in post-meeting assignments.
Be sure to assign someone to be the time-keeper to keep an eye on the process – ensuring the meeting stays focused on the agreed approach and time-commitment. And be sure to note the path forward actions to help the designated coordinator with follow-up actions and close-out activities.
In general, this interactive approach to review meetings leaves participants much more energized and positive about meeting outcomes.
Cross cultural awareness and skills in the workplace are vital to companies striving to enter new geographical areas or aiming to build successful operations at international locations. Ineffective cross-cultural collaboration and communication in international teams have caused many global projects to under-perform and fail to reach desired outcomes. Luckily there are quite a number of tools and team interventions available by now to improve results in these areas. Today I am sharing an exercise with materials, which you can use to conduct a cross-cultural exercise with teams or groups of people.
This particular team exercise was developed in such a way that it could be used in many different ways and configurations. For example: you can use a simplified version of this as an ice-breaker during a team-building program or you can use it as a 2 hour-exercise in a full day training program on related topics.
In essence the objectives of using this exercise with teams or groups of people are:
To increase cross cultural understanding and awareness by providing experiences and discussions for team exercise participants
To prepare someone to enter or engage with another culture – such as those who will start to work with another culture, whereas the person/team previously worked mainly with homogeneous teams (you could make up a small group of people who are selected to receive cross cultural awareness training).
To help multi-cultural teams pay more attention to cultural differences which could make it hard to communicate and collaborate effectively.
To help team members understand where and how cross cultural communications could possibly end up with unintended outcomes.
Once you have reviewed how the exercise works, I am sure you will be able to come up with additional ways to use it with the teams/groups that you work with.
The exercise can be run with groups as small as 12 and you can also do this with groups of 30 people – should you have enough additional facilitators to support the coordination, support and debriefing portions of the exercise.
How it works
Click on the video below to see a short video on how this exercise works
The materials needed include:
Culture-preparation sheets for different cultures – named after random colors (see below). These sheets are used by “foreigners” to this culture to prepare for interaction. This mimics information that one can typically find online or in books about another culture and which can be studied to prepare oneself before engaging with another culture for the first time.
The way the cultures look or seem to outsiders
Own culture descriptions for each group
Only people who have been chosen to be a part of this group will see these more comprehensive information sheets and only the sheet that pertains to the group that they are a part of. (Not to members of the team they are about to meet with)
More comprehensive cultural sheets to help group members of a particular culture (as set up in this exercise) to understand their own culture. This means they are better able to act according to their own culture when they encounter another culture in this exercise. This material goes a bit deeper than surface-level behaviors to explain to some degree WHY this culture would do certain things and how their past beliefs and experiences have shaped them into the culture they present today.
Assignment to indicate to each cultural group what they are hoping to accomplish in the upcoming interaction/negotiation meeting with some members of another culture.
How to set this up:
Size and dividing into sub-groups
With groups of less than 20 people I tend to just pick two cultures and not all 4. You may of course go with more than cultures – just remember to add more time to debriefing and discussion sessions after the exercise. Make sure that each cultural group has at least 6 members so that it is easy to divide into 2 cultural delegations of no less than 3 members. For example: If you have a group of 20. Split them into two cultural groups of 10 members each.
Make sure each cultural group can meet uninterrupted in a dedicated space to discuss and prepare for their assignments. When the sub-groups meet there should be enough space for them to be able to talk and see each other while doing so.
Planning the session
Imagine you pick the Red and the Blue cultures only for your exercise. And imagine you have 20 people at your event so 10 of them will be from the Red culture and 10 would be from the Blue culture. Out of the 10 members of the Red culture, 5 will (after preparation) meet with 5 members (which is half of the members of the Blue culture) to work on their assignment. And the other 5 members of the Red culture will meet with the remaining 5 members of the Blue culture. So this means: you will have two intercultural meetings taking place between Red and Blue delegations with two different assignments.
The Color name called out in the assignment information above refer to the traveling delegation. So in the case of Red and Blue – the delegation from the Red Culture traveling to meet at the Blue culture location will work on the assignment called “Red” and the delegation from the Blue culture that will travel to meet with the Red culture will prepare for the “Blue” assignment. Those remaining at the location to host the traveling delegation will prepare for the discussion that the other cultural team will want to have. (see graphic below for further illustration).
