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Team Building games, training, ideas, hints

Here, you can use your own team building games, exercises, design and use techniques, theory, ideas, and tips for using many free teams and ideas that can be used on this site. I will introduce.

Current section team building games, training, ideas, hints

Free Team Building Game: Guide and Tips

Team Building Games, Team Building Activitie s-How to use ideas and theory for motivation, training, employee development

Here, we design unique games, exercises, team building activities, the techniques, theory, ideas, and tips for using many free group activities, team building activities, and ideas on this site. I will introduce. There are also hints to check whether games and team building activities are appropriate. We will also introduce guidelines for using games and team building activities. Games, exercises, and team building activities can help team buildings, improve employee motivation, improve communication, and enjoy. Team Building games, exercises, activities, and quizzes will warm up the meeting, improve coaching, and enliven the meeting. These free games, ideas and rules for team building are games and exercises in work, educational sites, clubs and social activities, for training sessions, meetings, workshops, seminars, meetings, etc. for adults, young people, and children. It helps to plan and use it. Games, exercises, and team building activities will strengthen business projects and bring specific business results and organized interests. We are not responsible for any of the following matters.

Teamwork Team Building games, training, ideas, hints

Here, you can use your own team building games, exercises, design and use techniques, theory, ideas, and tips for using many free teams and ideas that can be used on this site. I will introduce.

Current section team building games, training, ideas, hints

Free Team Building Game: Guide and Tips

Team Building Games, Team Building Activitie s-How to use ideas and theory for motivation, training, employee development

Teamwork team building games, training, ideas, hints

Here, you can use your own team building games, exercises, design and use techniques, theory, ideas, and tips for using many free teams and ideas that can be used on this site. I will introduce.

Current section team building games, training, ideas, hints

Free Team Building Game: Guide and Tips
Team Building Games, Team Building Activitie s-How to use ideas and theory for motivation, training, employee development
Here, we design unique games, exercises, team building activities, the techniques, theory, ideas, and tips for using many free group activities, team building activities, and ideas on this site. I will introduce. There are also hints to check whether games and team building activities are appropriate. We will also introduce guidelines for using games and team building activities. Games, exercises, and team building activities can help team buildings, improve employee motivation, improve communication, and enjoy. Team Building games, exercises, activities, and quizzes will warm up the meeting, improve coaching, and enliven the meeting. These free games, ideas and rules for team building are games and exercises in work, educational sites, clubs and social activities, for training sessions, meetings, workshops, seminars, meetings, etc. for adults, young people, and children. It helps to plan and use it. Games, exercises, and team building activities will strengthen business projects and bring specific business results and organized interests. We are not responsible for any of the following matters.
Teamwork
Excellent teamwork realizes things above all in the organization. The diagram of Mugregor's X-Y theory indicates how the empowerment team and why it will have the best results. Empowerment is the attitude and behavior of the staff rather than the process or tool. Teamwork is nurtured by respect, encouraging, encouraging, enthusiastic, and caring, rather than exploiting or ordering people. At the center of this approach are love and spirituality that respects, compassion, and humanity. Cooperation with each other with the team is a powerful force. This transcends skills, processes and policies. More than annual evaluation, purpose management, "suits" from the head office. Above all. The team usually becomes a wonderful team when you decide to do it yourself, not because someone says so. Something may inspire them, but the team finally decides. That is the team. That must be. The team says: "Okay, we can make a bloody change. We do our best for our work. Successful, and the team begins.

Utilization of team building activities and design excellent teamwork realizes things above all in the organization. The diagram of Mugregor's X-Y theory indicates how the empowerment team and why it will have the best results. Empowerment is the attitude and behavior of the staff rather than the process or tool. Teamwork is nurtured by respect, encouraging, encouraging, enthusiastic, and caring, rather than exploiting or ordering people. At the center of this approach are love and spirituality that respects, compassion, and humanity. Cooperation with each other with the team is a powerful force. This transcends skills, processes and policies. More than annual evaluation, purpose management, "suits" from the head office. Above all. The team usually becomes a wonderful team when you decide to do it yourself, not because someone says so. Something may inspire them, but the team finally decides. That is the team. That must be. The team says: "Okay, we can make a bloody change. We do our best for our work. Successful, and the team begins.

The use of team building activities and the excellent team work realize things above all in the organization. The diagram of Mugregor's X-Y theory indicates how the empowerment team and why it will have the best results. Empowerment is the attitude and behavior of the staff rather than the process or tool. Teamwork is nurtured by respect, encouraging, encouraging, enthusiastic, and caring, rather than exploiting or ordering people. At the center of this approach are love and spirituality that respects, compassion, and humanity. Cooperation with each other with the team is a powerful force. This transcends skills, processes and policies. More than annual evaluation, purpose management, "suits" from the head office. Above all. The team usually becomes a wonderful team when you decide to do it yourself, not because someone says so. Something may inspire them, but the team finally decides. That is the team. That must be. The team says: "Okay, we can make a bloody change. We do our best for our work. Successful, and the team begins.
Utilization and design of team building activities
If employees can participate in the planning and decisio n-making of activities, the motivation of employees will increase. Second, if you are an activity to increase the potential of people, you can get the greatest benefit as an organization. For many people, games are trivial or supportive. They are seeking activities that are interested in learning and growing in areas that are interested in life other than work. If you ask people, you will get a lot of suggestions that can be combined as a collection of experiences where people participate and take turns during a day or a team building event. Some employees may have special expertise and interest that can be shared with others. When planning a group building activity all day, keep in mind that it is a waste to be together all day with the "game". Find a way to attract people and mix and provide activities that are useful for success and learning. Probably, we will use something that attracts attention to focus on one or two actual work tasks and opportunities.
Employees motivation will increase if employees can participate in group exercises and events
Exercise and team building activities are also wonderful opportunities to realize the recognition and growing interest in "ethical organizations." Sustainability, "fair trade", corporate social responsibility, "triple bottom line", love, compassion, humanity, spirituality, and concept of modern ethical business. Many people are instinctively attracted to their principles, but all of them have an important meaning for individuals and the whole organization. Group exercises and discussions are good and good new mission statements that have been read as an ethical and social responsibilities, and that someone in the central office dreamed as a dream. Rather than trying to assimilate it, it gives it much more clarity and context. The fundamental transformation must certainly be brought from the inside with the support from the top, but the successful change is ultimately "understanding" it and our change. It is successful because it is considered, and it is not successful because something is provided. For example, see the exercise of the triple bottom line. Team Building Activities Make sure that all corporate events are based on gender, race, disability, age, etc. equal and discriminatory policies and laws. It is a very recent legal field. Team Building facilitators need to be familiar with this law.
Corporate events and social responsibilities , exercises and team building activities are also wonderful opportunities to realize recognition and interest in ethical organizations. Sustainability, "fair trade", corporate social responsibility, "triple bottom line", love, compassion, humanity, spirituality, and concept of modern ethical business. Many people are instinctively attracted to their principles, but all of them have an important meaning for individuals and the whole organization. Group exercises and discussions are good and good new mission statements that have been read as an ethical and social responsibilities, and that someone in the central office dreamed as a dream. Rather than trying to assimilate it, it gives it much more clarity and context. The fundamental transformation must certainly be brought from the inside with the support from the top, but the successful change is ultimately "understanding" it and our change. It is successful because it is considered, and it is not successful because something is provided. For example, see the exercise of the triple bottom line. Team Building Activities Make sure that all corporate events are based on gender, race, disability, age, etc. equal and discriminatory policies and laws. It is a very recent legal field. Team Building facilitators need to be familiar with this law.
Corporate events and social responsibilities, and exercises and team building activities are also wonderful opportunities to realize recognition and growing interest in “ethical organizations”. Sustainability, "fair trade", corporate social responsibility, "triple bottom line", love, compassion, humanity, spirituality, and concept of modern ethical business. Many people are instinctively attracted to their principles, but all of them have an important meaning for individuals and the whole organization. Group exercises and discussions are good and good new mission statements that have been read as an ethical and social responsibilities, and that someone in the central office dreamed as a dream. Rather than trying to assimilate it, it gives it much more clarity and context. The fundamental transformation must certainly be brought from the inside with the support from the top, but the successful change is ultimately "understanding" it and our change. It is successful because it is considered, and it is not successful because something is provided. For example, see the exercise of the triple bottom line. Team Building Activities Make sure that all corporate events are based on gender, race, disability, age, etc. equal and discriminatory policies and laws. It is a very recent legal field. Team Building facilitators need to be familiar with this law.

Corporate event and social responsibility

Also consider the impact of team building and corporate events on employees’ families and people’s wider life needs. It is easy to focus too narrowly on the organization and the community within it without thinking about the family and social needs outside. Alcohol is also an area of increasing risk for organisers of corporate events and meetings. Employers’ duty of care (and potential liability) at corporate events has traditionally been met by making sure people don’t trip over the electrical cord of a projector. Now organisations have a much broader responsibility, which is gradually being reflected in the law. Alcohol and discrimination are obviously big issues, but arguably the bigger responsibility for employers is the family and social wellbeing of employees, which directly impacts society as a whole. Today’s well-led and ethically managed companies understand that divisive treatment of partners and employees’ families erodes employee loyalty and motivation, and creates additional and unnecessary stress for employees in intimate romantic relationships, especially young families who are highly sensitive to such pressures. If you read Eric Erikson's "Life Stage Theory," you'll understand why parents with young children are not particularly helped by it.
Promoting a healthy work-life balance tends to make an organization run more smoothly and with fewer problems, especially in the areas of grievance handling and counselling, stress and conflict, disputes and litigation, recruitment and retention, succession planning, and company reputation and image.
Risks and dangers of socially irresponsible events and activities
Romantic/sexual relationships between staff, military and non-military.
Highlights for partners and families, and staff, when partners are excluded from intimate social events.

Problems, accidents and incidents due to alcohol.

Impact on performance, business failure and staff retention due to any of the above.

Risk of litigation and bad publicity due to any of the above.

The risks of hosting a socially irresponsible corporate event are highlighted when you consider a scenario that includes the following elements:

Do not run an event that includes these elements.

Here are some negative examples to illustrate the risks and liabilities:

Dinner and dance or disco.

Dress - especially black tie, long dresses (and anything women wear - no, seriously...).

Alcohol available at bars etc (free flowing is dangerous).

Overnight stays.

A positive atmosphere of accomplishment, motivation, teamwork, relationship building, and general engagement (many conference events have these characteristics, especially those aimed at management and the more extroverted roles in people-oriented roles within organizations such as motivation, rewards, and entertainment).

It is scheduled for the final night of the event (a sense of climax, relief, tension release, "tomorrow is over and we'll get back to normal")

Partners are excluded (for some reason, such as the CEO being a dingy old man who has been married and divorced many times, or the event necessarily drawing participants from a wide geographic area and therefore preventing partners from attending due to logistical or cost reasons).

You don't need to be a professor of social anthropology to realize that the above conditions are unlikely to serve as a defense against problems that may arise directly, indirectly, or ironically, unrelated to the event itself, such as:

Even if you are a serial fan, you will be tempted for a moment, and there are various types of excellent connections among various people who are away from the house.

Repayment and more serious sexual activity lead to some victims and complaints.

The abuse of power / authority / bartub by advanced staff, as a result, the victim of the junior appeared, drunk Sunbuka with the manager for free, and said that everything happened because of the use of it.

More than three or four times the legal restrictions are played at night, arrested or caused accidents.

Human injury, property damage, and violence due to overdrinking alcohol.

Perhaps it can be added to this list. When acting irresponsible under the influence of alcohol, other exciting emotions and substances, human ingenuity is not always possible. Socially responsible employers should be able to prove that when organizing all events in the workplace, they have been working in a reasonable manner and sincere attitude to minimize such risks.

Eliminate friends from the event

Successful organizations, managers, and employees want to like their job. But what about your partner and family? Do they love the organization? Sometimes not. Excessive tough work threatens family life, and eventually society. Also, just because some staff and veteran directors want to leave their spouses early (this is definitely the same feeling for spouse), not all employees feel the same. 。 The majority is not.

Planning a heated social staff event may be upset by employees' partners and their families.

Modern ethical employers are responsible for their employees' obligations and social responsibilities for their families.

Divorce, separation, conflicts and disasters between families are directly linked to many social evil. Socially responsible ethical employers must do as much as possible to reduce these causes. Even if you are a continuous fan, you will be tempted for a moment, and there are various kinds of excellent connections among various people away from the house.

Repayment and more serious sexual activity lead to some victims and complaints.

The abuse of power / authority / bartub by advanced staff, as a result, the victim of the junior appeared, drunk Sunbuka with the manager for free, and said that everything happened because of the use of it.
More than three or four times the legal restrictions are played at night, arrested or caused accidents.
Human injury, property damage, and violence due to overdrinking alcohol.
Perhaps it can be added to this list. When acting irresponsible under the influence of alcohol, other exciting emotions and substances, human ingenuity is not always possible. Socially responsible employers should be able to prove that when organizing all events in the workplace, they have been working in a reasonable manner and sincere attitude to minimize such risks.
Eliminate friends from the event
Successful organizations, managers, and employees want to like their job. But what about your partner and family? Do they love the organization? Sometimes not. Excessive tough work threatens family life, and eventually society. Also, just because some staff and veteran directors want to leave their spouses early (this is definitely the same feeling for spouse), not all employees feel the same. 。 The majority is not.

Planning a heated social staff event may be upset by employees' partners and their families.

Modern ethical employers are responsible for their employees' obligations and social responsibilities for their families.

Divorce, separation, conflicts and disasters between families are directly linked to many social evil. Socially responsible ethical employers must do as much as possible to reduce these causes. Even if you are a serial fan, you will be tempted for a moment, and there are various types of excellent connections among various people who are away from the house.

Repayment and more serious sexual activity lead to some victims and complaints.

More than three or four times the legal restrictions are played at night, arrested or caused accidents.

Human injury, property damage, and violence due to overdrinking alcohol.

Eliminate friends from the event
Successful organizations, managers, and employees want to like their job. But what about your partner and family? Do they love the organization? Sometimes not. Excessive tough work threatens family life, and eventually society. Also, just because some staff and veteran directors want to leave their spouses early (this is definitely the same feeling for spouse), not all employees feel the same. 。 The majority is not.
Planning a heated social staff event may be upset by employees' partners and their families.
Modern ethical employers are responsible for their employees' obligations and social responsibilities for their families.
Divorce, separation, conflicts and disasters between families are directly linked to many social evil. Socially responsible ethical employers must do as much as possible to reduce these causes.
If you have any doubts about the deep anxiety that arises when someone is threatened at the family, relationship or home level, remember Maslow's hierarchy of needs. Note the stress and difficulties that arise for the partner of the employee who is excluded from the situation, and the effects will inevitably ripple back to the employee and their children. These are truly basic needs, and any organization that compromises on these elements is extremely irresponsible.
Team Building Materials and Ideas
Here are some examples of the different materials that can be used for team building events and activities.
Free quizzes - questions and answers - trivia and general knowledge.
Free motivational and fun posters - ideas for topics and principles that support team building
Body language theory - provides a great perspective for exploring relationships and perceptions.
How to run a workshop - Workshop tips for motivation, development and team building
Role-playing process and tips - for role-playing and exercises
Maitreya Buddha Maitreya Japanese Garden and Meditation Center - an example of an innovative space for group activities and events

Fantasticat - Ideas from Fantastycat to motivate, educate and develop young people.

See also free puzzles and tricks for team building.

See also Training and Business Abbreviations for ideas for team building and training sessions.

Easy ways to get started on team building

If you are a manager, supervisor or team leader and are struggling to choose a team building activity, a simple and effective way is to ask your team what kind of activity they would like to do. For example, do they want to play games or do they want activities that focus on work issues and work skills, like workshops? It is especially important to ask the group what they would like to do if the group is mature or if you have mature team members. Younger teams with less experience will need more guidance and a list to choose from among the possibilities.

Involving the team in deciding which activities to use is empowering and participatory, which reduces the administrative burden.

Examine, explain, and remember the initials called POB. This initials are the best nimonic (memory assistance) for all team members to participate in teamwork and strengthen the need to be involved. Team leaders, managers, and facilitators are responsible for configuring and supporting the team to contribute to the team's success, contributing to the team's success, contributing to the team's success.

It is beneficial to use these models and reference when using team activities, games, planning, design, and evaluating.

Introducing the concepts of Kirk Patrick and Bloom to team members will help team members, as an individual, and as a team, to clearly understand their needs, desirable training and ability development.
Team Building Games and Activity Tips
In addition, we will also introduce tips for more orthodox team building activities:
First, practice in the group, check the schedule and materials to see if it works, and check if all the answers are available. Expectations and plans are important.
Make sure that all team building games instructions are clear and perfec t-are indispensable to maintain control and reliability.
First, be satisfied with the team building games and equipment to use.
Always prepare spare materials and tools so that the number of people increases, broken, or requested for a bonus.
Be especially careful when planning youth activities, games, especially children's activities and party games for children.
By setting a theme for team building activities, you can make more impressive activities.
Examine, explain, and remember the initials of simple games and exercises for war m-up and team building. This initials are the best nimonic (memory assistance) for all team members to participate in teamwork and strengthen the need to be involved. Team leaders, managers, and facilitators are responsible for configuring and supporting the team to contribute to the team's success, contributing to the team's success, contributing to the team's success.

It is beneficial to use these models and reference when using team activities, games, planning, design, and evaluating.

Introducing the concepts of Kirk Patrick and Bloom to team members will help team members, as an individual, and as a team, to clearly understand their needs, desirable training and ability development.

Team Building Games and Activity Tips

In addition, we will also introduce tips for more orthodox team building activities:
First, practice in the group, check the schedule and materials to see if it works, and check if all the answers are available. Expectations and plans are important.
Make sure that all team building games instructions are clear and perfec t-are indispensable to maintain control and reliability.
First, be satisfied with the team building games and equipment to use.
Always prepare spare materials and tools so that the number of people increases, broken, or requested for a bonus.
Be especially careful when planning youth activities, games, especially children's activities and party games for children.
By setting a theme for team building activities, you can make more impressive activities.
Explain, explain, and remember the acronym Pob for simple games and exercise for war m-ups and team building. This initials are the best nimonic (memory assistance) for all team members to participate in teamwork and strengthen the need to be involved. Team leaders, managers, and facilitators are responsible for configuring and supporting the team to contribute to the team's success, contributing to the team's success, contributing to the team's success.
It is beneficial to use these models and reference when using team activities, games, planning, design, and evaluating.

Team Building Games and Activity Tips

In addition, we will also introduce tips for more orthodox team building activities:

First, practice in the group, check the schedule and materials to see if it works, and check if all the answers are available. Expectations and plans are important.

Make sure that all team building games instructions are clear and perfec t-are indispensable to maintain control and reliability.

First, be satisfied with the team building games and equipment to use.

Always prepare spare materials and tools so that the number of people increases, broken, or requested for a bonus.

Be especially careful when planning youth activities, games, especially children's activities and party games for children.

By setting a theme for team building activities, you can make more impressive activities.

Easy games and exercise hints for war m-up and team building

First of all, let's use your imagination. Most games and exercises can be simplified, arranged, shortened, and long. To change a large and complex game into a shor t-time activity or war m-up, reduce the material, shorten the tolerance, and make it easier to exercise. Most of the games on the free game page can be used for children's education, development, and party games. A group of four or more requires a leader, and tends to take longer than a duo or a trio. Increasing, reducing the number of teams, incorporating or removing the requirements of team leaders is an easy idea to increase or decrease the complexity and exercise time of the game.

Whatever you choose as a facilitator, first practice yourself, prevent confusion, and understand how it is best to do (generally, participants are often asked after practice. Sho). Think carefully about the number of groups. Unless you want to incorporate the leading elements in the game, a short "build" exercise is best for a duo or trio. If there is no leader, if there are too many team members, it will not participate or confusion, so this should be avoided (unless the purpose of the exercise is indicating why the team needs leadership).

To play games quickly, a pair work using newspaper is good. If you have done that work before, add another task to make it different (hand over the bananas to each group to support the work, or 2-3 paper. It is also a good idea to restrict only or prohibit the use of masking tape). Don't forget the scale and practice yourself so that you can come up with an ideal solution when asked a question.

Alternatively, select three or four lateral thinking puzzles and divide the group into two. Use quizzes. A large group is suitable for quizzes because of the low importance of group work. By providing a strict deadline, the team encourages the team to share puzzles and emphasizes leadership, communication, skills and resources.

Make it logically consider what was pointed out in practice questions.

Tips for cooperating with the union group in team building and training

Team training games and exercises are most effective to use synced groups and teams. Especially if you want to incorporate competitive factors, it is very effective for team building and team spirit. By using syndicate, you can encourage, encourage more participants, activities, and ideas, and manage them to make it easier to work on trainers and facilitators. It is necessary to consider and plan to use syndicate in team building:

Think about what you are trying to achieve, and make a team in response to it.

Always plan how to configure the union in advance.

In these three, it is most effective for everyone to participate. The pairs are all participated and generally functioning faster than three, but lacks dynamic than three.

Three or more groups need to be a leader.

Four or five groups are suitable for providing opportunities for leaders.

Groups with six or more needs a fairly competent leadership in the group.

Make sure that clear instructions are given to each syndicate, and these are given in the best document.

If there is only one set, the pressure on the team will increase. If you give a copy of the work instructions to each team member, the pressure will be reduced.

The most suitable team members to achieve certain results depend on each practice, games and activities of each.

You can change or maintain a syndicate configuration to change the exercise according to the goals of accurate construction and related.

Some people hate becoming the same group or team as subordinates and bosses.

For example, timekeepers, leaders, writing (records), communication, etc.

Make sure that syndicate has the necessary equipment and materials (eg, flip chart paper, pen, notebook, acetate) according to the format.

Confirm that there is enough space and workspace that matches the number of syndicate people who are going to work together.

Team Building Instructor's idea

These ideas are related to training (or learning about yourself) to become a good team facilitator. Team training games and exercises are most effective to use thinner groups and teams. Especially if you want to incorporate competitive factors, it is very effective for team building and team spirit. By using syndicate, you can encourage, encourage more participants, activities, and ideas, and manage them to make it easier to work on trainers and facilitators. It is necessary to consider and plan to use syndicate in team building:

Think about what you are trying to achieve, and make a team in response to it.

Always plan how to configure the union in advance.
In these three, it is most effective for everyone to participate. The pairs are all participated and generally functioning faster than three, but lacks dynamic than three.
Three or more groups need to be a leader.
Four or five groups are suitable for providing opportunities for leaders.
Groups with six or more needs a fairly competent leadership in the group.

Make sure that clear instructions are given to each syndicate, and these are given in the best document.

If there is only one set, the pressure on the team will increase. If you give a copy of the work instructions to each team member, the pressure will be reduced.	The most suitable team members to achieve certain results depend on each practice, games and activities of each.	You can change or maintain a syndicate configuration to change the exercise according to the goals of accurate construction and related.	Some people hate becoming the same group or team as subordinates and bosses.
For example, timekeepers, leaders, writing (records), communication, etc.	Make sure that syndicate has the necessary equipment and materials (eg, flip chart paper, pen, notebook, acetate) according to the format.	Confirm that there is enough space and workspace that matches the number of syndicate people who are going to work together.	Team Building Instructor's idea
These ideas are related to training (or learning about yourself) to become a good team facilitator. Team training games and exercises are most effective to use synced groups and teams. Especially if you want to incorporate competitive factors, it is very effective for team building and team spirit. By using syndicate, you can encourage, encourage more participants, activities, and ideas, and manage them to make it easier to work on trainers and facilitators. It is necessary to consider and plan to use syndicate in team building:	Think about what you are trying to achieve, and make a team in response to it.	Always plan how to configure the union in advance.	In these three, it is most effective for everyone to participate. The pairs are all participated and generally functioning faster than three, but less dynamic than three.
Three or more groups need to be a leader.	Four or five groups are suitable for providing opportunities for leaders.	Groups with six or more needs a fairly competent leadership in the group.	Make sure that clear instructions are given to each syndicate, and these are given in the best document.
If there is only one set, the pressure on the team will increase. If you give a copy of the work instructions to each team member, the pressure will be reduced.	The most suitable team members to achieve certain results depend on each practice, games and activities of each.	You can change or maintain a syndicate configuration to change the exercise according to the goals of accurate construction and related.	Some people hate becoming the same group or team as subordinates and bosses.
For example, timekeepers, leaders, writing (records), communication, etc.	Make sure that syndicate has the necessary equipment and materials (eg, flip chart paper, pen, notebook, acetate) according to the format.	Confirm that there is enough space and workspace that matches the number of syndicate people who are going to work together.	Team Building Instructor's idea

These ideas are related to training (or learning about yourself) to become a good team facilitator.

The work of a manager and training trainer on how to operate the team building session is different from the operation of the team building session. It is important for representatives to experience the influence of various types of team building and the influence of many variables (the number of teams, mixed, location, etc.) that can be applied. Various types of games and exercises, their purpose (games, quiz, competitions, war m-ups, drills, workshops, etc.), the design of team building and team building activities (personality and psychological measuremen t-leadershi p-plannin g-planning Preparation-).

To become a good team builder

Being a team building specialist is a great career specialty of a great career. As the popularity of team building, structured, and organized teams are recognized as important factors for individuals, teams, organizations, and happiness, the demand for qualified team building specialists The supply will increase. (If you have a particularly good team design / facilitation training course, please let me know).

Team Building includes a very diverse methodology, technique, theory, and tools. It also includes values and philosophy. Underlying the excellent team building is compassion, humanity, true consideration for others. This is what supports and lively people working in the organization.

Therefore, in order to become a good team builder, you need to open your heart in philosophical ideas and values, learn as many methodology and related techniques as possible.
Here are some examples such as methodology and concepts that will help you plan and proceed with team building activities: Manager and training trainers on how to operate team building sessions operate team building sessions. It is different from itself. It is important for representatives to experience the influence of various types of team building and the influence of many variables (the number of teams, mixed, location, etc.) that can be applied. Various types of games and exercises, their purpose (games, quiz, competitions, war m-ups, drills, workshops, etc.), the design of team building and team building activities (personality and psychological measuremen t-leadershi p-plannin g-planning Preparation-).
To become a good team builder

Therefore, in order to become a good team builder, you need to open your heart in philosophical ideas and values, learn as many methodology and related techniques as possible.
Here are some examples such as methodology and concepts that will help you plan and progress for team building activities: The work of the manager and training trainer on how to operate the team building session is the operation of the team building session itself. it's different. It is important for representatives to experience the influence of various types of team building and the influence of many variables (the number of teams, mixed, location, etc.) that can be applied. Various types of games and exercises, their purpose (games, quiz, competitions, war m-ups, drills, workshops, etc.), the design of team building and team building activities (personality and psychological measuremen t-leadershi p-plannin g-planning Preparation-).

To become a good team builder
Being a team building specialist is a great career specialty of a great career. As the popularity of team building, structured, and organized teams are recognized as important factors for individuals, teams, organizations, and happiness, the demand for qualified team building specialists The supply will increase. (If you have a particularly good team design / facilitation training course, please let me know).
Team Building includes a very diverse methodology, technique, theory, and tools. It also includes values and philosophy. Underlying the excellent team building is compassion, humanity, true consideration for others. This is what supports and lively people working in the organization.
Therefore, in order to become a good team builder, you need to open your heart in philosophical ideas and values, learn as many methodology and related techniques as possible.
Here are some examples such as methodology and concepts that will help you plan and proceed with team building activities:
Team building activities can be quite chaotic and difficult to control, especially in large groups. Having a certain structure can reduce the risk of being too gentle, impaired your purpose and achievements, or ignored. To create a structure, refer to the Kirk Patrick learning evaluation model and the Bloom Learning District Classification method. See also "Forming Storming." In Tackman's theory, we evaluate how the group acts when he first meets in a new situation.

Trainer training courses are diverse, from inspiration to more theoretical, but have many insights related to collaboration with groups.

Explore the concept of facilitation and empathy.

Understand personal changes and issues that it bring to people.

Think about stress, its causes, and how to minimize and reduce it.

Think about the importance of love and spirituality in the organization.
Explore and use methodology for motivation and communication, such as NLP and transactional analysis.
Psychological measurements and personality help to understand groups and group behavior.
Outdoor survival, courses with "connections with the outside", personal challenge activities, etc. are useful for experience and understanding in the term of what provides people and what processes are developed at a deep level.
School education suppliers and exhibitions, such as juggling, platforms, board games, tricks, and puzzles, are a very useful source of providing ideas, providers and new products.
Regardless of whether you are looking for an exclusive trainer or facilitation course for team building, use the above methodology and concepts, and whatever you have to inspire and stimulate, use it anytime. Let's see.

Team building variables

When planning and implementing team building activities, exercises, games, etc., certain variables have a significant effect on the effects of activities. When planning team building or all group activities, consider and take advantage of the following factors, logistics, groups and teams, and exercises.

Group composition (age, occupation, department, gender, seniority, etc.)

Number of groups (more than 1 to 100 people, 2nd person, 3rd, leadership problem, etc.)
Exercise information and instruction s-Difficulty of assignments, perfection of instructions and clues
Game or exercise time

Competition and prizes

Location and logistics - room size and availability (e. g. for breakout sessions)

Materials provided or available

Control of team member roles - team leader, timekeeper, scribe (note taker), reviewer/presenter, etc.

Grading and whether the practice is part of a continuous competition or a championship team
If it will take more than a full day, it is very effective to include personality types and how they affect the team, management styles required, learning styles (e. g. Kolb, VAK, etc.) etc. If possible, expose the MR to testing and theory if your organization uses psychometrics. It also adds a bit of hard theory to the other soft stuff that is inevitable.
Continuous competitions are great for team building, but if you are training trainers, don't do a competition all day, but shuffle the teams from time to time to show how team dynamics change and how the results change. Also, show that the meaning of the game changes when the number of people changes (for example, a larger team requires leadership or passengers (see Building Team acronym).
Demonstrate by changing the gender and age composition - Mixed teams is a key area to understand.
Use a mix of games to meet the space constraints of different logistics and environments: small rooms, large rooms, syndicated rooms, outdoors.
Mix games to develop different skills and aspects of team building: leadership, cooperation, communication, breaking down barriers, planning, time management, etc.
Imagine a specific scenario and ask the delegates to come up with their own games. Consider all variables: clarity of instructions, schedules, team numbers and mix, logistics, location requirements, not just ideas.

Outdoors, use traditional games like rounders, cricket, touch rugby, and relay races to demonstrate large group dynamics and the benefits of physical activity, including stress reduction, endorphins, and neurotransmitters.

We also cover "workshops" and how to plan and run them: practical sessions dealing with real business problems, with real content-based action, including team outcomes. This requires pre-session preparation, coaching, and measurable tracking.

Team Building and Happiness

Let's introduce simple tips to create a team, motivate, and create a happy atmosphere:

Buy a big basket. Buy a lot of candy, candy, and lollipops, and if possible, wrap it (for hygiene or preservation) in a large basket. Place candy and lollipops in a large basket before going to work, before the meeting, or on the table.

And let's see the smiles of people. Candy and Lollipop remove the wall. Candy and lollipop remove the fence.
After a week or two, they will also mix bubble gums with different sweets. There is also a bubble gum with trading cards.
This gesture is not limited to classrooms. Sweets baskets can be placed nationwide. Also on the front desk and officer room. Also in CFO office.

The reception clerk will always fill the sweets basket (of course, at the company burden), and to have each guest soak in your hands and get children to get big sweets. Ask if or not. That way, you'll see how wonderful the people who have been treated will respond.

Put a large basket with sweets on the table.
Once the habit of putting a sweets basket here and there is established, the next time, give fresh flowers.
Put a small bouquet in a vase on the table. It is worth 1 million words.
(Then, of course, you have to specify a flower display, but this is something you want if you are a suitable person, so one for each floor, one on the day of the week, one, and anything)

Team Building Games-Is Exercise and Games appropriate?

Before deciding to use team building games in a group, consider whether that activity is suitable for group members and situations. See the precautions when checking if your game or group activity is suitable for your situation.
The topic of this site often focuses ideas for developing all personality. Team Building and Happiness

Let's introduce simple tips to create a team, motivate, and create a happy atmosphere:

Buy a big basket. Buy a lot of candy, candy, and lollipops, and if possible, wrap it (for hygiene or preservation) in a large basket. Place candy and lollipops in a large basket before going to work, before the meeting, or on the table.
And let's see the smiles of people. Candy and Lollipop remove the wall. Candy and lollipop remove the fence.
After a week or two, they will also mix bubble gums with different sweets. There is also a bubble gum with trading cards.
This gesture is not limited to classrooms. Sweets baskets can be placed nationwide. Also on the front desk and officer room. Also in CFO office.
The reception clerk will always fill the sweets basket (of course, at the company burden), and to have each guest soak in your hands and get children to get big sweets. Ask if or not. That way, you'll see how wonderful the people who have been treated will respond.
Put a large basket with sweets on the table.
Once the habit of putting a sweets basket here and there is established, the next time, give fresh flowers.
Put a small bouquet in a vase on the table. It is worth 1 million words.

(Then, of course, you have to specify a flower display, but this is something you want if you are a suitable person, so one for each floor, one on the day of the week, one, and anything)

Team Building Games-Is Exercise and Games appropriate?

Before deciding to use team building games in a group, consider whether that activity is suitable for group members and situations. See the precautions when checking if your game or group activity is suitable for your situation.

The topic of this site often focuses ideas for developing all personality. Team Building and Happiness

Let's introduce simple tips to create a team, motivate, and create a happy atmosphere:

And let's see the smiles of people. Candy and Lollipop remove the wall. Candy and lollipop remove the fence.

After a week or two, they will also mix bubble gums with different sweets. There is also a bubble gum with trading cards.

This gesture is not limited to classrooms. Sweets baskets can be placed nationwide. Also on the front desk and officer room. Also in CFO office.

Put a large basket with sweets on the table.

Once the habit of putting a sweets basket here and there is established, the next time, give fresh flowers.

Put a small bouquet in a vase on the table. It is worth 1 million words.

(Then, of course, you have to specify a flower display, but this is something you want if you are a suitable person, so one for each floor, one on the day of the week, one, and anything)

Team Building Games-Is Exercise and Games appropriate?

Before deciding to use team building games in a group, consider whether that activity is suitable for group members and situations. See the precautions when checking if your game or group activity is suitable for your situation.

The topic of this site often focuses ideas for developing all personality.

Think beyond the framework of providing traditional job skills. Find everything and show your subordinates that you are thinking about training from a broader perspective. If you know that you can think like that, your subordinates will have a lot of their own thoughts. Team Building Games are just a few of the experiences of learning and ability development that you can explore and promote you for employees. If the employees feel good and they can be in good condition, the organization will be in good condition.

Confirm that team building activities are based on equality and laws on gender, race, disability, age, etc. In particular, team building facilitators must be familiar with the rules of employment and age equality (the same in the UK, Europe, and recently in other areas). For example, challenging physical activities may be very fun for the right young people, but if some of the team members have an elderly person or have some obstacles, they may be illegal, not fair. So, please think again. The same is true for activities that discriminate between gender and races.

Games and team building activities must be accepted and acceptable by team members.

These free team building games and exercises usually end within an hour, but arrange for a longer team building activity, depending on the types of activities you need, such as team building, ice breakker, and training development. You can. Reviews and discussions are often effective and useful after exercises that raise related issues and change people's perceptions. Before implementing the activities, plan and practice all questions. Curation, facilitation, especially the number of people for each group are factors that have a great impact on the effects of exercises and everyone's experience. See the guidelines for team building activities for hints and techniques.

I n-house quiz game (ice break, conversation trigger, relationships between ministries, company / product knowledge, introduction training, policy confirmation, staff explanation, etc.)

This simple exercise format can adapt to various training and ability development situations.

Cut out the question from the grid below or create your own question.

Fold each question and put it in the box or put it in the center of the table.

Group members must answer questions in order, read aloud, and give answers.

The group should discuss, narrow down and agree on the correct answer before moving on to the next question.

You can extend the exercise by dividing into groups and giving points or giving bonus questions for incorrect answers.

Hints and variations

Don't dwell too long on arguments or disagreements that cannot be resolved correctly and quickly.

Take notes on any issues that cannot be properly/satisfactorily agreed upon, especially those that may have serious repercussions or highlight the need for serious development/sensitivity.

Optionally, assign a representative the responsibility to review and report back to the group on any unresolved issues at a later date/route.

Ideally, the facilitator should know or have found out the answers to all questions before the exercise.

Optionally, ask the team to create questions, for example to provide one question per representative (if someone deletes their question, they must choose a different one).

Question grid (design your own, if appropriate):

Is the staff complaints process the first point of contact?

What is the name of the receptionist? Is the company owned public/private/partnership/social enterprise/other?

What is the CEO/MD?

Who is our legal director?

What is the customer service phone number?

Where is our health and safety information stored?

Where exactly is our COSHH (or equivalent) information stored?

Where can customers/staff get bikes?
How many days holiday do new employees get in their first year?
What is your trade union policy?
What is your minimum/living wage policy?
What are your opening hours?
Where is the fire escape?
What is your public relations organisation?
What are the major trade associations in your industry?
Who is your first aid officer?
Where is your corporate governance policy?
When was the company founded?
Who are the founders?
These questions are just examples. Create your own questions to clarify any that may be unclear.
One small change, one big result (time change, commitment, increased productivity, personal development, personal empowerment)
Here is a very simple quick activity that can be used with any group:

Exercise is particularly important for groups after rest. For example, after holidays, it is time to promote or intervene to help people change their habits or assumptions.

Our personal time management is usually deeply affected by the following factors

Routine activity

Habit

And affairs

Time management is largely controlled by us, although our routine business, habits and assumptions will give us different feelings/ beliefs/ behaviors.

This event contains two parts:

Exploring (perhaps discussion, considering the duration of the activity) The possibility of priority "efficient energy" of individual changes in time management methods. (As a team leader, please refer to the ideas and theories in "Time Management Skills" and "Time Management Tools".)

Everyone must then promise (you can choose to be disclosed in the group) only to change one aspect of our time management.

インパのパい "変変変変変変変変パのののをををみみすさささにににををてるてるてるてるてるてるてる変, Daji きをき difficulty にする avoid けられないいからからからからががののををぐことができるぐことができるぐことができるぐことができるをのののののののののさやすしさいなこと

The measurement method of 々変変変されたかどうかをされたかどうかをされたかどうかをするためにするためにするためにののイムラインをすようすようすようめるめる.

されたかどうかをされたかどうかをされたかどうかをされたかどうかをおおお, が実にいに confirm ししうようめるめる.

そそそもものとと、、、、、、、、じくら、、、、、、のののであることをであることをであることをするするするする. はットメント障障障メををを overcome する key である.

The influence of をををけるのの々に変々に変を伝えを伝えを伝えするするするするをを emphasize する.

にするため易ををのななアイデアについては, "ナッジ theory" reference.

"Practice of Boots ぎぎなぎぎのののの「 "

ににににくくく齢や齢やなく, どんグループでもできるとてもななエエエササイズですササイズです.

Proposal るいはされてされてされて "Boots ひものびびびびびびびびびびびび, おみであればのななキキスキル (example えば" paper flying machine をるる "," nine nine ゲームをするゲゲゲどなど) でも) でも Use できます. The ideal なはレビュレビュ, レビューのでで々が実々が実々が実々が実々が実々が実々が実々が実々が実々が実々が実々が実々が実々が実々が実々が実々が実々が実

は的的の人人人人人人人人人人人人えさせえさせさせることであさせることであさせることであさせることであさせることであののことについてことにつええええええけることであるけることであるけることであるけることであるけることであるけることであるけることであるけることである:

Private が识识うちにのうちにることはることはいることは, others ににするののずずしも単ではありませんんん.

Being consciously capable in a certain skill can cause sel f-satisfaction when teaching / managing / instructing others (just because it is easy for others, it is easy and second natural. Not necessarily.)
empathy
Eas y-t o-understand ways to writ e-manuals, manuals, instruction notes, public relations, advertising, etc.
Process design
Generally: Effective communication / instructions / instructions
The task of groups (individuals, pairs, groups, as a whole (depending on the situation and purpose)) is to write instructions on how to tie strings.
Of course, most people over the age of four will know how to tie them, but that's not important.
By proposing / agreeing, you can add a further dimension to practice:
Instructions (for example, people who are not mothe r-i n-law, young people, people who are difficult to learn, people with disabilities, etc.).
Appropriately connected shoe phrases specifications (or set flexibly according to the emphasis that you want to apply to this job.)
Scenario- (eg, trainer, felwalkers boots, Workman's heavy boots, etc.)