Before starting the exercise I typically share some slides and have an overview discussion on the topic of how cultural differences can be viewed. There are quite a few models and slides posted online to help you with this part. (see two links below)
Use a basic framework of looking at cultures to set up the exercise portion, which comes next.
Share with the group: We will divide you into different cultures and we will provide materials to help you understand your own culture as well as other cultures that you may need to interact with. Each culture will gather in a different place to prepare for the assignments. When the preparation is done, each cultural group will divide into two parties. One party will “travel to” meet with a delegation from the other culture at their location while a delegation from their culture will “travel to” meet with the remainder of your cultural group at your own location. You will decide in your group who will go to the other location and who will host the visiting delegation at your own location.
Steps for the exercise
Divide the large group into an equal number of smaller cultural groups. (choose to work with two cultures or four cultures in each case pairing two specific cultures) Each culture group should have at least 6 members as they will need to select two small delegations to meet with one other culture. A delegation should have no less than 3 members.
Having separated the different cultural groups (from the exercise) into different areas/corners in the large room or into separate breakout rooms, you hand out the comprehensive cultural sheets to each individual in a particular culture. Do not share this with other cultures. Only members of the group that represent for example the “Red” culture get to read the comprehensive sheet for the Red culture. Allow about 5 minutes for them to read through it.
Now hand out the Culture sheet showing all of the cultures in summary form. Each member of each cultural group gets this handout. At the same time you verbally share with each culture what their assignments are in meeting with a delegation from the other culture. (see assignments above). They know which culture will interact with them. Give each cultural group about 15 minutes to study their assignments and what is shown on the Culture preparation sheets for all cultures vs their own culture in order to prepare how to approach interactions with them.
Half of the first cultural group will “travel” to have a meeting with half of the second culture. Half of the second cultural group will travel to meet with the remainder of the first culture to engage in the assignment. Allow 15 minutes for delegations to engage and execute their assignments with the other culture.
After 15 minutes ask everyone to come back to the large meeting room for a discussion and debriefing session on the exercise.
Cultural group members sit together (both delegations) and discuss the following questions before reporting to the big group:
In what ways did we encounter unexpected behaviors?
How did their way of interacting make it harder for us to succeed?
What would we do differently on this same assignment now that we have experienced the two interactions with the other culture?
Each of the culture groups reports back on those questions to the larger group.
In large group debrief further on learnings from the exercise and how team members may approach some team aspects differently when they are interacting with someone from a different culture then their own? Do they have tips and advice for others who have to regularly communicate or collaborate with those from other cultures?
Bonus debrief points – if you have the time. How did the way women were perceived make a difference in the exercise? Do you think that it mattered whether the delegates were from a different generation? How would you advise others on how to take additional aspects into consideration when it comes to cross cultural communication and collaboration?
Consider an add-on exercise where each participant is asked to jot down the areas where he/she may have had the most difficulty, questions or had the most insights during this exercise. Is there an area that he/she would like to explore further to improve own understanding or skills? This should be captured in the Personal Development Plan of each participant.
Do remember to mention stereotyping and how that can cause hurt feelings and misunderstandings. Avoid doing this trap while facilitating the exercise.
Be aware of showing any “funny” videos or clips that depict how cultures misunderstand each other. They are often based on stereotypes and can easily cause upsets. Humor is not universally interpreted in the same way by those from different cultures.
Define that in this case (Exercise) culture refers to national cultures, but clarify that there are several subcultures, which can also make collaboration and communication tough. i.e. operations and sales.
I recommend that you share the iceberg model, which helps teams appreciate the vast amount of cultural data which is not visible, but which can lead to misunderstandings and misinterpretations with others.
Workshare – means that more than one office is working on the project. There is typically one office which is in the lead while other offices collaborate on the project. They all have to follow the same project protocols in order to avoid confusion and differences in end results produced.