The time for work and reviews can be set flexibly according to your situation.

Avoid setting up unnecessarily time and boring. For example, do not ask the 20 groups to do separately and announce the results separately.

The ideal is to fix the group tasks so that at least a part of the results of the results can be considered throughout the group.

You should also encourage you to actually protect at least some of the guidelines obtained as a result (manuals and guidance creators tend to overlook).

Ste p-One. -Numbered steps are usually the best.

Sentence / Word / Language Clarit y-Is there a clear and ambiguousness?
Is anyone thinking about adding a diagram?
Seeing is believing. (What if the audience cannot access the video?)
Each element is defined by the auxiliary element-everyone used the word "agret". It is a thin tube at the end of the race-not necessary for practice, but it is a trivial point.
Ease of reading
About specific scenarios / common apprentices A consciousness in a certain skill can cause sel f-satisfaction when teaching / managing / teaching that skill (yourself) Just because it is easy, it is not always easy and second natural for others).
empathy

Eas y-t o-understand ways to writ e-manuals, manuals, instruction notes, public relations, advertising, etc.

Process design

Generally: Effective communication / instructions / instructions

The task of groups (individuals, pairs, groups, as a whole (depending on the situation and purpose)) is to write instructions on how to tie strings.

Of course, most people over the age of four will know how to tie them, but that's not important.

By proposing / agreeing, you can add a further dimension to practice:

Instructions (for example, people who are not mothe r-i n-law, young people, people who are difficult to learn, people with disabilities, etc.).

Appropriately connected shoe phrases specifications (or set flexibly according to the emphasis that you want to apply to this job.)

Scenario- (eg, trainer, felwalkers boots, Workman's heavy boots, etc.)

The time for work and reviews can be set flexibly according to your situation.

Avoid setting up unnecessarily time and boring. For example, do not ask the 20 groups to do separately and announce the results separately.

The ideal is to fix the group tasks so that at least a part of the results of the results can be considered throughout the group.
You should also encourage you to actually protect at least some of the guidelines obtained as a result (manuals and guidance creators tend to overlook).
Ste p-One. -Numbered steps are usually the best.

Sentence / Word / Language Clarit y-Is there a clear and ambiguousness?

Is anyone thinking about adding a diagram?

Seeing is believing. (What if the audience cannot access the video?)

Each element is defined by the auxiliary element-everyone used the word "agret". It is a thin tube at the end of the race-not necessary for practice, but it is a trivial point.

Ease of reading

About specific scenarios / common apprentices that are consciously talented in a certain skill can cause sel f-satisfaction when teaching / managing / instructing others (because it is easy for me (because it is easy for me) , For others, it is not always the second natural nature).

empathy

Eas y-t o-understand ways to writ e-manuals, manuals, instruction notes, public relations, advertising, etc.

Process design

Generally: Effective communication / instructions / instructions

The task of groups (individuals, pairs, groups, as a whole (depending on the situation and purpose)) is to write instructions on how to tie strings.
Of course, most people over the age of four will know how to tie them, but that's not important.
By proposing / agreeing, you can add a further dimension to practice:
Instructions (for example, people who are not mothe r-i n-law, young people, people who are difficult to learn, people with disabilities, etc.).
Appropriately connected shoe phrases specifications (or set flexibly according to the emphasis that you want to apply to this job.)
Scenario- (eg, trainer, felwalkers boots, Workman's heavy boots, etc.)

The time for work and reviews can be set flexibly according to your situation.

Avoid setting up unnecessarily time and boring. For example, do not ask the 20 groups to do separately and announce the results separately.

The ideal is to fix the group tasks so that at least a part of the results of the results can be considered throughout the group.

You should also encourage you to actually protect at least some of the guidelines obtained as a result (manuals and guidance creators tend to overlook).

Ste p-One. -Numbered steps are usually the best.

Sentence / Word / Language Clarit y-Is there a clear and ambiguousness?

Is anyone thinking about adding a diagram?

Seeing is believing. (What if the audience cannot access the video?)

Each element is defined by the auxiliary element-everyone used the word "agret". It is a thin tube at the end of the race-not necessary for practice, but it is a trivial point.

Ease of reading

About specific scenarios / common apprentices
This activity gives a very clear connection to the concept and principle of empathy and the metaphor of "putting yourself in someone else's shoes" when communicating with others.

Toilet Paper Icebreaker/Self-Introduction Practice

This is a very simple and fun introductory activity, a super icebreaker and energizer for groups of 5-12 people, regardless of age or level, or for larger groups with the condition that you divide people into smaller subgroups and guide them to self-comfort as necessary.

Equipment: Only one roll of toilet paper per group.

Give each group member a roll of toilet paper and instruct them as follows:

Stand in a circle (standing is much more energetic than sitting around a table, but you can sit around a table if space is limited).

Sing repeatedly: "One, two, three One, two, three..." Time each repetition for about 2 seconds. Clapping along to the rhythm is optional, depending on how active you want to be.

Once the chorus is stable, each member of the group must take as many cards as they like from the die during the "1, 2, 3" and pass the die to the next person.

Then, after everyone has taken their cards (don't give this instruction until everyone has taken their cards):

Thank you.

Then, each person must take a turn telling the group a few facts about themselves:

The number of facts should be the same as the number of pieces of paper that person has.

The number of facts should be the same as the number of pieces of paper that person has.
The facts should be new information to the group (easy for a group meeting for the first time, not so easy for a group that already knows each other).
The facts should each be a very short sentence (so that the more competitive people who regret having 15 or 20 pieces of paper don't have to talk for long).

Aside from the obvious value of this activity (it's lively, it's an icebreaker, it's a quick introduction to each other in an interesting way), this exercise neatly points out that:

Competitiveness can be a downfall if you don't know what you're competing for.

Assumptions are dangerous There are also many ways to differentiate exercises and focus for example on specific learning objects or workshop objectives (and you will probably think of better directions based on your own situation/group):
For example) previous careers, motivation for work, strengths, weaknesses, dreams, passions, hobbies, side hustle opportunities or interests, bucket list/next year/next Tuesday/by when, etc.
Events should not include ... (puppies, kittens, kids, motorcycles, fishing, anything).
Events should include ... (each group member can name a category and only list events related to that topic).
Facts should be information that is highly impressive to the researcher/potential client/date and communicated in some way.
Team members vote for the fact or presentation of facts that most surprised, amazed, or impressed them at the end of the session.
Facts should be communicated with enthusiasm and emotion. etc.
Fact imitation should be acted out like a "charade".
Facts should be related to a study/topic/theory, such as Erikson's life stage theory, Maslow's hierarchy of needs, psychological conventions, etc. )

This exercise is of course mainly related to various learning problems...:

(Thanks to N. Kent)
New ideas for Christmas and group activities
Big Year 2013 Quiz - 100 questions and answers - international events, sports, entertainment, business, trivia - .

Christmas Kitchen 29

Christmas party/social event ideas - many suggestions for creative food, drink, space and entertainment provision

Seasonal ideas collection - various ideas, quizzes, Christmas explanations etc.
Seasonal team games - activities for groups for Christmas and New Year
Personality [self-image] exercises (self-awareness, personality, interviews, selection)
Depending on the structure of the group size, facilitation, review etc., it is possible to accommodate groups of almost any size and of any ability/age/field.

Core activities

Investigate and explain the character of a famous worshiper to the delegation (may be suggested or help the group decides who to explain). It is ideal that the depiction should be very concise and that it is in line with the personality theory that all representators know (or can be explained quickly and easily to the group). We ask the delegate to clarify our explanation, record and share it in a visible form, and discuss and discuss the differences in the view of the delegate. The common cause of the different views of the delegates and the interesting aspects of this exercise are that the depictions of the representatives of the delegate usually match their sel f-images. This is clearly useful for those involved in the job of evaluating / assessing others, such as managers, interviews, and selection.

(For obvious reasons, it may be desirable to omit the "sel f-image" from the activity name before doing this activity in the group).

First, review the personality theory section.

Choose personality theory that meets the needs and interests of the group.

Choose a wel l-known and respectable person. If necessary, the group will participate in this (but avoid being distinguished from other discussions regarding the choice unless you welcome such discussions). In order to repeat this practice, you can choose multiple celebrities, but of course, the point of this practice is to describe the same person in the group at the same time.

If the group has expertise in personality theory and psychological measurement system, you can choose more than one theory handled by representatives to focus on the technical aspects of personality theory (multiple projections). That means expressing each theory.)

The important thing is to be able to explain the basic functions of the selected personality theory to the group, or to understand the theory selected by the group at a very basic level.

If you are working with young people and those who do not understand personality theory at all, start by creating 10 to 15 keywords that represent personality in the group and agreeing on it. If you use this method, do not clarify or agree with famous people before setting 10 to 15 keywords that represent your personality. Investigate the character of the famous worshiper and instruct them to explain (who can make a proposal or help the group decide). It is ideal that the depiction should be very concise and that it is in line with the personality theory that all representators know (or can be explained quickly and easily to the group). We ask the delegate to clarify our explanation, record and share it in a visible form, and discuss and discuss the differences in the view of the delegate. The common cause of the different views of the delegates and the interesting aspects of this exercise are that the depictions of the representatives of the delegate usually match their sel f-images. This is clearly useful for those involved in the job of evaluating / assessing others, such as managers, interviews, and selection.

(For obvious reasons, it may be desirable to omit the "sel f-image" from the activity name before doing this activity in the group).

First, review the personality theory section.

Choose personality theory that meets the needs and interests of the group.

The important thing is to be able to explain the basic functions of the selected personality theory to the group, or to understand the theory selected by the group at a very basic level.

If you are working with young people and those who do not understand personality theory at all, start by creating 10 to 15 keywords that represent personality in the group and agreeing on it. If you use this method, do not clarify or agree with famous people before setting 10 to 15 keywords that represent your personality. Investigate and explain the character of a famous worshiper to the delegation (may be suggested or help the group decides who to explain). It is ideal that the depiction should be very concise and that it is in line with the personality theory that all representators know (or can be explained quickly and easily to the group). We ask the delegate to clarify our explanation, record and share it in a visible form, and discuss and discuss the differences in the view of the delegate. The common cause of the different views of the delegates and the interesting aspects of this exercise are that the depictions of the representatives of the delegate usually match their sel f-images. This is clearly useful for those involved in the job of evaluating / assessing others, such as managers, interviews, and selection.

(For obvious reasons, it may be desirable to omit the "sel f-image" from the activity name before doing this activity in the group).

First, review the personality theory section.

Choose personality theory that meets the needs and interests of the group.

The important thing is to be able to explain the basic functions of the selected personality theory to the group, or to understand the theory selected by the group at a very basic level.
If you are working with young people and those who do not understand personality theory at all, start by creating 10 to 15 keywords that represent personality in the group and agreeing on it. If you use this method, do not clarify or agree with famous people before setting 10 to 15 keywords that represent your personality.
Encourage delegates to use only 2-4 words to describe dominant personality traits. (Ideally, delegates who understand psychometric systems can use the personality code/telology of the relevant system).
Commonly admired famous people could be Jesus Christ, Mother Teresa, Queen Elizabeth II, Nelson Mandela... (Perhaps you and the group will think of examples that best fit the local situation and the interests of the group).
Review points
Why do we see the same person in different ways?
To what extent does the way we see ourselves affect the way we see others?
If so, why?
What do we like about others that might make our reactions unjustifiably harsh?
What do we tolerate about others that might make our reactions unjustifiably generous?

What is subjectivity/objectivity? What is discrimination?

Is discrimination always against the law? If not, is it always okay?

What problems can arise by judging people subjectively instead of objectively?

How can we become more objective in judging others?

What safeguards can we put in place in our organisation to reduce the risk of unfair assessment/treatment of others?

Other review points will be considered, but will arise anyway.

Suggested resources
Alternative Christmas party/office/personal social event ideas
These ideas are for alternative workplace Christmas parties and other workplace social events.

Typically, staff social events, especially at Christmas, involve eating and drinking at some pub or restaurant. The format is: drink, eat, drink some more, dance a bit, fall in the car park and for many, vanity the next day. Organisations, and perhaps staff too these days, spend a lot of money and get little in return, let alone fulfillment or spiritual upliftment.

Many organisations are now looking for ways for team members to socialise, celebrate and engage in healthier and more responsible ways at Christmas parties and other social events.
Here are some alternative workplace social event ideas that are super fun, super refreshing, great for team building, and cost-effective:
1.
Instead of eating out (or having someone eat out) at a costly rate per person, eat "at home" for yourself.
Organize your own buffet or other type of catering.

(For obvious reasons, it may be desirable to omit the "sel f-image" from the activity name before doing this activity in the group).

Also, if you decide the theme and make a dish that suits the theme, it will be simple.

With a kitchen (most of the workplaces), you can handle a certain amount of warm food. If you do not have a kitchen, try to devise a stove for camping or a barbecue outdoors. This is assumed that you want to cook warm dishes. Otherwise, it will be a cold buffet, and there may be no problem depending on the weather and time.

Click here for a simple organizer checklist:

Room/ venue

Room / Venue / Place / Venue / Room / Room (Table (for cooking, it is not necessary to sit)

chair

Tablecloth

napkin

Paper and plate

Tableware

Disposable cutlery

Disposable cup and glass

Sprinkle (water, juice, etc.)

Bowl (for salad, punch, etc.)

Seasoning (salt, pepper, etc.)

Cleaning equipment such as garbage bags, wet tissue, cloth (as needed)
Prepare a list of dishes and guidelines so that you can see what to make and what to bring (quantity and type, seibory, sweet, vegetarian, appetizer, main, pudding, etc.).
Do you have a wealth of experience and skills that help you plan and operate the event? Collect their help.
And / or
Make your imagination, such as pork, Indian, and Chinese food, and consult with local restaurants and vendors.
N. V. If you provide a larg e-scale diet at home, it is very expensive and can make great quality and amount of food at a percentage of food expenses.
Refreshment
Many groups expect some alcoholic beverages. Alcohol is often appropriate. In this case, let's use creativity and imagination.
It is very expensive to prepare all kinds of drinks at home, regardless of alcohol or no n-alcohol.

In this case, let's have the staff with the experience and skills of making and providing a large number of people cooperate.

Punch, sangria, and pims can be easily and cheaply and large. Recipes are available on the web.

Consider the strength of the drinks to be provided, and consider the impact on health, appropriate behavior, transportation, driving, etc.

Make sure there are enough snacks for staff who don't want to drink alcohol.

A jug of water is a great idea.

Just like with food, it can be very simple, just give the event a theme and make the drinks fit that theme.

You can also delegate the bar and drinks to departments.

2. Venue - Find a room

Most offices have large spaces that can be quickly converted into the perfect size for a buffet or food presentation.

Prepare appetizers, drinks and desserts for each department, so people can get to know each other better as they move around.
You can also get each department to create their own "restaurant" or buffet theme.
You can also organize it so that executives or bosses serve the staff and wait on their every need.
If you don't have a room or a room, go out and find the space you need. Again, use your imagination and creativity. Interesting spaces are everywhere. Find a space and make good use of it.
Space rental ideas
Function rooms (obviously)
Social clubs (obviously, obviously).
Theatres and music halls
Pubs, bars and restaurants (many of which will rent out rooms without providing food or drink)

Community centres

Sports clubs

Conference and meeting rooms (for local research institutes, organisations etc.)

Boats and barges

Warehouses, barns and sheds

Schools, colleges and universities

Customer and supplier facilities

Decorate the space. Also dismantle and clear out. Executives and bosses may be able to subcontract these jobs.

3. Fun

A consistent problem with traditional workplace parties and social events is that people tend to drink too much when there is nothing else to enjoy. People don't really engage with the event or each other. Instead, organised activities attract people, have fun together, develop mutual understanding, build relationships and teams and ease tensions.

So think about activities to liven up your event. Provide entertainment beyond just food and drink.
Here are some ideas:
Organise an "X-Factor" type talent show, "Your Company Got Talent" or "Open Mic" session.
Karaoke, Active computer team games on big screens, Participant-led musical entertainment - Chances are you have some entertainers on your staff, or they know some.

Qui z-This site and the new QuizBalls. com site have many quizzes.

(Casino and horse racing (prize money often comes out, but it doesn't cost you money, it's just a play.)
Also, come up with your own ideas, recruit suggestions from the staff, demonstrate imagination and creativity, get involved and participate in people.
Think about participating activities in a variety of participants, and people will enjoy actively and discuss work and office politics while drinking alcohol.
As already suggested, it is a very useful idea for the boss or manager to show leadership as a staff service or service clerk.
The tone of the event is important. If the tone is correct, the staff will be aggressive. If your boss is eas y-going and refused to help or get involved, the tone will be unfair and wrong, and the staff will not make efforts or commitments. If the tone is correct, good and fair, the staff will respond aggressively.
Throughout the year, there are so many organizations that senior managers and bosses enjoy long lunch breaks, travel expenses, meals, company cars, reservation parking spaces, better salaries, bonuses, benefits, and other benefits. Think about what the staff is seeing. So, if your boss serves the staff, wouldn't it be a fresh change occasionally? There is no doubt that it will happen.
A social event at work is an opportunity for organizations to thank the employees. Eating in a parlor while drinking alcohol at a restaurant is achieved to some extent, and of course it is perfect in many situations, but in many other situations, social events are much more. Can be achieved.
Exercise color / Today's color (individual viewpoints, emotional triggers, sympathy, Johari window, respect for personal differences)

This is a very simple, easy and attractive, which is a central one in understanding empathy and many concepts related to it, indicating that people have a different perspective on the same thing. Exercise.

This activity can be used as an ice break and a larger discussion in any size, age, or age group, assuming that the facilitation is appropriate according to the situation.
Examples of explanations and instructions to groups
The emotions and senses in each of us are "activated" in different ways. The way of thinking is different, and the way of view is different. We often do not imagine a completely different perspective from ourselves, even if others look at the same thing. Besides work and work, management and relationships are greatly affected by the other person's perspective and whether it can understand the cause from your perspective.
Explain this and explore how the association of the mind can be different from the "color" (color = English color):
Close your eyes and imagine the day of the week.
What color is each day of the week?
Open your eyes, look at the color of the day, and check some colors every day.
If people are consciously conscious and are trying to share the reasons and associations, we will review the difference.
Note: If someone considers all the day as the same color, considered that there is no color associative at all, or if you feel that there is another strong association, that is also worth it. It is a personal opinion and a difference.

The day of the week is a simple pattern. However, each person is perceived. It is easy to imagine that there is a possibility that there will be a bigger difference in how to grasp the complicated situation, such as work, responsibility, and human relationships. Humans cannot see things exactly the same. It's not the goal of work or life. Rather, the goal is to better understand each other's views so that we can minimize conflicts and maximize cooperation.

Useful reference materials

Psychological contract "Icezan" exercise (psychological contracts, harmony between work and life, understanding motivation, relationship between employers and employees, leadership)

The importance of psychological contracts is increasing in organizational management and organizational development.

The "iceberg" diagram model of the psychological contract is useful for explanation and exploration of this topic.

In the group member, in individuals, pairs, or groups, create your own version of the "ice" psychological contract diagram and examine / discuss depending on the situation.

The version of the "iceberg" can be mapped from a variety of perspectives, such as how people are currently looking at, what they want, from an individual, department, and labor.

This exercise can be used as a basis for all kinds of learning and development activities, for example:

Motivation and attitudes

Work-life balance and well-being

Organizational structure and objectives

Organizational goals and employee relationships

Work/management/leadership relationships with employees

Mutual perceptions (employee/employer) and organizational transparency - particularly identifying hidden or confused perceptions that may be barriers to improving employee/employer relationships

Refer to psychological contract theory and related learning concepts that may be useful in your situation.

The Johari Window is particularly relevant.

Playing with lifestyle abbreviations (socio-demographics, creativity and invention, lifestyle types and choices, compact communication, generational theory)

A simple exercise that encourages thinking about demographic and generational mindsets, language and communication.

Groups of any size. Divide into pairs, trios or working groups and carry out this activity, modifying it accordingly or as a simple ice cream.

Instructions for groups

Acronyms are powerful in conveying a lot of information very succinctly and are also useful in illustrating this principle as it relates to intergenerational issues in management and life.

Each element is defined by the auxiliary element-everyone used the word "agret". It is a thin tube at the end of the race-not necessary for practice, but it is a trivial point.

Can you think of any acronyms that are particularly appropriate for our modern age (or you can suggest ones you already know).

Once teams have come up with their own acronym, give them 1 point for each letter in the acronym, and you can also give them bonus points:

True acronyms (that look like words or are actual words, using the first letter of each word in a complete expression)

Noun "bacronyms" (words spelled out from the acronym that are cleverly related to the expression)

Alternatively/in addition, you could ask groups to come up with new Portmanteau words.

Check/discuss results as appropriate.

Have a dictionary and thesaurus available.

Guessing games (icebreakers, hypothesis, multiple intelligences, hidden abilities, risk in judging)

This is a simple and adaptable exercise that can be used to explore a variety of topics. There are tabletop versions too, and they can be used to get you moving quite a bit.

The only mediators are needed for patches with rolls and small sticky notes. You can change your scale goal according to your situation (scale or metric/ autoch). You can treat activities as competitions, give scores, or do groups in groups.

This is the basics of practice. Please arrange various exercises according to your situation.

Instructions to the group

This is an experiment to examine the scales of the brain. Measure your guess and get results. This experiment makes a simple guess, but even if there are no measurement tools or accurate reports, the foundation to understand how reliable (or unreliable) can be estimated. Will be. This is related to the risk of guessing, the advantages / risks / surprises related to speculation, shortcuts, customs / instinc t-based work. In some cases, applying and instinctual guesses are effective, but not.

(In addition, this activity is the theory of multiple intelligence-especially to understand and explore that some people are more alive in these tasks than others).

Use sticky notes (to identify individuals) to write the following:

10 feet distance to the floor

Wall height 3 feet

1 meter of distance above the table

Notes: As a facilitator, it takes time to measure and record a lot of guesses, so consider how to do it. If you use this practice quickly and use it for ice breaks, or if you have a limited time, especially if the group is large, consider how many practice to count. One is enough for ice breaks. If there is a large group or a vibration, put people on the rolls and score each other. Alternatively, see examples of the simplified activities below.

Check your activities according to your purpose:

What kind of surprise was there?

What are the clues for the various abilities of people?

What are the differences when guessing various types of scale?

What kind of creative methods were used for "measurement"?

How does the brain guess something?

When to guess and when to measure in work / life, how to judge when to measure.

How can I improve the reliability of the guess?

(If you work in a group) Is the group's guess more reliable than an individual guess?

What is the value of "Pleiades' wisdom" in guessing and intuitive judgment?

Depending on the time and the activity, you can use other materials and measuring devices:

A 30 degree angle (have people draw two straight lines on a piece of paper, like the two sides of a triangle)
A square piece of paper equal to 1 square meter (newspaper and sticky tape - 1 square meter is a surprisingly large area for some people - each side needs to measure 1 meter)
Or, you can be more adventurous and use something that kids will find interesting, like water or sand, to find volume and weight. In this case, you basically only need water, sand, plastic food or balloons, and a measuring jug (and a cleaning cloth).
For a short table activity, you can use a ruler to be more accurate, with distance targets in centimeters or inches rather than feet or meters (and be prepared to be gossiped about by some groups).
To simplify and speed up the activity and reduce preparation and measurements, people can guess weight/volume/height/distance/etc. Instead of asking people to make their own, give them prepared examples (for each activity):
Example: Show strings of different lengths on the board or on the floor and ask them to guess the lengths.
For exercises such as guessing large units, you could show a bucket of marbles or cut or tear a piece of paper into pieces (too many for the group to see and count at a glance) and scatter them on a table.

Present a page of printed words and ask them to guess the number of words.

Present a pile of coins to the group and ask them to guess the total amount.

For example, you could relate to ideas about the "wisdom of crowds" and the advantages/disadvantages of working individually vs. collaboratively, especially when intuitive or subjective judgements are required.

Adapt the exercises depending on how active and logical you want the activity to be.

References

Multiple Intelligences and MI Tests - Correlation between natural forces and job expertise

Blind Learning Styles Test - A simple 3-dimensional view of learning/thinking styles

Kolb Learning Styles Theory - Different thinking styles are suited to different tasks

Conscious Skills Learning Model - How much do you know and trust your own judgement?

Johaari's window-Especially know the strengths/ weaknesses of yourself and others

Early Mouse / Second Exercise (Ice Breaker, Creative Thinking, Presenting Skills, Discussion, Analysis, Teamwork, Group Dynamics)

This is a simple exercise for groups of eight to 30 people, including a variety of learning factors, such as strategies, teamwork, presentation, discussions, discussions, analysis, and group decisions.

This activity is based on an interesting on e-sided trick derived from comedian Steven Light, but its content is deeper than it looks.
"Wake up early is three sentences, the second rat is cheese."
Divide the group into two teams.
On the other hand, use the group to get up early, and the other group is the "second rat" (or let the group decide itself.)
Give each team for 5-10 minutes, and create a 6 0-second presentation for why their strategies ("early waking up" or "second rat") are optimal for business (or work). If you want to learn deeply with a large team, it may be longer). Depending on the situation, life).
Use the knowledge, skills, and opinions of the whole group to promote presentations.

After two presentations, we have a 5-10 minute discussion between the question groups:

"Wake up early and sleep twice: Which is the most effective strategy in business (or work, life)?

(Ask the group if it is better to change the framework of the question based on the content of the presentation. In this case, you may see a more constructive approach to this question. In this case, itself itself. It becomes a useful mini exercise.

After the discussion, vote "freedom" to check the group's ideas for the question. I admit abstain ("I don't know"), but does not encourage it. Place the group's loyalty on one side and encourage members of the group to vote as an individual.

After this practice, you can review the following many potential learning fields, for example, according to your situation and nurturing goals:

Strategies vary depending on the situatio n-adaptability and consistency

Various strategies corresponding to various types of people, personality, and organizational culture

Summarize discussions / submits / presentation systems for groups within a strict deadline

A concise and compelling discussion / presentation

Use constructive discussions, debat e-evidence, examples, composition, passion, etc.

(Review of discussion questions) About the importance of framing in questions when raising to the group, and the ability to focus on the main subject and focus accurately.

How the group considers and decides

The responsibility of those who have the authority to support and make a clear understanding, discussion, decision making

A dilemma between personal views and the prediction of the group ("real life": Voting in Congress-Protecting the party, protecting personal beliefs, or local voters-and and managers cannot personally agree Management dilemma when implementing a corporate policy-What are the important criteria for making these decisions?

In addition, the phases of applied and the aspirations that occur.

Reference material

Beautiful word s-Interesting type neutral active questions used in therapy

Unbalanced exercise (sensory perception, sel f-awareness, no n-language communication, body language, teamwork, personal support)

Introducing ideas and exercises to explore human physical contact and touching. In relationships with others, its types, benefits, risks, relevant emotions and reactions.

It is natural that people are neglected in human relationships and communication, especially in sexual harassment and child protection management and training. Nevertheless, touching is an extremely important part of the body language, indispensable for interaction between humans. Therefore, we can make profits by deepening the understanding of the touch and using it properly, rather than completely avoiding touch.

According to Benedict Carey's article published in the 2010 New York Times, interesting results on human touch:

According to research, we can detect at least eight different emotions just by interacting with people (M HertenStein, Depauw University, Indiana US).

Another study shows that tactile and physical contact between teams leads to the success of sports (Klaus, Hoan, Celtner, Berkeley School, the United States).

It is also known that the amount of physical contact when sitting side by side between a romantic relationship or a married couple is correlated with the satisfaction of the relationship (COVEIS, Harvard University, the United States). 。 (Review of discussion issues) About the importance of framing in questions when raising to the group, and the ability to focus on the subject and focus accurately.
How the group considers and decides

The responsibility of those who have the authority to support and make a clear understanding, discussion, decision making

In addition, the phases of applied and the aspirations that occur.

Reference material

Beautiful word s-Interesting type neutral active questions used in therapy

Unbalanced exercise (sensory perception, sel f-awareness, no n-language communication, body language, teamwork, personal support)

Introducing ideas and exercises to explore human physical contact and touching. In relationships with others, its types, benefits, risks, relevant emotions and reactions.

It is natural that people are neglected in human relationships and communication, especially in sexual harassment and child protection management and training. Nevertheless, touching is an extremely important part of the body language, which is indispensable for interaction between humans. Therefore, we can make profits by deepening the understanding of the touch and using it properly, rather than completely avoiding touch.

According to Benedict Carey's article published in the 2010 New York Times, interesting results on human touch:

According to research, we can detect at least eight different emotions just by interacting with people (M HertenStein, Depauw University, Indiana US).

Another study shows that tactile and physical contact between teams leads to the success of sports (Klaus, Hoan, Celtner, Berkeley School, the United States).

It is also known that the amount of physical contact when sitting side by side between a romantic relationship or a married couple is correlated with the satisfaction of the relationship (COVEIS, Harvard University, the United States). 。 (Review of discussion questions) About the importance of framing in questions when raising to the group, and the ability to focus on the main subject and focus accurately.

How the group considers and decides

The responsibility of those who have the authority to support and make a clear understanding, discussion, decision making

In addition, the phases of applied and the aspirations that occur.

Reference material

Beautiful word s-Interesting type neutral active questions used in therapy

Unbalanced exercise (sensory perception, sel f-awareness, no n-language communication, body language, teamwork, personal support)

Introducing ideas and exercises to explore human physical contact and touching. In the relationship with others, the types, advantages, risks, relevant emotions and reactions.

It is natural that people are neglected in human relationships and communication, especially in sexual harassment and child protection management and training. Nevertheless, touching is an extremely important part of the body language, indispensable for interaction between humans. Therefore, we can make profits by deepening the understanding of the touch and using it properly, rather than completely avoiding touch.

According to research, we can detect at least eight different emotions just by interacting with people (M HertenStein, Depauw University, Indiana US).

According to research, we can detect at least eight different emotions just by interacting with people (M HertenStein, Depauw University, Indiana US).
Another study shows that tactile and physical contact between teams leads to the success of sports (Klaus, Hoan, Celtner, Berkeley School, the United States).
It is also known that the amount of physical contact when sitting side by side between a romantic relationship or a married couple is correlated with the satisfaction of the relationship (COVEIS, Harvard University, the United States). 。

Many other and various studies have reported the positive power of interacting with people. For example, see Leo Buscaria about hugs and love. Just like moving the body, touching a person triggers the release of chemicals in the brain. These are human primitive reactions, not easy to understand. Eventually, the meaning and mechanism will be elucidated. Until then, a little practical experiment was useful and enlightened. Here are some ideas below:

Based on the research of the Heltens Tian quoted above, it becomes a pair of two people or a third party, with the eyes closed, in the hands, from the hand, or the fingers of other people, various types of touch. Have the reaction experiment. Before encouraging/ permits more adventurous touches, we are careful and seek the consent of the entire group. To show emotions such as trust, aggression, excitement, security, and curiosity, it should be fully performed by touching hands (including handshake). To show such emotions, and if there are other reactions, to show it. A third party can play the role of a toucher, observe facial expressions, and give an external reaction.

Hug: Follow the group's agreement, hug each other, and record its reactions and emotions. As Baskaria discovered, and since then, hugging is a potentially powerful medicine. Explore its meaning and problems.

Group Hug: Try it and see how people feel. As a variation, the group is divided into two groups. Have a group divided. Then give the two groups the same task and compete with each other (for example, sorting a card in one box, making 10 large balls in a newspaper and putting it in the trash can on the other side of the room). Before you start, ask the second group if you want to hug the group. Ask the first group if you want to hug again. Discuss how hugs and physical contacts are related to group work, bonds, excitement, etc. after the task. Did the most hugged person get the most motivated? Is the team that hugs generally win? Many other and various studies report the positive power of interacting with people. For example, see Leo Buscaria about hugs and love. Just like moving the body, touching a person triggers the release of chemicals in the brain. These are human primitive reactions, not easy to understand. Eventually, the meaning and mechanism will be elucidated. Until then, a little practical experiment was useful and enlightened. Here are some ideas below:
Based on the research of the Heltens Tian quoted above, it becomes a pair of two people or a third party, with the eyes closed, in the hands, from the hand, or the fingers of other people, various types of touch. Have the reaction experiment. Before encouraging/ permits more adventurous touches, we are careful and seek the consent of the entire group. To show emotions such as trust, aggression, excitement, security, and curiosity, it should be fully performed by touching hands (including handshake). To show such emotions, and if there are other reactions, to show it. A third party can play the role of a toucher, observe facial expressions, and give an external reaction.
Hug: Follow the group's agreement, hug each other, and record its reactions and emotions. As Baskaria discovered, and since then, hugging is a potentially powerful medicine. Explore its meaning and problems.

Group Hug: Try it and see how people feel. As a variation, the group is divided into two groups. Have a group divided. Then give the two groups the same task and compete with each other (for example, sorting a card in one box, making 10 large balls in a newspaper and putting it in the trash can on the other side of the room). Before you start, ask the second group if you want to hug the group. Ask the first group if you want to hug again. Discuss how hugs and physical contacts are related to group work, bonds, excitement, etc. after the task. Did the most hugged person get the most motivated? Is the team that hugs generally win? Many other and various studies have reported the positive power of interacting with people. For example, see Leo Buscaria about hugs and love. Just like moving the body, touching a person triggers the release of chemicals in the brain. These are human primitive reactions, not easy to understand. Eventually, the meaning and mechanism will be elucidated. Until then, a little practical experiment was useful and enlightened. Here are some ideas below:

Hug: In accordance with the group's agreement, hug each other and record its reactions and emotions. As Baskaria discovered, and since then, hugging is a potentially powerful medicine. Explore its meaning and problems.

Group Hug: Try it and see how people feel. As a variation, the group is divided into two groups. Have a group divided. Then give the two groups the same task and compete with each other (for example, sorting a card in one box, making 10 large balls in a newspaper and putting it in the trash can on the other side of the room). Before you start, ask the second group if you want to hug the group. Ask the first group if you want to hug again. Discuss how hugs and physical contacts are related to group work, bonds, excitement, etc. after the task. Did the most hugged person get the most motivated? Is the team that hugs generally win?

According to research, we can detect at least eight different emotions just by interacting with people (M HertenStein, Depauw University, Indiana US).

See also the silent touch exercise on page 1 of Team Building Games.

Equipment: Several daily national or local newspapers. A minimum of 2-3 newspapers per person should be sufficient.

Distribute newspapers to the group or groups.

Instruct the groups:

Each person should find a news article in the newspaper where they can apply a motivation theory through the interpretation of the story and be able to explain the story based on their chosen theory.

Examples of theories that can be explained through news articles

Maslow's hierarchy of needs

McGregor's theory of needs

Erikson's life stage theory

Mehrabian's communication theory

Johari Window mutual recognition model

Conscious ability learning model

Motivation and factors for Haru Burg Sanitation

Ethics and social responsibilities
government
Of course, you can also show your team members the management / motivation theory and model that suits your purpose.

You can define a specific model or find an example of a model from a group, write them on paper, and have them fold them "blindly".

In order to focus on people's attention to the point of the analysis and make the reviews compact and quick to proceed with the reviews, use a flip chart or whiteboard to give or verbal interpretation within 30 seconds. You can do it.

Discuss and discuss when problems arise, depending on the needs of sessions and timelines.

Have them work in a group or group to save time for reviews. The fact that each tw o-person or a group has an interpretation of the only story is the most powerful example that two people or groups come up with in time.
If the group has access to computers, the Internet, and group teams, you can use online news websites instead of newspapers.
Practice of explanation (sel f-introduction, ice breakker, Johaari mutual awareness, mechanics team, development team)
This is a long explanation of very simple activities.
This game is for a group of up to 20 or more if you know each other.
Tools and preparations:

The group is divided into an equal group of three or four.

A group of 5 to 6 people may be fine, but in that case, time management is required. A group of seven or more is not recommended.

Distribute 4 pieces of pen / pencil and point size, or 4 sticky notes of 3 to 5 inches of points.

Each group sits on the floor or wall space if you surround your table, sit at the ends or corners of a large table, or use sticky notes.

Give instructions to both groups (each):

Write your name on one notebook (in a plain letter that you don't know.) Motivation and factors in Harder Berg

Ethics and social responsibilities

government
Of course, you can also show your team members the management / motivation theory and model that suits your purpose.
You can define a specific model or find an example of a model from a group, write them on paper, and have them fold them "blindly".
In order to focus on people's attention to the point of the analysis and make the reviews compact and quick to proceed with the reviews, use a flip chart or whiteboard to give or verbal interpretation within 30 seconds. You can do it.

Discuss and discuss when problems arise, depending on the needs of sessions and timelines.

Have them work in a group or group to save time for reviews. The fact that each tw o-person or a group has an interpretation of the only story is the most powerful example that two people or groups come up with in time.

If the group has access to computers, the Internet, and group teams, you can use online news websites instead of newspapers.

Practice of explanation (sel f-introduction, ice breakker, Johaari mutual awareness, mechanics team, development team)
This is a long explanation of very simple activities.
This game is for a group of up to 20 or more if you know each other.
Tools and preparations:
The group is divided into an equal group of three or four.
A group of 5 to 6 people may be fine, but in that case, time management is required. A group of seven or more is not recommended.

Distribute 4 pieces of pen / pencil and point size, or 4 sticky notes of 3 to 5 inches of points.

Each group sits on the floor or wall space if you surround your table, sit at the ends or corners of a large table, or use sticky notes.

Give instructions to both groups (each):

Write your name on one notebook (in a plain letters that you don't know.) Motivation and factors in Harress Burg Sanitation

Ethics and social responsibilities

government
Of course, you can also show your team members the management / motivation theory and model that suits your purpose.
You can define a specific model or find an example of a model from a group, write them on paper, and have them fold them "blindly".
In order to focus on people's attention to the point of the analysis and make the reviews compact and quick to proceed with the reviews, use a flip chart or whiteboard to give or verbal interpretation within 30 seconds. You can do it.
Discuss and discuss when problems arise, depending on the needs of sessions and timelines.
Have them work in a group or group to save time for reviews. The fact that each tw o-person or a group has an interpretation of the only story is the most powerful example that two people or groups come up with in time.

If the group has access to computers, the Internet, and group teams, you can use online news websites instead of newspapers.

Practice of explanation (sel f-introduction, ice breakker, Johaari mutual awareness, mechanics team, development team)

This is a long explanation of very simple activities.

This game is for a group of up to 20 or more if you know each other.

Sentence / Word / Language Clarit y-Is there a clear and ambiguousness?

The group is divided into an equal group of three or four.

A group of 5 to 6 people may be fine, but in that case, time management is required. A group of seven or more is not recommended.

Distribute 4 pen / pencils and point size paper, or 4 sticky notes of 3 to 5 inches.

Each group sits on the floor or wall space if you surround your table, sit at the ends or corners of a large table, or use sticky notes.
Give instructions to both groups (each):
Write your name on one notebook (in a plain letter that you don't know if you are)
Clearly write three positive words that describe you or strongly represent you, one in each notebook. Write in a simple style so that others cannot see and do not know that you are the writer. (Note: Only positive words should be used in this exercise. This activity is not suitable for reporting or discussing personal weaknesses, and negative descriptive words may not be useful due to the nature of the exercise. It is important to make this clear at the beginning, because there is no easy way to remove or replace unhelpful words once exposed.)

Move all descriptive and name notes to the center of the group table (or wall space) and shuffle them.

(Before doing this, turn the notebooks face down so that everyone can experience the discovery and surprise of who the "owner" of the description is, not just the guessing group).
Have groups move to other groups' tables or walls and work with the other groups' descriptors.
The task for each team is to rearrange the descriptors into groups of three under the appropriate name notation and correctly assign the descriptors to the "owners." (Clearly negative or controversial words can be embarrassing and problematic at this stage).
The team that correctly assigns the most descriptors wins.
N. B. If you play with more than two teams, the first consideration stage (where the correct answer is given) is more logically complicated, so instruct the teams not to interrupt the first proposed answer, but to show the correct answer on a separate piece of paper when they return to their table/wall. This way, everyone in the group can check all guesses and correct answers (especially if you are in a collaborative group).
Additional Guidance
Ask teams who don't know each other yet to give a brief self-introduction before the exercise. Without warning them about the upcoming exercise, ask them to give a little more detailed self-introduction beyond just their name and job.