A new project is best started by getting the entire project leadership team on the same page. This relates to commercial terms, project scope, key milestones and other important contractual terms and conditions. It is also vital for the project leaders to understand how they will execute this project – who is going to do what exactly to make sure we execute this project scope to the best of our abilities?
The resource I am sharing here describes a process you can follow as part of an early team-building activity to clarify and agree team roles and responsibilities down to individual levels.
In this activity the project leaders are gathered together and a facilitator takes them through this process. (See downloadable process description below).
You can use this activity after first running a sub-group responsibility definition activity which defines project interfaces or relative responsibilities for decisions and processes by functional or other sub-groups on the team. (see Defining team interfaces) Using this sequence means you drive home how the overall project outcomes are managed by sub-groups on the team and then right down to individual roles in those same processes.
This exercise can also be used when there is a change in phase or focus on the project or the composition of the team changes greatly. At those times it is important to keep the team’s momentum going by ensuring that roles and responsibilities remain clear throughout the changes.
Clarifying individual role and responsibilities also supports the performance management process. When individuals receive feedback regarding their performance it is important that they already understand what performance and role expectations are.
Having individual roles documented can also support bringing new team members up to speed fast. It helps explaining expected team functioning and who they should talk to while making their contributions to successful team outcomes.
Project teams simply function better when everyone understands how he or she is expected to contribute to the team’s goals. This activity does help greatly in clarifying expected individual contributions. I do suggest you distribute the final agreed pages with the team for reference purposes.
Your project team is very diverse and you are concerned that this may impact how your project will be executed – will you be able to achieve your overall project goals or will there be a lot of internal strife, misunderstandings and disagreements? Will they work against each other and have the wrong assumptions about each other and the project goals and metrics? If so, this team-building activity may help.
The downloadable resource I am sharing is a team activity you can use to help project team members understand that different groups of people can have different views on the various aspects of running a project and also the relative importance of key project processes. This activity makes those possible disconnects transparent which helps you lead clarification discussions with the team/group. While the activity itself is quite simple, the discussion that comes after the initial assignment is where the value lies and that will take up most of your time.
You can segregate meeting participants in various ways related to the most important diversity aspects you wish to highlight within the team. As a variation you may choose to run the first part of the exercise more than once and each time segregating the group of participants in a different way. Options include: cultures, locations where they are from or live, level of life experience, function etc.
There are several topics listed for discussion towards the end and it would be wise to prioritize them for your own convenience, as a facilitator. If you are running out of time towards the end you can then ensure you are covering the most important topics during the time you have available after the initial portion of the exercise.
Be sure to stress that diversity is a plus for team creativity and finding new solutions. The objective of this activity is to help work out some of the downsides of diversity without marginalizing any one or group or impose judgement.
Non-homogeneous teams may be tougher to manage than homogeneous teams, but the pay-off in creating new and innovative team solutions coupled with individuals learning new skills and perspectives from other team members can be very rewarding. As a team leader or facilitator you just need to make sure you have the right tools, such as this activity, available to help non-homogeneous teams succeed.
The basic learning points of this activity would include the importance of communication in teams, helping others develop by letting them make their own mistakes (and learning from them), and recognizing the importance of the contribution by each team member (vs taking over an activity/project and not allowing all team members to participate in important team activities).
This is a team activity which you can either use as an ice-breaker or an energizer between two other agenda items. It does not take much time to execute, but it does require some upfront preparation. The upside is, once you have made these squares and the puzzle pieces you can always re-use them in future with other groups and teams. (Remember to store the pieces in separate envelopes to keep the different puzzles from getting mixed up).
The instruction sheet (which you can download below) details how to make these squares, how to set up the activity and offers some debriefing questions to use afterwards. The activity does not take long to complete and does not typically create a lot of anger/frustration or resentment between people or teams leading to the need for longer debriefing and discussion sessions.
If you have more time and would like to get more points across to the teams you could consider moving the puzzles to other tables for additional rounds. Each team then has a new puzzle to complete. This way the challenge is different to the teams for further activity rounds and the additional instruction or activity handicap you introduce could take them deeper into the experience of working together as a team. For example: you could lift the rule around “no talking” to see if the teams find the challenge easier or harder?