When explaining the practice proble m-description of words ("explanation") includes personality characteristics such as clear, diplomatic, excretion, confident, friendly, and / or music, soccer, mountains, adventures, family, etc. , A more symbolic word, can express a very important personal characteristics.

Some people will be able to sympathize with the idea of using symbolic words. In addition, some people want to use only words that express their personality.

People emphasize that they should use themselves really honestly and positively.

The facilitator withdraws negative words and explanations of words that can controversate, reseases the right to remove penalty points from violated groups. It is important for a facilitator to expose his personal weakness, but it may be explained that this exercise is not (that is not a denial or ros e-colored glasses problem, but from this exercise method. It is a matter of whether it is appropriate).

The facilitator reserves the right to delete the score from a group that has been too vague and does not strongly represent individuals, and the right to give a bonus point if a very difficult word is correctly assigned. 。

If you play games in multiple groups, you need to properly plan and manage the first confirmation of correct and incorrect answers (when the group moves the table). The team instructs the team not to move the explanation arranged by the reasoning group so that the answer is correct to another paper so that it can be used to manage point assignments.

If you can't create a group of the same number (for example, 7, 11, 13, 17, etc.), it is recommended that the facilitator decides (either the following): The total of the group Adjust so that is imbalanced. Or, because large groups and small groups have advantages and drawbacks, there is no legitimate reason to adjust the score. The important thing is to decide in advance, and not capture practice without a fixed rule.

This game can be used at all with ordinary pen / pencil and paper (not thick pen), but is particularly effective for large groups, especially for large groups.

Review and reference materials

Johaari's "window" model is the center of mutual awareness.

Sentence / Word / Language Clarit y-Is there a clear and ambiguousness?

Some people will be able to sympathize with the idea of using symbolic words. In addition, some people want to use only words that express their personality.

People emphasize that they should use themselves really honestly and positively.

This game can be used at all with ordinary pen / pencil and paper (not thick pen), but is particularly effective for large groups, especially for large groups.

Review and reference materials

Johaari's "window" model is the center of mutual awareness.

What words do people use to express each other? Which word was surprised? When explaining the practice proble m-description of words ("explanation") includes personality characteristics such as clear, diplomatic, excretion, confident, friendly, and / or music, soccer, mountains, adventures, family, etc. , A more symbolic word, can express a very important personal characteristics.

Some people will be able to sympathize with the idea of using symbolic words. In addition, some people want to use only words that express their personality.

People emphasize that they should use themselves really honestly and positively.

The facilitator withdraws negative words and explanations of words that can controversate, reseases the right to remove penalty points from violated groups. It is important for a facilitator to expose his personal weakness, but it may be explained that this exercise is not (that is not a denial or ros e-colored glasses problem, but from this exercise method. It is a matter of whether it is appropriate).

This game can be used at all with ordinary pen / pencil and paper (not thick pen), but is particularly effective for large groups, especially for large groups.

Review and reference materials

Johaari's "window" model is the center of mutual awareness.

What words do people use to express each other? Which word was surprised?

Do you imagine how you look at yourself, how others see it, and how others see it.

What kind of barriers tend to exist when we don't know each other? (And what if the other aspects of mutual awareness are not good?)

Why do you tend to cause difficulty in mutual awareness, while good mutual awareness tends to generate profits?
Why is the dare of responsibility and more likely to improve performance if the mutual consciousness within the team is high?
These problems are associated with team development models such as Tanbaum, Schmidt, and Tuckman's storm formation model.
Consider the awareness of team ability in connection with models such as VAK and multiple intelligence.
Discuss mutual consciousness from the viewpoint of team leadership, such as Adea Conditiony Leadership Leadership model.
In addition, through personality models and theory, you can explore many aspects of personality and people.
N. V. V. When this exercise is used as an ice break for a group that has just been introduced to each other, the clear learning illustration is how much (or most) we are looking for (or almost), and absorb the first person. And whether you can be more concerned at such times.
Quick Plan Exercise (New Year, purpose, plan, change)
Easy ice breaks with useful basic purposes and activities for preparation for the front. For groups of any size.
Introduction / Scene: When the New Year begins, many of us will consider new goals and plans, and renew their commitments for some changes and improvements. Commitments tend to succeed if there are goals, especially the plan, especially the steps that lead to the final results. Without a plan, it can hardly change.
This process is useful:
1. Think of the promises and changes you want to do.
2. Write it as a clear, realistic, measured result.
3. Calculate back, identify the necessary steps to achieve it, and return to the starting point.

4. Attach the schedule and resource as needed.

Now you have a simple plan. Take it home and improve it as needed.
Reference materials
The wise principle of delegating task s-rules applies to "delegation" to the task to others to delegate to others.

Agree review/feedback expectations with your team before the activity, depending on the situation. Keep in mind that review/feedback is not always necessary, especially if the activity is trying to help people think about personal priorities or plans that they may prefer to keep private. In these cases, it can be helpful to be clear that people do not have to disclose or discuss their goals with the group unless they want to, as this can help some people to think more relaxed and creatively.
Party Games (for adults and kids)
Here is a selection of easy and fun games.
Map Game - A simple and fun game where groups of three draw a world map from memory. Very funny.
Who Am I? Game - A simple and easy party game to make.
Smarty Hunt Game - Teams make animal sounds to give directions to the leader and collect hidden treats.
Pit - Easy to make cards.
Helium Stick Game - A very magical effect game - play with groups at parties.

Charades - Easy, fun, popular party game.

Baking Animals - quick, fun and easy - all you need is a sheet of foil.

This page also contains other ideas for party games that can be adapted.
Other easy party game ideas (for parties, not work):
After Eight Game (as seen in TV ads) The winner is the person who can move an After Eight Mint chocolate bar from the front to their mouth using only their head and face movements.
Key String Game: Divide the group into teams of at least 5 people, organised as boy, girl, boy, girl etc. The winning team is the first to thread a string through everyone's clothes.

Orange Game - Divide the group into teams of at least 5 people, organised as boy, girl, girl etc., each with an orange (or a similar fruit or vegetable, such as a potato). Hold the orange between your chin and chest (without using your hands) and pass it from person to person until the first team returns it to the starting position wins. Discarding an orange incurs a penalty of 2 people (moving it 2 people back in the chain).

Egg Game - Outdoors (or indoors if you live in a mansion with a banquet hall over 50 feet long). Play in pairs. Give each pair a raw egg (with the shell still intact). Pairs stand in two lines, five steps apart. Between each pair, they must toss and catch the egg twice. Shift the lines three steps apart. Throw and catch again, twice. Clap, and whoever ends up with the egg intact wins. (Don't play if you're worried about the wastefulness of this game).
Reverse Drinking Game - Not recommended after a heavy meal or alcohol. In pairs of three, stand upside down (handstand) and, supported by a teammate, drink a suitable drink from a suitable container with half a foot. Use of straws is optional. The first team to drink the drink wins. Make the drink a pint (1 pint) and have each team member take turns in all three positions (holding, feeding, drinking).
When designing a game, please pay attention to whether it is suitable for your situation. I take no responsibility for any unpleasant problems that may arise.
Morning Planning Planning (Project Planning, Task Planning, Preparation, Structure and Organization, Scheduling, Budgeting)
This activity is a quick introduction to project planning and helps you develop awareness about structure, planning, etc. You will also learn the basic process of organizing and coordinating time, activities, resources and any finances.
Groups of any size and age are welcome. Divide the group into pairs or into groups that are appropriate for the situation.
The task is to create a simple project plan for making a cooked breakfast. Prepare a pen, ruler and paper or other presentation means if necessary.

As a facilitator, you can also present alternative tasks. Making breakfast is one example. See also other examples below. Find a task that the group finds interesting, fun and enjoyable.

To add variety, you can give each pair/group a different task. They can also choose their favorite task as long as it fits the activity. It's simple enough, requires a timeline, and includes several interrelated activities and resources. )
You can focus on project management methods by performing a simple work that has nothing to do with work, such as making breakfast.
Introducing the appropriate project management tools, such as Gantt diagram, critical pass flow chart, and fish bowl diagram, to the team. The example is on the project management page.
In order to expand this activity, you can add the requirements that the team should show the process of training and preparation for process elements. Similar instructions can also show or comment on knowledge, experience, and skills. This may be related to the learning format of VAK and// bloom.
In addition, by entering financial elements, you can display cost breakdowns in the plan or to track project budget for each element. This financial aspect can be a major additional issue for some students, and it is best to exclude if the main development needs are learning the basic structure and construction process of the project plan. Please note that.

Examples of other issues that can be used in this activity

Make roast dinner.

Replace the wheel of the car.

Open a child's birthday party.

Tell someone swimming.

Grow tomatoes

Install an aquarium

Create a personal page on SNS.
If the team members can understand and sympathize, they can be used in any task.

The project plan can be presented, discussed, and modified according to your situation and schedule.

See Project Management for many support materials.

Brainstorming is an effective way to start any programming project.
Delegation is a useful reference field. This is because in actual wor k-based projects, they often delegate their responsibilities to others, which requires the clarity and efficiency of the plan.
In addition, depending on the team's expertise and interest, the following reference materials may be useful:
Ste p-through play using paper (ice breakker, team building, problem solving, unity, children's scissors for children).
A new ice breaker, paper exercise, or a group of two people, a group of three, or a group. This activity can be used as a bigger group problem solving and teamwork activities.
Equipment: scissors, A4 size paper.
Instructions for the group: You have 5 minutes to think of a way to cut a piece of paper into a ring (without any breaks or seams).
The cutting method and diagram are shown below, and are also explained on a smaller scale in the business card trick.
There are many variations on this exercise depending on your goals, situation, and team:

Distribute the cutting chart to all participants. This should ensure at least one successful demonstration of this activity.

Instruct participants not to issue a cutting chart, but to demonstrate and remember the solution. This tests the participants' concentration and memory.
If participants fail to discover the cutting solution (which they probably will), issue a cutting chart halfway through the exercise. This emphasizes the importance of having instructions and knowledge for a difficult task that may seem easy at first.
Working in groups of three instead of two gives more brainpower, but also more potential for confusion.
Finally, allow them to make connections with sticky tape, and add a penalty of 2 minutes for each connection made in the ring.
Change the task to make a ring of paper large enough for the whole group. This way each pair is simply asked to make a long piece of their sheet, rather than a continuous ring, and opens up the possibilities for different cutting methods.
As a facilitator, I recommend practicing your proposed cutting method and being able to demonstrate it to the group if necessary (before or after cutting, depending on the adaptation).

Be careful not to do this activity in situations where there is a possibility of fat shaming or where the representatives would be uncomfortable being in direct proximity.

The advantage of having a ring of paper for each person is that while standing together (necessarily very close together), you can lower the ring of paper from above your head to the floor and pass it through without breaking it.

The following is a cutting diagram when the paper is first folded. This is the answer to the practice questions. If you know other ways, please send it to me. The following is another answer example.

Fold the paper in half and cut both sides in the following order as shown in the figure:

8 to 12 slits (8 are sufficient-12 in the figure), from the folded end to about 1-2 cm of the open edge, each slit is about 1, 5 to 2 cm. put in.
Put about 1-2 cm slits from the open edge to the folded edge between the above slits.
The cut is made along the fold, but the edge marked with a blue circle is not inserted.
Then it should be a ring that spreads out paper and fits comfortably.
If you add a lot of cuts, the size of the ring will increase. If you use a large paper, you can increase the slit dimensions.
To further apply this exercise, distribute large paper (for example, newspaper, etc.) to the group (up to 10 or 20 people) and cut the paper into a rin g-shaped shape (increase the difficulty level (increase the difficulty level) so that the whole group fits the group. Then you can instruct them to learn how to torn. This creates a lot of proble m-solving activities in the planning stage, and when passing the ring to the group, a lot of physicality and unity are born. By instructing all the team members cut / tiering in order, it is possible to avoid inertia among the team members during the cut / tiering. Team members can also plan the intermediate strategies and other backward support aspects.
You can make a surprisingly large ring. 3m around the ring can be easily made with one A4 paper. If you have a large newspaper, you can easily make 7m around the ring.
Alternative

The following is an alternative (thanks to one of the E. Rodic, US Sangabriel Valley and his work group). The cut line is shown in red and blue. The diameter of the manufactured ring increases by increasing the parallel spiral pattern and requires cuts closer. From another contributor (thanks to Brian), in London in the 1970s, this method was used by young people with bus tickets to relieve the boring of daily school.

The method is to first cut the red line and then turn the blue line.

Let's introduce another method (thanks to A How).

The cut line is shown in red. This answer resembles the first folding answer, but has no fold.

The blue line is the outer edge of the paper or card.

If you have a different answer, please send it in.

Truth and Lie Game (Icebreaker, Johari Mutual Awareness, Interaction, Fun and Entertainment)

Inspired by a sketch from the Armstrong and Miller TV comedy show that aired in October 2009, this is a fun variation of the usual self-introductions around a table at the beginning of a class or other gathering.
Group Instructions
Take turns to introduce yourself:
A true statement about yourself
A false statement about yourself
Make sure the group can't decide which is the true statement and which is the lie.
Then (in the order decided by the facilitator), each person speaks, and after each true statement and each false statement, they tap to let the group decide which is the true statement.

By having fun, you may also uncover unexpected and impressive information about the person (such as hidden talents or fame). This activity is therefore useful for team building in terms of Johari awareness, and also stimulates creative thinking and group interaction. This exercise also requires group analysis and decision making to determine which statements are true and which are false.

Gardner's Multiple Information Model is a useful reference when using this exercise to explain the nature of an individual's physical or hidden abilities.
(This exercise is adapted from a comedy sketch by Armstrong and Miller. Adapt it further for your own purposes.)
Egg Balancing Game (Concentration, Positive Thinking, Discovery, Breaking Through Barriers, Surprise and Fascination)
Any size group. Each person should have an egg and a table top.
The legend goes that eggs sometimes stand upside down on the spring equinox on or near March 21, when day and night are the same, due to the gravitational influence of the planets or some similar nonsense.
In fact, with a little patience and a steady hand, it is always possible to balance the tip of an egg on a flat surface. The larger end is much easier.
This one is on my kitchen table. This interesting dexterity and legend is the basis for a fun and exciting group exercise. The temptation to mess around is almost irresistible.

The reason why raw eggs are easier to balance than boiled eggs is that the weight sinks to the bottom and a kind of "guimen" effect is born. Scientifically, it's not particularly clear, so if you have a professor who balances eggs, I would like to hear your opinions.

This activity can be used in various ways to show and emphasize patience, discovery, positive thinking, challenge to assumptions, breaks down barriers, and avoid anxiety. Also for team battles.

By the way, the difference between boiled eggs and raw eggs can be seen by kicking the egg. The raw eggs rotate slowly, speed up, and continue to rotate after stopping, but boiled eggs rotate quickly and station. This difference is that raw eggs move independently, while boiled eggs move as one lump.

An even more interesting thing is that a "trick" can be made very fast with a few salt.

It is recommended that the mediator practice before having others do it. Balance is simple on a slightly uneven surface, much more difficult on a very smooth surface. Eggs with a little dent on the shell are easier to balance than eggs with very smooth shells. There are eggs that are easy to balance and eggs that are difficult to take, so it is good to prepare some spare.

If you do this exercise with your child, we recommend that you prepare a mop and a bucket.

(Thanks to NMEHDI for proposed).

Practice of disguise (ice break, sel f-expression, mutual understanding)

A very easy and easy ice break that does not need tools or preparation.

This game can be used to make sel f-introduction a little more interesting than usual or use it as another activity to get to know.

Compatible with groups of any size. A large group is divided into a small group that can answer each other.

Instructions to the group

You are invited to a disguise party.

What kind of costume would you do?

Think about the answer in a minute.
evaluation:
Have a brief explanation of your answer within a group or team.
This practice can be a variety of variations and expansion if it is a group that knows each other:
Have the answer on the paper (with a handwriting that is not easy), fold the paper and put it in the middle of the board.
In order, the members of the group select one paper from the mountain and read the answer aloud. raw eggs are easier to balance than boiled eggs because the weight sinks to the bottom and a kind of "guimen" effect is born. Scientifically, it's not particularly clear, so if you have a professor who balances eggs, I would like to hear your opinions.

This activity can be used in various ways to show and emphasize patience, discovery, positive thinking, challenge to assumptions, breaks down barriers, and avoid anxiety. Also for team battles.

An even more interesting thing is that a "trick" can be made very fast with a few salt.
It is recommended that the mediator practice before having others do it. Balance is simple on a slightly uneven surface, much more difficult on a very smooth surface. Eggs with a little dent on the shell are easier to balance than eggs with very smooth shells. There are eggs that are easy to balance and eggs that are difficult to take, so it is good to prepare some spare.
If you do this exercise with your child, we recommend that you prepare a mop and a bucket.

(Thanks to NMEHDI for proposed).

Practice of disguise (ice break, sel f-expression, mutual understanding)
A very easy and easy ice break that does not need tools or preparation.
This game can be used to make sel f-introduction a little more interesting than usual or use it as another activity to get to know.
Compatible with groups of any size. A large group is divided into a small group that can answer each other.
Instructions to the group

You are invited to a disguise party.

What kind of costume would you do?

Think about the answer in a minute.

evaluation:

Have a brief explanation of your answer within a group or team.

This practice can be a variety of variations and expansion if it is a group that knows each other:

Have the answer on the paper (with a handwriting that is not easy), fold the paper and put it in the middle of the board.

In order, the members of the group select one paper from the mountain and read the answer aloud. The reason why raw eggs are easier to balance than boiled eggs is that the weight sinks to the bottom and a kind of "guimen" effect is born. Scientifically, it's not particularly clear, so if you have a professor who balances eggs, I would like to hear your opinions.

This activity can be used in various ways to show and emphasize patience, discovery, positive thinking, challenge to assumptions, breaks down barriers, and avoid anxiety. Also for team battles.

An even more interesting thing is that a "trick" can be made very fast with a few salt.

It is recommended that the mediator practice before having others do it. Balance is simple on a slightly uneven surface, much more difficult on a very smooth surface. Eggs with a little dent on the shell are easier to balance than eggs with very smooth shells. There are eggs that are easy to balance and eggs that are difficult to take, so it is good to prepare some spare.

If you do this exercise with your child, we recommend that you prepare a mop and a bucket.
(Thanks to NMEHDI for proposed).
Practice of disguise (ice break, sel f-expression, mutual understanding)
A very easy and easy ice break that does not need tools or preparation.
This game can be used to make sel f-introduction a little more interesting than usual or use it as another activity to get to know.
Compatible with groups of any size. A large group is divided into a small group that can answer each other.
Instructions to the group
You are invited to a disguise party.
What kind of costume would you do?
Think about the answer in a minute.

evaluation:

Have a brief explanation of your answer within a group or team.

This practice can be a variety of variations and expansion if it is a group that knows each other:

Have the answer on the paper (with a handwriting that is not easy), fold the paper and place it in the middle of the board.

In order, the members of the group select one paper from the mountain and read the answer aloud.

After hearing all the answers, the members of the group match the answer of the person on the spot.

Game plan (teamwork, change, communication, creativity, ice)

Easy and flexible exercise that can be used for groups of all sizes and age. It is based on a simple drawing game that everyone has played as a child.

Required tools: Pen / pencil and paper.

The group is divided into three groups.

Give instructions to the group:

One of each group draws the shape and outline first.

The picture will be given to the members of the next group, and the next member will add to the picture.
The time to draw in order is within 5 seconds. (The facilitator can say "change" as needed).
The discussion under planned or agreement before the team's plan is drawn is not allowed.
The plan must be completed within one minute.
Optional correction (short version of exercise), example.
Did the team derive something that can be identified?
Was it easy to understand among team members?

How did the team members work in this task?

What is the impact of time pressure?

Did you have a natural tendency to support each other and try to harmonize?

Continue without the above reviews to perform more activities, such as scoring and team victory:

After drawing for a minute, each group will personally agree on the painting description (up to three words), tell the facilitator, and report it later. Each team gives a team name to the drawing picture.
After that, the picture is circulated in the group, and each group speculates what the picture is or what it represents, and writes behind the paintings of other groups.

Each team is not allowed to see the back of the picture (other speculation explanation) until the explanation is determined.

The drawing gives two points for each accurate explanation, and one point is given for each partial correct explanation.

The team is given two points for one correct answer in the guessed description, or one point for partial correct answer in the speculated explanation.

(The drawing/ team scoring can be performed by the team itself, much faster than the facilitator scoring).

If you want to score, please insert the team name in your own design and fill in the back of all other designs with the speculated explanation.

Final review, example

What are the factors that the team could create identified designs?

What factors have become an unrecognizable design?

Is the "drawing" skill in this practice especially effective, or is other skills more important?
What does this exercise indicate mutual understanding and how to achieve it?
From this activity, what is the disorder of mutual understanding and teamwork?

Variation:
The group can explain to agree on what to draw at the beginning of the exercise.
Cats, houses, cars, men, men, women, spaceships, etc., have scored 10 points with the theme of "obvious".
In particular, if it is drawn without prior discussions, give a bonus point.
When a facilitator calls a "team team", people and designs must move to another team (this is the same as a kind of change that occurs in an actual organizational work group). It naturally creates a complete chaos.
Team bonding activity (ice cream, mutual awareness, introduction, networking, team building)

Divide the group from three to six teams.

No tools and preparations are required.

Instructions to group/ team

In 5 minutes you find an interesting, surprising, unique connection to share with each person in the group. (It is not a connection that all members of the group share, but each person is different).

"Interesting, surprising" does not include working in the same company, living in the same city or country, or having the same hairstyle. Find a connection and commonality that surprises them.

The purpose of this practice is that each group will know each other by asking several questions and answering all the members of the group and all the other members.
You may be one pair or a set of three. The group can decide the best way to make each person speak with any other group member. A large group needs to be more careful.
Criticism:
Review is unnecessary for a simple purpose of enabling quick sel f-introduction.
However, you can apply for a particularly interesting connection and emphasize it as an example.
In the wide range of reviews, for example, there are (arbitrarily according to your own situation and the widespread purpose of the group):
What questions helped to discover the most information?

How is mutual awareness (knowing each other well) useful for work, cooperation, communication, etc.?

What are the people who usually prevent people from knowing each other?

Depending on the situation, you will come up with many other review points.

A large group needs more time to learn new things.

Examples that people can ask questions when they need to be prompted:
What is your passion in your life?
Where do you want to go the most / where you want to travel?
What would you like to change if you could change it?
What is your favorite music, food, weather?
Words, numbers, pictures, sounds, what do you like most?
What is the most unused force?

Young people may be more pleased with questions about the not too deep topics. Please guide the group appropriately.

Related reference materials

Game paper bowl (ice break, competition, vitality, teamwork, tactics)

For groups of 6 to 30.

In the team game of one set of two, three people, one set of four, and one set of five, everyone will always participate and acquire teamwork and tactics.
This game is basically a team bowl using newspaper balls (play as a beach bowl or green bowl).
The score is one point per ball closest to the "Jack" ball. If one team's ball is 3 or 4 than other team balls, three or four points will be scored accordingly. Being able to aim for a high score means that the winning team may appear surprisingly slow, especially for a large group divided into large groups, and all players can participate.
A floor or corridor that can secure at least 5 feet x 15 feet playeam.

One newspaper for each player.

Tape of different colors (to distinguish between other teams from other teams).

Wind scale for facilitator.

The larger the floor area, the more energy the game. This game can be played outdoors unless a strong wind blows. (Prepare a bucket with water to play games that get dirty outside, and instruct that the ball needs to be wet ...)

The player/ team that stopped or drop the instructed ball, stopped at the nearest position to the "Jack" (a small ball with a different size), a "Jack" (a competitor or a competitor rolls at the end of the competition area). It will be.

Decide the order of play and play one by one from each team.

The "end" (round) of the decided number is performed, and the total score is decided to determine the final overall championship team.

Or play "perfectly" until a team reaches, say, 5 points. Or score more points to make it a longer game. (For example, a team of 5 might score 5 points in one round.)

Players can roll or throw their balls at other players' or teams' balls to deflect them or take a position closer to the jack.
If this is possible, there should be clearly understood rules to avoid hitting the jack. (For example, put the cricket back in its original position and have the MC mark it, or mark the spot where the cricket left the playing area as a target).
If you are doing this as a fairly large-scale activity, play a test game first so players can practice, work out tactics, and clarify the rules.
In either case, have players practice rolling the ball a few times before the game starts (because they're going to roll it anyway...).
This game is very customizable. Think about and decide on the rules and points to suit your situation.
If playing an individual game (for example, a small group of 5), have players throw two balls at a time. This makes the game more interesting for individuals, and since you can reverse the order of throwing the second ball, playing with only one "edge" makes it a fair game for everyone.
There is also a game with a big "marble" (best played on a square playing field) where you roll your own ball and hit it into the other players' balls, thus disrupting the other players. Players take turns rolling their balls. The last player whose ball has not hit another ball wins. It is an exercise in tactics, as players must decide how close they can get their ball to the other ball. The simplest rule here is to eliminate only the first hit of the ball on each roll, not the rebound.
See also Liter Game and Newspaper Tower for ideas on other newspaper games.
Optional points to consider, especially if you are playing as a team:

Now that you know how the game works, would you use a different tactic?

Was your teamwork good or could you have done better?

Did the structure of the ball affect the quality of your play or performance?

How competitive was the practice? Why? What advantages do you get from playing in a team?

How would you change/develop your game to make it better?

Highlights of game life (icebreaker, self-introduction, life priorities, self-awareness, Johari consciousness, motivation and personality)

A small group or a group of people can do it as soon as two people are set.

It is also ideal for pubs and dinner parties, especially as a discussion game for two people.

No tools are required.

Instructions to the group

If you have only 30 seconds left, what 30 seconds of your life do you want to relive the most?

For the purpose of this exercise, participants can choose several different life experiences unless the total time exceeds 30 seconds.

Review (there are various options depending on the situation):

Think about the following checkpoints.

Or have the group briefly explain the 30 seconds and the reasons you choose.

Alternatively, if the review time is limited, or if it is the most suitable for the purpose, you have to review / discuss in one pair.

Alternatively, when working in a large group, the group is organized into a small number of voluntary operations / progressive groups.

Evaluate points (example):

At the moment we chose, what kind of person we are, what we love most in life, and what we need to pursue happiness and satisfying. Will you tell me?

I n-house quiz game (ice break, conversation trigger, relationships between ministries, company / product knowledge, introduction training, policy confirmation, staff explanation, etc.)

Are you really happy and satisfying, or are you away? If you are away, how can you recover and change the direction of concentration?
Is the snapshot you chose a clue to the passion and talent that you are not currently using, or neglected?
Is your highlights born from the plan or coincidence?
How important is the money in creating the best moments of life?
What will the best moment tell you to make the most of your existing time?
If you may be distracted, embarrassed, or overwhelmed, exclude sex from highlights.
Reduce the highlight time from 30 seconds to 10 seconds to focus the practice short, or increase the time to 10 or 1 hour to make the practice deeper.

Note: In order to make this practice more dynamic and futur e-oriented, it can be recommended to people in the highlights of life, especially to focus on things that can be repeated or extended in some form. (Birth is a highlight that is unlikely to be repeated for many people, but it can naturally cause the importance of the family and the thoughts and discussions of other life issues).

Reference model

Maslow (hierarchy of motivation and desire)

Passion for profits (career / new business launch process / model)

This site is responsible for playing this game with a couple, especially when playing under the effects of substances that reduce alcohol and other suspensions, even if there is a conflict between couples and romance. No.

Coin Logo Dreker (Ice Break, Creativity, Sel f-Analysis, Johali Awaring)

Regardless of age or number of people, it is a perfect exercise to make ice cream in about 5 to 10 minutes.
Tools: Prepare a lot of coins. (The use of the stairs in the piggy bank was finally found ...)
Instructions to the group

Take out all coins from pockets and wallets and place them on the table.

(Lend coins to no coins or few participants).

In one minute, use the coin to make a logo that represents yourself.

In the case of a large number, it is performed by the team (3-6 people). Combine coins in the group. Make a glue prop on the theme of the situation. Before explaining, you can guess the meaning of other group logo.

Include in the logo, such as pen, telephone, notebook, pocket, wallet, and bags.

We ask the whole group to create logo for organizations/ group/ departments by combining all coins.

Divide the group into two. Half is left, and the other half makes a personal coin logo. Half return to the room and match the logo and the person. Repeat this process, make it by the person who hits and makes it.

Ask the participants to explain their logo in the group, or if there is no time or large number of people, have the group divide into three people and explain the logo.
When exercising in the group, check the conversation and feelings up to the logo design, and decide the theme of the group if necessary.
To expand this exercise and provide materials related to sel f-awareness and mutual awareness, see the Johari window model.
See the exercise of other coins on this page:

For many interesting facts about coins and money, see the Public Language Money and History page.

Codeized team communication games (no n-language communication, communication system, body language, team understanding, creativity)
You can play this game with a team or compete with two or more teams.
Playing in a competitive team of 5 to 10 people, ideally, will be a more dynamic activity.
This game is a very large group, for example, a meeting, and can be performed on a team basis.
In this exercise, you will devise and use a simple coded non-verbal (non-phrase) communication system.
This game can be played in one quick session or over several sessions, and the facilitator can modify and refine the coding system at their discretion.
This is a very flexible game concept and can be adapted in many ways to suit the situation and goals.

These guidelines are for playing with opposing teams. For single teams, please modify accordingly.

Each team member will have a pen/pencil and paper.

Team Instructions

As a team, design a secret code (unspoken, non-written) communication system to communicate a very simple piece of information (a single digit 0-9) to the whole team/group (ideally person-to-person) so that everyone knows the number.

The winning team is the first to successfully communicate the number to all team members. (If playing with one team, the challenge is simply to communicate the number to the whole team.)

The number must be communicated using a non-verbal and covert signal. No talking, writing, holding up some fingers to signal, or "tapping" with fingers or feet is permitted.

Facial expressions and eye contact are likely to be important in the non-verbal code system being developed, but teams will design other ways to be part of the fun.

Whether touching or mentioning is permitted is at the facilitator's discretion.

The secret code aspect is important if the game is played competitively, with each team given the same number to pass or bonus points awarded for identifying the opposing team's number.

Upon receiving a number, each player must record the number on a piece of paper to prove successful communication. Alternatively, instruct players to record numbers after all teams have finished a round to avoid the risk of cheating or accidentally revealing numbers.

Team leaders signal to the facilitator when a member of their team or group has received the number correctly by raising their hand. In this case, one more coded group signal may be required to confirm understanding, but this is up to each group to decide.

No talking is permitted while the game is in progress.

Each team will be given 5-10 minutes to plan and test their code; larger groups may need more time.

The facilitator starts each round of the game by showing the team leader a number (a single digit between 0 and 9).

The number must then be communicated to all team members, ideally person-to-person, using a non-verbal secret code (which increases the risk of error and is a more rigorous test of the working team as well as the designed code system).

(At the facilitator's discretion) Teams can stand, sit around the same table, or sit at separate tables, but separate tables make cheating harder to detect.

Standing and interacting makes the activity more dynamic and lively, and increases the need for competing teams to design clever codes to avoid being "cracked" or interpreted by members of the competing team.

Play variations

One way to enforce the transfer of the teaching face is to have the teams stand in a line so that each person looks individually at the transferred signal and turns their face to transfer it to the next person. Such an arrangement increases the need to consider having a signal to confirm to the leader that all team members have received the number correctly.

(At the facilitator's discretion.) Teams may or may not write down notes of the code system (each team will have their own code key). The facilitator can decide to use the code key or work from memory alone. Allowing the code key to be written allows for more complex codes, suitable for longer tasks. Not allowing the code key to be written, on the other hand, allows for simpler codes, suitable for short games or ice cream. The facilitator can also not mention the option for the team to write the code key and leave it up to the team to use or not use that option.

If playing a game between competing teams, the facilitator can also give each team a different number (they do not have to tell each other the same number). This allows bonus points to be awarded to the team that can identify the opposing team's number.

It is not surprising how many signals can be conveyed without putting them into words or writing.
In the section on body language, background theory on non-verbal communication can be useful.
Designing communication systems and a series of communication rules is one challenge.
The important part of the communication system / rule is the best when people can remember it, without referring to complex instructions.

Complex communication systems / rules systems are often theoretically very good, but in actual work, reference books and handling that often fail to use, understand, update, etc. It is difficult to actually execute because this game includes extra dimensions such as code keys, which are equivalent to the instructions.

However, basic communication rules (and other important organizational activities) are as simple, intuitive, and memorable so that they do not hinder or unnecessarily complicate. It is best to do.

From the perspective of this exercise, communication transmission is only half of the communication process.

From a widespread organizational communication perspective, other subsequent steps are required, mainly agreed to communicate and guarantee that they will be acted, which includes the following management areas: : Motivation (Is it useful in models such as Adams' sharing theory and Maslow's desire hierarchy)? Representative, especially monitoring. And project management where reporting and monitoring are great.

Tube string ball (teamwork, planning, creativity, ice breaker)

In the case of a group of 4 or more, 6 or more is the best. A group of 10 or more will be chaotic (no matter if you want to show it).

String ball or extr a-fine rope

Scissors

Two empty cardboard flap tubes or similar cardboard tubes (for example, postal tubes for roll paper).

Small balls that enter the tube, such as marbles and golf balls. (This exercise works with one ball. Increasing the number of balls or changing the ball increases interest).

The team must cooperate to achieve the task:

Put the pipe opened at the top of the room or the center of the table. This is the "receiver" tube.

Fix the receptor tube to the table or floor using an option (determination of facilitation) and adhesive putty (eg Blu-tack). Designing communication systems and a series of communication rules is one task.

The important part of the communication system / rule is the best when people can remember it, without referring to complex instructions.

However, basic communication rules (and other important organizational activities) are as simple, intuitive, and memorable so that they do not hinder or unnecessarily complicate. It is best to do.

From the perspective of this exercise, communication transmission is only half of the communication process.

From a widespread organizational communication perspective, other subsequent steps are required, mainly agreed to communicate and guarantee that they will be acted, which includes the following management areas: : Motivation (Is it useful in models such as Adams' sharing theory and Maslow's desire hierarchy)? Representative, especially monitoring. And project management where reporting and monitoring are great.

Tube string ball (teamwork, planning, creativity, ice breaker)

In the case of a group of 4 or more, 6 or more is the best. A group of 10 or more will be chaotic (no matter if you want to show it).

String ball or extr a-fine rope

Scissors

Two empty cardboard flap tubes or similar cardboard tubes (for example, postal tubes for roll paper).

Small balls that enter the tube, such as marbles and golf balls. (This exercise works with one ball. Increasing the number of balls or changing the ball increases interest).

The team must cooperate to achieve the task:

Put the pipe opened at the top of the room or the center of the table. This is the "receiver" tube.

Fix the receptor tube to the table or floor using an option (determination of facilitation) and adhesive putty (eg Blu-tack). Designing communication systems and a series of communication rules is one challenge.

The important part of the communication system / rule is the best when people can remember it, without referring to complex instructions.

However, basic communication rules (and other important organizational activities) are as simple, intuitive, and memorable so that they do not hinder or unnecessarily complicate. It is best to do.

From the perspective of this exercise, communication transmission is only half of the communication process.
From a widespread organizational communication perspective, other subsequent steps are required, mainly agreed to communicate and guarantee that they will be acted, which includes the following management areas: : Motivation (Is it useful in models such as Adams' sharing theory and Maslow's desire hierarchy)? Representative, especially monitoring. And project management where reporting and monitoring are great.
Tube string ball (teamwork, planning, creativity, ice breaker)
In the case of a group of 4 or more, 6 or more is the best. A group of 10 or more will be chaotic (no matter if you want to show it).

String ball or extr a-fine rope

Scissors	Two empty cardboard flap tubes or similar cardboard tubes (for example, postal tubes for roll paper).	Small balls that enter the tube, such as marbles and golf balls. (This exercise works with one ball. Increasing the number of balls or changing the ball increases interest).	The team must cooperate to achieve the task:	Put the pipe opened at the top of the room or the center of the table. This is the "receiver" tube.	Fix the receptor tube to the table or floor using an option (determination of facilitation) and adhesive putty (eg Blu-tack).
Using a string and another cardboard tube (open at one end and closed at the other, called a "transporter" tube), a set number of balls are transferred, one at a time, to a receiver tube standing in the center of a room or table.	+	Each team member must have at least one string attached to a transporter tube.	+	No team member may handle a ball within 6 feet (2 meters) of the receiver tube.	+	Team members must not move from their position once a ball is placed in the conveyor tube and the transport has begun.	+	(A string must be attached to the conveyor tube, not only to move the tube, but also to advise the ball to be deposited in the receiver; this will be counterproductive).	=	Variations and Preparation Ideas

Divide a large group into playing teams, each with their own equipment and floor or table.

Optionally, have a planning and preparation team.

Introduce penalties for dropping balls, removing or tipping receiver tubes, or for team members moving illegally.
Introduce items that are hard to carry, such as coins, pens, chocolate candies, etc.
The simplest game is to carry only one ball. Add more balls and make it as complicated as you like.
There are variations on this exercise and interesting dynamics, so I highly recommend trying it with a group first. It's a very flexible idea. Customize it to fit your needs.
Example solutions
There are many variations on this exercise, including solutions that people design. If you're a facilitator and are trying to imagine how this exercise works, this might help.

At least three strings must be attached to the top of the transport tube (open end) or near the top. As a result, the tube is standing upright, is hung on the attached string that has been firmly pulled by the team member, and may be able to move everywhere and between the holder while the tube is suspended. When the ball is loaded on the transport tube, people cannot move their position, so it is important not only to pull, but also to "play" the string. Too short strings are a problem. In order to operate the tip, at least one of the teams needs to attach a string to the bottom of the tube. If only one strap is attached to the bottom of the tube, the tube can only be tilted from one direction. If multiple strings (from multiple positions) are attached to the bottom of the tube, the number of options in the fall direction will increase, but (depending on the team's adjustment ability, if it exceeds a certain level) is the following drawbacks. be. As the number of people connected to more strings increases, the difficulty tends to increase. A string connected to the bottom string intersected is a problem when falling.

Imagine simply that there is a receiver tube (the mus t-tie the ball) in the center of the clock dial. Three team members are placed at 12 o'clock, 4 o'clock, 8 o'clock, each attached to the top of the tube, and the fourth team member, for example, the team members at 6 o'clock. Attach a string to the bottom and draw a fall trigger. The ball is on a conveyor tube by a team member at 12:00, for example. At this time, no one can move from that position. A person at 4:00 and 8:00 takes sagging, and the person at 12:00 lift the tube. While No. 4 and 8 are pulling the tube toward the central clock, the 12th string is tight. If the tube comes to the correct position, the 6th is pulled, and the other three strings remain tight to maintain the position of the tube or adjust it as needed. At least three strings must be attached to the top of the transport tube (open end) or near the top. As a result, the tube is standing upright, is hung on the attached string that has been firmly pulled by the team member, and may be able to move everywhere and between the holder while the tube is suspended. When the ball is loaded on the transport tube, people cannot move their position, so it is important not only to pull, but also to "play" the string. Too short strings are a problem. In order to operate the tip, at least one of the teams needs to attach a string to the bottom of the tube. If only one strap is attached to the bottom of the tube, the tube can only be tilted from one direction. If multiple strings (from multiple positions) are attached to the bottom of the tube, the number of options in the fall direction will increase, but (depending on the team's adjustment ability, if it exceeds a certain level) is the following drawbacks. be. As the number of people connected to more strings increases, the difficulty tends to increase. A string connected to the bottom string intersected is a problem when falling.