You could also give them the same puzzle they had in the first round and let them practice to see how fast they can complete it (with or without talking as per your instruction). Then when each table/team feels that they have optimized their ability to complete the puzzle you can take one person from each table and have them join a new table. Each team would then have one new team member and no time to practice with the new team member. Then ask the tables to compete seeing who can complete the puzzle the fastest.
This icebreaker works well with new teams or when you have had quite a few new members who recently joined a team. The time, materials and space requirements are very economical so this is easy to combine with team meetings. Running this exercise can help you lead a new team into the right discussions to break down barriers to trust among (new) team members.
This ice breaker is a simple exercise which requires very limited instructions to get started and completed.
The most valuable part of this exercise is most likely the debriefing questions you (as the facilitator) choose to use: (some options)
Did anyone see something on an advertising board that was surprising about team members?
What are the strengths you think this team has?
Where do you think this team could get into trouble (given these team members and what you now know about them?)
This exercise is fun to do and the creativity of your teams may surprise you!
I would recommend that you use this exercise as part of a series of exercises to help new teams succeed in the long run. The Team Effectiveness Snapshot can be a great follow-up tool to introduce to the new team to help them on their journey of trust building and achieving a high level of performance.
Brand-new teams typically work well since most of the team members are “playing nice” at first, but as the team moves through the various stages of team formation things can change. A lot of teams never make it out of the Storming phase so early introduction of team orientation, induction and assessment tools to help teams understand naturally occurring team dysfunctions can help them deal with these situations successfully. The advertising board icebreaker is a great way for teams in forming mode to break through the “niceness” and go a little deeper into the “who are you really” and “what do you bring to this team” discussion.
Starting a meeting or dealing with the after-lunch session involving a group of people often requires that you use some sort of ice breaking exercise or activity to help participants get to know each other better, have some fun and in many cases move around the room a bit. Most facilitators have their own set of ice breaking activities and exercises in their mind in case they need it. If you are new at it, you may need some inspiration and this post may be for you!
There is a list of questions you can download below. Use them and then you have a few ways to use them for ice breaking activities:
Use it to start the meeting and incorporate the introductions and capture expectations at the same time. Ask each participant to share his/her name, location, role, expectations for the session/day and then answer one of the questions on the list. (There is a reason to ask them to share their answer to one of the questions AFTER they stated their expectations – so you have time to write down their expectations on a flip-chart before the next participant starts sharing)
Use it at the start of the meeting. Ask participants to get up and move around the room while introducing themselves to others they encounter along the way. Sharing their answer to the question you gave the group and asking the other person to share his/her answer to the same question. Let them mingle in this way for about 5 to 10 minutes (depending on the size of your group). Ask them to return to their seats and ask a volunteer (or a few) to share the most surprising response they heard.
If the groupissmall (12 people or less). Ask each person to provide an answer to the question you selected on a post-in note. Collect all of them. Read out the answer and have participants try to guess who responded in this way. (Rules for this exercise includes that the writer of the answer cannot participate in guessing who wrote it).
If you have more time, you can do this: Give the group a question and ask them to first consider how they would answer it and write their own answers down on a post-it note. Then you ask them to walk around in the room and when they encounter another meeting participant, to guess what the other would have answered then have the other reveal how they really did answer the question. The other then guesses the first person’s response and again the first person would reveal how he or she really did answer that question. Encourage them to briefly discuss why they guessed the answer in the way that they did. It can get to deeper discussions about assumptions we make about people – whether we already know them or not. You can time the interactions and give them a signal when to move on to a new conversation participant to engage with around guessing each other’s answers. When everyone has completed the conversations you can debrief the group with questions like: How often were you right in what you guessed the other person would say? Did you learn anything surprising from those you talked to ? (aspects of his/her personality that you had no idea about?) How accurate do you think guessing is when it comes to how other people think?
Ice breakers can be really effective in breaking down barriers to making contact with people you have never met before at a meeting or training event. Yes, extroverts mostly don’t have any difficulties approaching and talking to strangers, but introverts often do. These kinds of exercises help everyone to get to know each other without feeling too inhibited during the initial contact moments.