Imagine simply that there is a receiver tube (the mus t-tie the ball) in the center of the clock dial. Three team members are placed at 12 o'clock, 4 o'clock, 8 o'clock, each attached to the top of the tube, and the fourth team member, for example, the team members at 6 o'clock. Attach a string to the bottom and draw a fall trigger. The ball is on a conveyor tube by a team member at 12:00, for example. At this time, no one can move from that position. A person at 4:00 and 8:00 takes sagging, and the person at 12:00 lift the tube. While No. 4 and No. 8 are pulling the tube toward the central clock, the 12th string is tight. If the tube comes to the correct position, the 6th is pulled, and the other three strings remain tight to maintain the position of the tube or adjust it as needed. At least three strings must be attached to the top of the transport tube (open end) or near the top. As a result, the tube is standing upright, is hung on the attached string that has been firmly pulled by the team member, and may be able to move everywhere and between the holder while the tube is suspended. When the ball is loaded on the transport tube, people cannot move their position, so it is important not only to pull, but also to "play" the string. Too short strings are a problem. In order to operate the tip, at least one of the teams needs to attach a string to the bottom of the tube. If only one strap is attached to the bottom of the tube, the tube can only be tilted from one direction. If multiple strings (from multiple positions) are attached to the bottom of the tube, the number of options in the fall direction will increase, but (depending on the team's adjustment ability, if it exceeds a certain level) is the following drawbacks. be. As the number of people connected to more strings increases, the difficulty tends to increase. A string connected to the bottom string intersected is a problem when falling.

Most simply imagine that there is a receiver tube (the mus t-tie the ball) in the center of the clock dial. Three team members are placed at 12 o'clock, 4 o'clock, 8 o'clock, each attached to the top of the tube, and the fourth team member, for example, the team members at 6 o'clock. Attach a string to the bottom and draw a fall trigger. The ball is on a conveyor tube by a team member at 12:00, for example. At this time, no one can move from that position. A person at 4:00 and 8:00 takes sagging, and the person at 12:00 lift the tube. While No. 4 and 8 are pulling the tube toward the central clock, the 12th string is tight. If the tube comes to the correct position, the 6th is pulled, and the other three strings remain tight to maintain the position of the tube or adjust it as needed.

As you can imagine, the group of six groups is the dangers of crossing the strings, the complexity of who to play, who should play, and the large number of people. The difficulty tends to increase due to the general turmoil caused by more input.

In many cases, there are various creative solutions by a large group:

A type of cable car solution that allows you to pull a hung tube with a chord that works as a "cable" passing through the top of the tube.
A team that discovers that a team member can be delivered from a team member to another team member (you can choose whether to permit or not permit, but if you do not allow it, the challenge will be difficult)
Variations of paper and straw game
You can use a straw, a ball wrapped in rounded paper, and a (very thin) dining table to make this game easier and easier:
Team members sit around the table.
Put the soup plate in the center of the table. Alternatively, glue the appropriate size/ paper on the table to become the target area. Alternatively, use a chalk or colored masking tape (such as masking tape for electrical construction) on the surface of the table to mark a circular target.
The task is to use a straw (one for each) to blow paper balls into the soup plate, and then blow additional paper balls with options (facilitation decision) (already placed paper balls. It is very difficult to blow without removing).
The facilitator determines the number of paper balls to participate in the game and where to put paper balls at the starting point (not important, but only a place away from the target). The more balls you have, the more complexity/ difficulty/ time you have.
Team members cannot enter 1 meter (1 foot) from the paper ball. (In the case of weak javaras and large balls, it may be necessary to shorten this distance).

Divide large groups into competition teams with each tool and table.

As an option, when the brass starts, all the team members are required to be sitting (this makes tasks more difficult than permission to allow team members to move around the table).

To happen to an "ove r-browning", a very flat target is needed, and all the team members tend to participate in the blowing. (If the target layer is too thick, the ball will not roll up).

You may be dizzy for warning. Be careful of all the players so that they do not blow over their hyperventilation or falling down.

Evaluate points (especially for games in strings / tube versions):

Did you work as a team?

Did you have leadership, how was your style and reaction?

Planning-Did you run? Did you need it?

Did that activity give us vitality? How and why?

(If the competition team participated) How was the results of the competition?

There will be many other remarks points, and you will be able to think on your own according to the situation and goals.

Ice braking exercises (question skills, sympathy, needs analysis, cooperation and partnership)

A simple ice braking exercise, or a long exercise related to questions and cooperation:
What would you ask if you could ask only one question to determine the aptitude of a certain person / provider for XX (insert the situation, see the following example)?
Examples of situations used to introduce activities and guidance:
Providing important parts / services
Babysitter or childcare
Marriage with you

Run business together

Charity Bungee Jump / Parachute Jump / Sky Dive arrangement

Become your personal assistant or bodyguard

Become a boss, employer, leader

Become a country or company leader

In addition, devise a situation according to your purpose. There are countless situations.

Assign situations to the whole team or assign different situations for each team member or couple group. (Increasing the type of assignment situation tends to be more active, especially the study time).

Ask the individual or small group to think about questions.

Become a pair or a pair of two people to test questions, reflect, and improve (probably play roll play).

There is a time limit for preparing questions, and there is another time limit for tests and role play.

There is no absolute "correct" question or the best question. There are many effective questions depending on the situation and people's needs, but there are definitely not functioning and there are certain questions to avoid.

Let's check informal through discussions:

Is there an advantage in preparing important questions instead of relying on the intuition and ideas on the spot?
What is happening outside of words while we are asking a question? (Let's find out about body lanign gauge and no n-language communication.)
What questions are not effective and should be avoided? (Let's identify the characteristics of unusual questions)
What kind of questions are effective? (Let's identify the characteristics of effective questions)
How do we feel when asked an effective / no n-effective question?
How long should the question meet with the needs of a specific listener or respondent?
What kind of serious questions (in work / in life) are you asking?
See Related Topics:

Body language

empathy
NLP
Question- (Wide related after focusing on the first sale)
Listening
Clear language

Promotion promotion- (In addition to clearly applied to sales, it is widely related)
N. V. This practice does not suggest that one question should be used or should be used to find a solution to some important partnerships. The purpose of this exercise is to pay attention to the quality, relevance, style, and preparation of the task according to the situation and the stakeholders.
Contests are powerful and useful if they are well prepared, but if not, they will waste their time and cause problems.
Of course, this activity can be expanded by planning multiple questions or in some cases, the entire question strategy for the given situation.

Regardless of what reviews, ask the open questions and closed questions.

Classification game- (Ice break, introduction, discrimination, mutual prospects)

This is a simple exercise that does not need to prepare tools and materials, regardless of the size and age of the group.

Divide large groups from six to 10 teams.

The smaller the group, the faster this activity. The group has the minimum number of people.

Instructions to Group / Team

Everyone tends to label each other and become stereotype.

Usually, such a classification is subjective and inadvertent, and sometimes unfair to say it is an illegal discrimination.
Each group talks and introduces himself.
Find a way to split or classify the group equally into 2/3/4 subgroups using criteria (ways of categorizing or describing people) that do not involve negativity, prejudice, or good/bad.
Examples of criteria for splitting/classifying groups equally:
Late-night people and early-morning people, or
What kind of weather do you like?
What kind of food do you like?
What games do you like?
What scares you?
What would you like to change in the world...?
If you use examples like these as a facilitator, feel free to ask the group to generate their own ideas rather than using one of them.
You could also suggest more complex topics or topics that focus on a particular topic, for example:
Our personality profile as we know/imagine it, or
Our body language
Our best abilities or learning style

The purpose of this exercise is to encourage people to get to know each other better, to consider the qualities of all the individuals in the group together, and to think about each other in a completely different way than people usually tend to categorize others.

Share and discuss the group's decisions, taking notes on a flip chart (or a similar high-tech system). Was it easy to learn and think differently about each other?
How does this way of thinking differ from negative or subjective judgments?
What kinds of categorizations can be negative?
What makes categorizations positive/beneficial instead of negative/harmful?
As a facilitator or teacher, you can make this exercise a quick icebreaker or a more complex and longer learning activity.
You can decide how many subgroups you want to categorize within the group, how many different categorizations you want (a 50:50 split with one categorization is simple and quick), or you can offer more flexibility and see what the group itself develops.

The Johari Window is a model to help, as are employment contexts (for now) such as discrimination, minority status, bullying, etc.

Approach the activity from a broader perspective, rather than simply reminding people about employment laws and discrimination:

How we understand and care about each other matters a lot, and has much more beneficial results than simply applying legal norms.

Face play (body language, non-verbal communication, ice cream)

For groups of 4-10 people. Divide the large group into teams and assign leaders to facilitate the exercise.

Materials needed: paper and pen/pencil.

Time: 5-20 minutes (depending on group size and review discussions.

Introduction Facial expressions are an important part of communication. There are many emotions and corresponding facial expressions. Some are easier to interpret than others. This exercise will help you explain the different facial expressions.

Each member of the group should think of an emotion (two or three emotions for a longer exercise) and write it down separately on a piece of paper. Fold the strip and place it in a cup or glass in the center of the table, enabling the "blind" option.

Each person should take turns to pass on their folded strip 1 take a picture, show it to the group and ask them to guess the emotion.

For example, consider sign language:

How important is facial expression in conveying emotion?

When are facial expressions particularly important for communication and understanding?
Which emotions are "easy to read" and why?
Which emotions are hard to interpret?
Which facial expressions are the easiest to read or misinterpret?
How do facial expressions affect us?
Which emotions are universal across cultures?
To what extent are we conscious of our facial expressions?

To what extent do we "read" them and respond unconsciously?
And importantly, how do we manage the way we communicate given that facial expressions are important in some types of communication?
Playing with image pieces (group work, segmented/individual input for a common goal)
This exercise is a simple teamwork idea that can be adapted to groups of any size and age.
It will take 30 minutes, or longer if you increase the complexity for larger groups and increase the size of the task.
Choose a familiar picture (or diagram or cartoon).
Put a picture (1 Cut the original picture (make 1 copy each) into equal pieces, ideally equal squares or strips, for each person in the exercise.
Give each person a copy. (This exercise is made more challenging and exciting if not everyone in the group looks at the original picture in its entirety until the end, but this is entirely at your own discretion.)
According to the vertical and horizontal dimensions, instructions to create a copy of your work with (for example) with accurately expanded images (for example). The increase in size (10 times, 5 times, 20 times, etc.) is up to you, and the larger the activity, the greater the final result.
If you do not clarify what it actually means, a different interpretation of this result may break the result (this is a lesson on consistency such as design and communication).
(If 10 is applied to the dimensions of width and length, it will actually be 100 times the area). The piece is 2 inch horns, that is, 2 × 2 = 4 square inch, and if the width and length are 10 times, a piece of 20 × 20 = 400 square inches is completed, and when all this is assembled, a fairly large wall appears.

Prepare pencils, paint, coloring tools, and paper (a sufficient size) so that the leader can measure.

Set a time limit (5 to 20 minutes depending on the complexity of the project and the specified enlargement rate).

After all enlargements, instruct them to assemble them in a huge copy of the original image on the table or wall (do not use a wall that can be damaged when peeling the sticking target. Note...).

If the task leader instructs the whole group to "make a copy of 10 times the size of the original image", how can the group respond and achieve the task?

If the finished enlarged version is incorrect in any part, where and why do you fail?

If someone decorates your particular work (this is almost certain), how to increase the final result, how to threaten, and what about the interpretation and freedom of the area. Will you do it? Is it dependent on issues and goals (and client needs) whether the effect will increase or decrease? (Possibility) In order to create a copy of your work (for example) in accurately expanded images (for example) according to the vertical and horizontal dimensions. The increase in size (10 times, 5 times, 20 times, etc.) is up to you, and the larger the activity, the greater the final result.

If you do not clarify what it actually means, a different interpretation of this result may break the result (this is a lesson on consistency such as design and communication).

(If 10 is applied to the dimensions of width and length, it will actually be 100 times the area). The piece is 2 inch horns, that is, 2 × 2 = 4 square inch, and if the width and length are 10 times, a piece of 20 × 20 = 400 square inches is completed, and when all this is assembled, a fairly large wall appears.

Prepare pencils, paint, coloring tools, and paper (a sufficient size) so that the leader can measure.

Set a time limit (5 to 20 minutes depending on the complexity of the project and the specified enlargement rate).

After all enlargements, instruct them to assemble them in a huge copy of the original image on the table or wall (do not use a wall that can be damaged when peeling the sticking target. Note...).

If the task leader instructs the whole group to "make a copy of 10 times the size of the original image", how can the group respond and achieve the task?
If the finished enlarged version is incorrect in any part, where and why do you fail?
If someone decorates your particular work (this is almost certain), how to increase the final result, how to threaten, and what about the interpretation and freedom of the area. Will you do it? Is it dependent on issues and goals (and client needs) whether the effect will increase or decrease? (Possibility) In order to create a copy of your work (for example) with a 1 0-fold image (for example), according to the vertical and horizontal dimensions. The increase in size (10 times, 5 times, 20 times, etc.) is up to you, and the larger the activity, the greater the final result.
If you do not clarify what it actually means, a different interpretation of this result may break the result (this is a lesson on consistency such as design and communication).
(If 10 is applied to the dimensions of width and length, it will actually be 100 times the area). The piece is 2 inch horns, that is, 2 × 2 = 4 square inch, and if the width and length are 10 times, a piece of 20 × 20 = 400 square inches is completed, and when all this is assembled, a fairly large wall appears.
Prepare pencils, paint, coloring tools, and paper (a sufficient size) so that the leader can measure.
Set a time limit (5 to 20 minutes depending on the complexity of the project and the specified enlargement rate).
After all enlargements, instruct them to assemble them in a huge copy of the original image on the table or wall (do not use a wall that can be damaged when peeling the sticking target. Note...).
If the task leader instructs the whole group to "make a copy of 10 times the size of the original image", how can the group respond and achieve the task?
If the finished enlarged version is incorrect in any part, where and why do you fail?
If someone decorates your particular work (this is almost certain), how to increase the final result, how to threaten, and what about the interpretation and freedom of the area. Will you do it? Is it dependent on issues and goals (and client needs) whether the effect will increase or decrease? (Possibility)
This activity shows compartmentalized work, where each person (representing a team or department) works on their own side (representing their area of expertise) that contributes to the overall team goal and outcome. What are the main factors that make this way of working successful?
Does each person (representing a team or department) necessarily need to know what the others are doing to accomplish the overall task? (Probably not in detail).

Does each person (representing a team or department) need to know the final goal to accomplish the entire project? (Not necessarily, but it would certainly be beneficial if they did. It all depends on how well you manage your individual activities and how accurately you can represent your part of the whole.)

Revisiting this point may help you to reflect on whether it was the original overall picture that emerged at the beginning of the activity. (In the workplace, especially in large, complex projects, communicating the overall goal or vision is often difficult or unsustainable. How should we approach this challenge and what are the implications, especially when the vision or goal changes midway through the project? -
To what extent does this kind of "fragmented" or divided work have mutual understanding and control (as the work progresses)? Are there fixed rules for ongoing control, or does it vary by task and its performance?
These are just a few examples. Choose an image (or chart, map, etc.) that is appealing to your team, and that, when cut into pieces, gives you enough detail to work with.
Other image ideas: geographic or weather maps, biological diagrams, familiar posters or animations.
You can adapt this exercise by changing the magnification of the linear dimension to 10x, 20x, 100x, etc. Doubling it makes it harder and longer (and, assuming you have the time, space, and enough paper supplies, more damaging).

For larger groups, you can make the task more complicated by:

dividing the group into teams and having each team work on an individual piece of art (of appropriate size);

explicitly teach or provide opportunities for each group to cut up pieces of the picture into smaller pieces and give each member a smaller piece.

The resulting overall picture will show how well each team communicated and managed each section of the project.

Take-home games (programming, analysis, number skills, ice, brain activation)

This activity is based on the old numbers game and can be adapted in many different ways for groups and teams of all sizes.

It takes just one minute to explain and prepare, and one minute to play.

You can easily extend the game, add complexity, and turn it into a larger-scale planning and tactical exercise.

Basic game (two teams or pairs playing against each other):

Place 15 coins (cards, keys, whatever) between the players.
Explain the rules:

Flip a coin to decide who goes first.

Take turns to take one, two, three coins.
The winner is the person who removes the last coin.

Start with a larger number of coins.

Allow players to take more than three coins.

Allow coins to be returned (set a limit).

Play the game with more than two teams or individuals/pairs (e. g. several rounds of play with several pairs/pairs can lead to regular cooperation between the teams and prevent strong leaders, which can be exciting).

Play the game according to the value of the coins, indicating the maximum that can be removed/put back each turn.

Use the values of the playing cards (paintings are 10, Jacks are 11, Queens are 12, Kings are 13, Aces are 1) to indicate the number of points that can be removed each turn. Again, a further challenge can be added by setting a limit on the number of cards or points that can be returned.

As the complexity increases, the activity becomes more and more suitable for teams and allows for a strategic planning stage.

Mathematicians will quickly notice that simple versions of the take-home game are very easy to plan and control by the teams or individuals who play at the beginning. Complex versions of the game are much less easy to program and control.

To add to the fun, the game can be played using (easily identifiable and returnable) objects from the player's pocket, bag, purse, etc., such as keys, pens, phones, etc. Different items can be given different values, e. g. keys = 1, pens = 2, phones = 3.

This game allows mathematically minded people (who are often quiet and reserved in the shadows) to clearly demonstrate their value to the team, which can be an added benefit of this exercise.

Points to review include, for example:

How do you guarantee a win in a basic 15 coin game? (Leave your opponent with 4 coins, achieved by leaving 8 coins in the previous round and 12 in the previous round, meaning the starting player must first remove 3 coins)

What does this tell us about getting a successful outcome?

What does it tell us about the importance of planning and strategy?

In many cases, there are various creative solutions by a large group:

What does this tell us about the possibility of transferring/adapting the winning formula from one situation to another?

At what point does the task become too complex to predict a guaranteed outcome? (This can be explained by adding complexities in the game such as more participants, different values of items, reset and removal options, etc.)

How do we maximize the chances of success under unpredictable and complex circumstances (both in a game and at work/business/life in general)?

Snow Day Team Building Games (Team Building, Exercise, Fun)

It's snowing, so let's all go outside and build a snowman. Or several. Or, if you work in a particularly politically correct organization, build a snowman or a snowman.

As a group, ask them to think through the rules and purpose of the exercise, keeping in mind the size of the group, the team, and the proximity of the activity to the CEO's office window. Note: Throwing snowballs can be harmful to your teammates' health and the CEO's office window. You have been warned.

If the MD or other senior management saw this situation and asked you to explain the purpose of the activity, some possible responses would be (cross out as appropriate):

Given the cuts in education budgets, it would be foolish not to use so many free educational materials.

It was an exercise in positive thinking, a motivational analogy showing that even in seemingly negative situations (credit crunch, recession, snow, etc.), it is absolutely possible to innovate and be constructive in some way.

Creating something while having fun is very mentally good, and it is very useful for the morale of the team. Now, we all have regained energy and will no longer regard the snow.

With the long time in the cold, I was able to turn off heating when everyone came back, saving extra costs.

This was a stress management experiment and was effective for us. Please go and try it yourself.

It was a cultural training ahead of visits to Moscow.
If you know who had 10 feet snow, the culprit would be attacked by a serious mites (just in case, but not sexual Dajare).
Warning: Snow is cold, really frozen, and sometimes gets wet. For this reason, the participants must prepare equipment suitable for this activity, such as coat, hat, gloves, and boots. It is not recommended to make a snowman or other snow structure in the snow that is more than the height of the person with the lowest height of the participants.
Business balls are not responsible for the improper use of this activity. If you have any questions, make some newspaper tower. Inside the building
Project team practice (new graduate recruitment selection, internal promotion evaluation center, business development, project team).
This exercise can be used for one of the following:
New graduate recruitment selection date
Internal promotion evaluation center
Development of business and commercial management skills
Identity and development of new business initiative
Group selection dates and activities and practice at the assessment center can be designed to further extend the participants if the assessment is issued a few days before the assessment date. By doing so, you can deepen the preparation and teamwork between the examinees, and eventually try and demonstrate the test takers.

This task can be issued on the day of the examination, but you must consider the time pressure by dealing with such a big problem. Therefore, this exercise is a training seminar for two or more days, and is suitable for participants to work in groups from the evening.

The following is a general exercise content:

Group work

The project team must investigate, identify, develop, and publish new products / services / business proposals that comply with the employer's organization.

1. Investigate market and ideas options and determine new products / services / businesses.

2. Develop a new product/ service/ business concept.

3. Design and define the main functions of the new business:

Explanation and summary

Philosophy / Etos

Specifications and scale

Finance

Team / human resources

Marketing / positioning / branding / advertising / sales

Production / distribution

Quality / Safety / Legal regulations / regulations

SWOT analysis and/ PEST analysis, or similar analysis

4. Creating a presentation ("Best Board" or Selling proposals to investors)

5. Presentation announcement (incorporating project team activities and experience).

6. さらに、フェイスブックのグループ（または適切な VLE（Virtual Learning Environment：仮想学習環境）またはイントラネットの Expluctorer Forum）を通じて、評価日の前にチームメンバー間でプロジェクトに関するチームワークを可能にしたり、奨励し It can be possible to do. When using external recruitment or teamwork between examinees before the evaluation date, data protection/ license is satisfied with the names and contacts of the examinees among the examinees. You need to check.

Stress exercise (stress demonstration, ice cream, team building)

This is a useful and intimidating method, which is particularly affected by team stress and confusion, focusing on stress productivity, organized performance, and the effects of healthy work.

Ideal for 8 to 10 groups. Divide large groups into 8 to 10 groups, set up facilitation and reviews as appropriate, appoint a facilitator if each group needs a facilitation.

Each team needs about 5 pieces, depending on the size, composition, weight, shape, etc. of the ball, depending on the size of the team and the handling technology. For most eight groups, five balls will be enough.

If you use a completely different ball, this exercise will be more effective (for example, imagination, such as tennis balls, beach balls, rugby balls, and pin g-pong spheres).

Make each group a circle.

The goal is to throw and catch balls (each ball represents work tasks and goals) among team members.

The ball must keep moving (the facilitator can think of it in the same way as a task process in the task situation).

If you find it convenient to throw the ball between members, let the group develop a unique method/ pattern.

The dropped ball is equivalent to the failed task (a facilitator can be equivalent to a specific relative goal). Holded balls mean task delays.
If the team can manage the first ball satisfactorily, the facilitator will introduce the second ball and throw or catch while the first ball is circulating.
The second ball is regarded as an additional task and a typical work complexity, such as interrupting and customer requests.
Every time you think of your work and complexity, you will increase the ball one by one without hurrying.
Obviously, too long ago, the team could not manage all the balls, causing confusion.

By introducing many balls as soon as possible, we will not produce too early chaos.

You can enjoy the feeling of increasing stress and confusion according to the processing ability of the team. If the ball is too early, it will not lead to the accumulation of pressure.

Points of review
Report your play at work, especially effective work and communication.
What do excessive pressure or failures bring?
Are these emotions the same for everyone?
How do others feel, and if you don't ask, can't deal with stress and confusion well?
How to predict, manage, and avoid these results at work? (It's not easy. Especially if there is pressure, it will often happen, but understanding the causes and effects of stressful confusion will solve them first steps to solve them. )
Prepare appetizers, drinks and desserts for each department, so people can get to know each other better as they move around.
This learning will be associated with the job situation and leads to possible improvements and changes.

If there is a related reference material, use it:

Reliability (especially for young people who deal with stress from above)

(Thanks to Karen Wright of WrightMeding. com for providing this wonderful exercise)

Exercise style of learning and thinking (learning style, brain type preference, sel f-awareness, Johali awareness)

This is a simple activity that any size group can do immediately. In the case of a large team, it is divided into a group of about six people, appointed a team leader, and reviews sel f-services.

The question is the basis of this practice:

If you have only one feeling, such as visual, tactile, hearing, taste, etc., what kind of feeling do you want?

If you lose one feeling, what is it?
Rank your senses in order of importance to you.
You can probably think of other questions with similar content. Use one or more questions to prompt discussion and then explore the issue.

The aim of the game is to get people to think about how they use their minds and their preferences and strengths in thinking, working and learning.

Most people (not surprisingly) tend to prefer vision. But there are many variations and generally the activity and discussion are a quick and fun way to explore personal strengths and preferences without using test equipment.

The "five senses" are usually thought of as:
Intuition is one way of describing the "sixth sense".
Touch, smell and taste are all closely related to the "tactile" aspect of the VAK model (Kinesthetic in VAK), the other two aspects being Visual and Sound in VAK.
For example, speech and movement. If so, this exercise would be more relevant to the theory of "multiple intelligences".
What does this tell us about the different ways we prefer to work/learn/communicate/think/solve problems/have professional relationships/etc?
What surprises you about other people's preferences?
What surprises you about your own preferences?
If you gain additional practice with the VAK and/or MI tests (see VAK and Multiple Intelligences below), do the test results confirm or contradict your emotional preferences?
Reference models and information
VAK learning styles and the VAK test
Kolb theory
Multiple intelligences theory - and various versions of the MI test (including adolescent version)
Personality theories

Benziger brain type theory
Johari window model
Wikipedia's sensory page
Alternative Christmas and New Year exercises (New Year's Day icebreaker, creative thinking, social values, real-life priorities)
Exercises that can be done with groups of any size.
Set a suitable time for presentation and discussion of ideas that have emerged.
Here's a question. Adapt different exercises from this problem to suit your situation and goals:

"Imagine you are a leader in the Western world. Everyone wants Christmas and New Year's celebrations to be more relevant to modern needs and problems. What changes would you make?"

For example, change for business, change for society, change for kids, change for the planet, change for global cooperation, etc.
Email us with your suggestions and we'll feature them on this page.
Mobile Phone/Mobile Game (Time Management, Using Tools Instead of Tools, Environmental Management, Communication, Technology and Gadget Addiction)
This is a simple and fun activity/joke/icebreaker for large groups.
This exercise specifically shows the power of mobile phones (and by implication other means of communication such as email) in impeding effective work, time management, and organizational effectiveness.
Normally, in meetings and training sessions, we are asked to turn off mobile phones.
Here's a different twist:
Ask all participants to turn on their mobile phones (or blackberries).
Imagine this as a demonstration of the destructive negative effects of technology controlling people, not the other way around.
Of course, you can import and arrange activities to suit other purposes.

Ask agents to choose the loudest and most annoying message alert sound.

Ask everyone to text a friend (or two or more friends) who they know will text back.
Then continue with your workout or session and wait for the chaotic holiday to begin.
The chaos is a very healthy indication of what usually happens in organizations where people don't manage their incoming communications (which most surveys say is the majority of people).
When you get your point across, you can (and should) ask everyone to turn off their cell phones.
Other points of interest
Some experts believe that compulsive email checking and constant access to incoming emails follows the same compulsion experienced by gamblers, the principle of unpredictable contingent rewards, and similar descriptions of such behavior.
Research has found that the amount of time employees spend dealing with email and email outages is enormous. According to a report published by The Guardian in 2008, an employee who checks and responds to email outages every five minutes wastes 8. 5 hours a week, taking into account the recovery time after the outage occurs.
Inappropriate use of email hinders communication and problem solving over the phone.

Inappropriate use of the phone and email prevents people from communicating and resolving problems face to face.

There are many more points that come to mind from this issue.

The Mehravian Study is a good reference.

Seasonal Suggestion Pack (ideas for Christmas activities and end of year group or office fun and learning)

Seasonal ideas from this site:

Use the word "smile" and the Chaplin story to inspire a positive outlook and triumph over adversity. Charlie Chaplin died on Christmas Day 1977.

BLACPU - Back later after the Christmas P***-up. A seasonal acronym for when work and clients do not necessarily have to align with holidays or vacations.

DUTCHIE - Postpone until after the Christmas holidays. A seasonal acronym that explains why most business stops for two full weeks at the end of the year.

LUCID - Leave alone until after Christmas. Short for the holiday where procrastinators everywhere join most of the Western world in postponing anything but life-threatening emergencies until the Christmas frenzy is properly sorted and maximum enjoyment is extracted.

I should have ordered in advance. A customer service and dispatch expression, especially a personal reminder to close outreach departments appropriately for weekends, bank holidays, Christmas, etc., and not to leave things until the last minute.

NACTAC - No chance after Christmas. An understandable response to overworked shipping departments and customer service staff trying to rationally explain the impossibility of processing a rush order received at midday the day before the holiday. Variations include NACTAE (Easter), NACTAT (Thanksgiving).

In the 17th and 18th centuries, it was customary for servants to receive tips from their superiors, which were collected in a box on Christmas Day and sometimes distributed the next day at church.

Real Family Fortunes answer: What Father Christmas does when he comes to your house: "He feeds your pets..." (and more jokes)

Great group games for end-of-year fun:

There are many more activities on this page.

For pure laughs, try our funny answers to "Weakest Link" or "Letter to the Council".

Fantisticat is an interesting way to look at new beginnings and the new year, especially for young people and those facing or hoping for change.

There are many quizzes - see the Quizball index page.

CRITWATTNF game (a game to warm up, break the ice and prove that things are rarely as critical as they seem).
See the acronym CRITWATNF.
Explain it to the group.
Ask the group to think of any example - from personal life (not very personal), work, media, politics, the world of economics, etc.
Discuss the example.

Discuss how something that seems suddenly important one day often quickly becomes completely unimportant over time, and why.

Discuss the impact of emotions, peer pressure, conformity pressure, zietgeist, media, unquestioning management, personal moods, etc. on relationships, strategies, decisions, work, life, etc.

Would life/work/society be better if we all became more objective and critical and less driven by emotions and other people?

Passion for earning (life transitions, self-employment, starting a business and growth, employment support and retirement, career change, self-determination and independence)
For the complete process and detailed template, please visit the Career/New Business Planner page.
This is a creative planning process and template for individuals and groups facing or hoping to make a career change, especially the transition to self-employment or starting a new business.
In particular, it can encourage thinking outside of habits and assumptions at any stage of an individual's professional life.
This process/model, and the exercises, discussions and thoughts it enables, aim to:
Propose more convincingly what work is and what work is not for any kind of work: employment, self-employment, starting a business, career change, part-time work.
Reducing or eliminating dependency on employers for work and financial security.

Providing a way out of unsatisfying employment, with achievable steps, especially if necessary due to layoffs or unacceptable work situations (stress, travel, life balance, the simple need to be happier, etc.).

Encourage and enable self-determination, self-reliance and independence.
It's a simple formula. The numbers link to all sections of the template on the Career/Startup Planner page.
1
2
3
4
5
6
Your Passions
Your strengths and work style

Questionnaire survey

Make what people want

Time of growth and development

New career, business, independence and stability

In the team's situation, processes and templates can be used in various ways.

For example, encouraging to think through the process of the process as long as time permits:
Think about the meaning of the model for you

Think about your passion (1)

Think about your strengths (2)

Imagine the possibility of combining these in work, services and businesses.

Think about how to control your thoughts ( 3-Research)

Think about how you can program them in actual work and business (4)

The career / new business planning page contains guidance notes in the template tool.

Quick Ice Break Paper Tower (war m-up, creative thinking, teamwork, skills, process analysis)

A quick version of a long paper tower activity with quick exercises for individuals or groups.

Distribute one piece of paper (A4 or international standard) to each team member (one per team when performing in a team game).

We do not use other ingredients, but use only the paper to create the highest structure within 5 minutes.

Points of review

Planning and timin g-Who made the plan and who was out of time?
Pressur e-what the time pressure affected on people and performance?
Innovation-What innovative ideas were planned?
What kind of observations have you been to risk-high-risk methods / approaches and low methods / approaches?

Learning-Did each team / individuals improve the results in the second challenge? Almost no doubt) discussions, reasons, and value of experience.

Best Practis-What ideas would be combined if the whole team was given a job to build one tower?

Skil l-What skills are important to perform the project with the best performance? Also, what kind of important skills were, did you predict before practice, or did you find it for the first time after actually trying a task? Also, what is this about identifying the skills (should be developed / educated) for the given task?

(If you play as a team game) What were the opportunities and issues for the team to effectively perform tasks? Think and propose a process that enables effective team approach: What elements and principles can be transferred to normal work and teamwork?

Improvement of the process-What single tools and additional materials (not larger than the width of the paper) can achieve the greatest improvement of the results?

By the way, the best technical approach to this task is to manufacture and use a jointly rolled tube or triangular elastic section made from the long strip of the sheet. With this technology, you can make at least three times the length of the seat. If you know a better way or have a drawing data that shows a better solution, please send it to share with others on this website.

For example, giving group members to the task for 15 minutes and issuing additional practice sheets increases the depth and complexity of the issues.

Wooden swing games (Improvement and cooperation between awareness between groups, departments, departments, departments, companies, countries, planets, etc.)

Let's design a tree swing that reflects the culture, problems, issues, priority, and human relationships in their departments while linking with the new business ball animation collection.

Alternatively, focus on explaining the culture and style of important groups between competitors, suppliers, and other companies inside and outside the company.

In particular, focus on differences in expectations between groups that depend on each other. What do each tree swing look like?

What is your territory, and what kind of tree swing is expected from others? What kind of tree would your group or department expect? And what can I provide?

Understanding the differences makes it easier to make efforts to fill the difference. It is necessary to first consider the difference and share it.

Drawing a picture-Especially giving an unusual perspective like a wooden swing-enhances creativity, exploring emotions and opinions that do not appear in everyday conversation-especially gaps and expectations for it- Suitable for doing.

As in the following poetry activities, art projects have people think in a new way. (when playing as a team game) What were the opportunities and issues for the team to effectively perform tasks? Think and propose a process that enables effective team approach: What elements and principles can be transferred to normal work and teamwork?

Improvement of the process-What single tools and additional materials (not larger than the width of the paper) can achieve the greatest improvement of the results?

By the way, the best technical approach to this task is to manufacture and use a jointly rolled tube or triangular elastic section made from the long strip of the sheet. With this technology, you can make at least three times the length of the seat. If you know a better way or have a drawing data that shows a better solution, please send it to share with others on this website.

For example, giving group members to the task for 15 minutes and issuing additional practice sheets increases the depth and complexity of the issues.

Wooden swing games (Improvement and cooperation between awareness between groups, departments, departments, departments, companies, countries, planets, etc.)

Let's design a tree swing that reflects the culture, problems, issues, priority, and human relationships in their departments while linking with the new business ball animation collection.

Alternatively, focus on explaining the culture and style of important groups between competitors, suppliers, and other companies inside and outside the company.

In particular, focus on differences in expectations between groups that depend on each other. What do each tree swing look like?

What is your territory, and what kind of tree swing is expected from others? What kind of tree would your group or department expect? And what can I provide?

Understanding the differences makes it easier to make efforts to fill the difference. It is necessary to first consider the difference and share it.
Drawing a picture-Especially giving an unusual perspective like a wooden swing-enhances creativity, exploring emotions and opinions that do not appear in everyday conversation-especially gaps and expectations for it- Suitable for doing.
As in the following poetry activities, art projects have people think in a new way. (If you play as a team game) What were the opportunities and issues for the team to effectively perform tasks? Think and propose a process that enables effective team approach: What elements and principles can be transferred to normal work and teamwork?

Improvement of the process-What single tools and additional materials (not larger than the width of the paper) can achieve the greatest improvement of the results?

For example, giving group members to the task for 15 minutes and issuing additional practice sheets increases the depth and complexity of the issues.

Wooden swing games (Improvement and cooperation between awareness between groups, departments, departments, departments, companies, countries, planets, etc.)

Let's design a tree swing that reflects the culture, problems, issues, priority, and human relationships in their departments while linking with the new business ball animation collection.

Alternatively, focus on explaining the culture and style of important groups between competitors, suppliers, and other inside and outside the company.

In particular, focus on differences in expectations between groups that depend on each other. What do each tree swing look like?

What is your territory, and what kind of tree swing is expected from others? What kind of tree would your group or department expect? And what can I provide?

Understanding the differences makes it easier to make efforts to fill the difference. It is necessary to first consider the difference and share it.

As in the following poetry activities, art projects have people think in a new way.

Groupings should reflect the development goals and be facilitated to ensure everyone is included.

As you show pictures of trees, ask questions like:

What would a tree swing in your section look like?

What would a tree swing in your segment (XYZ) look like?

How would your customers want their trees to look?
How would your tree headquarters expect your trees to look?
If you could do whatever you wanted, what would your own tree swing look like?
What would your boss' or teacher's tree swing look like? And what would your own tree swing look like?
This exercise is not intended to produce a great work of art. Instead, it is intended to generate fresh thinking and simple, visual ideas about the issues that are causing outcomes to differ from expectations.
The success of any job, business or organization depends in some way on matching needs and delivery.

Swinging Trees offers a simple way to consider the difference between what is required and what is delivered, to explore whether each attribute is actually fair and reasonable, and to bridge the gap in understanding and expectations.

This activity is adaptable for young people in schools as well as adults in all kinds of work situations.

Of course, there are opportunities for everyone to use different media, even if it's just a box of cheap coloured pencils from the pound shop.

As with many of these self-awareness activities, the Johari Window is a great model to reference.

Poetry activities (poetry practice, creativity, icebreaking, Johari awareness, thinking outside the box, fresh perspectives)

Thursday 9th October is National Poetry Day in the UK, but you can enjoy poetry wherever you are in the world.

The theme for National Poetry Day 2008 is Work.

Poetry is ideal for boosting creativity, fresh perspectives and self-confidence/mutual awareness (see Johari Model).

Here are some ideas for bringing poetry into the workplace or school:

Icebreaker questions
Define the word "poetry".
Why does poetry appeal to us? It's just a word, isn't it?
What is your favourite poem, excerpt or verse and why? (Everyone can probably think of at least one verse from a song...)
Are all lyrics poetry? Is it poetry?
Can "Desiderata" be repurposed as a statement of corporate or societal values? If so, how?
Does Rudyard Kipling's poem function as a contemporary personal value statement? If not, how would you change it?
Why did the eulogy "Don't Stand Over My Grave and Cry" become so popular around the world and can we link this popularity to societal behaviour?
Is Philip Larkin's poem "This is the verse" a valid perspective on society and how do these concepts relate to our responsibility to develop others, parenting, education and especially young people? (Warning - this poem contains language which may be offensive - this raises another discussion issue about how the context of words and language determines their actual meaning and feeling, far beyond the words themselves).

Ideas from other groups

Write a short poem for a product/service/department/initiative/education/information/memorization/promotion of your group.

Write a haiku about yourself or your organization (agree on the structure and rules of haiku first).

Write a haiku about a lesson, value, or important point in life or work (agree on the structure and rules of haiku first).

In pairs, read a page of the newspaper and turn a selected news paragraph into a poem.

As above, reword it in the style of Shakespeare, Chaucer, Byron, etc.

Put the poem on a bulletin board or intranet and see what happens.

Send us your poem about work, self-improvement, etc. and we'll post it on this site.

Send us your poem about charisma.

Next time you meet someone for the first time, ask them what they think about poetry.

You'll probably come up with many more ideas for using poetry to add a fresh perspective to work and play. Send us yours.

By the way, the poetic meaning ultimately comes from the Greek word "poesie" (or more precisely, "pã³ä ra"), which means "something made, something created." The word poet comes from the Greek word "poä" (tä) (s), meaning "maker."

"What did you learn yesterday?" exercise (ice-breaking, personal development, attitude to life, self-awareness, discussion of the meaning of learning and development)

This is a powerful activity. A simple idea, but very powerful.

Ask each group (individually): What did you learn yesterday?

Check the answers through discussion, short announcements and presentations.

Optionally, you can first check what learnings meet the criteria to be mentioned, or you can leave this open, as it is obviously an interesting discussion in itself and tends to arise naturally from the discussion provoked by the question.

If you can't think of anything you learned yesterday, how far back can you go to find something?

Learning for work, learning for life, or both?
How did you learn it?
How could you measure/quantify/apply it?
How could you communicate or teach it to someone else?
What do you think would be different now that you have learned it?
What further learning does that learning encourage/enable?
Can you analyse learning in terms of the Kirkpatrick model?
Can you analyse learning in terms of the Johari Window model?
Can you analyse learning in terms of multiple intelligences and/or VAK learning/thinking styles?
What levels of Maslow's theory does it affect?
Which aspects of Ericson's theory does it affect?

What is its value?

What would you have paid to know a while ago?

How can you make the most of the free and natural learning you get every day?

You will think from more angles and more suggestions will come up in your conversations.
What is the most useful thing you have learned in the last week/month/year/last year of your life?
What did you learn after work/at the water cooler/in the pub on the weekend/holiday?
What did you learn on social media even though you were supposed to be working?

What is the most valuable thing you have learned in the last month/year?

What did you learn at the lowest cost/effort and what did you learn with the least cost/effort?

Record examples of your own recent learnings for each category: skills, attitudes, knowledge, experiences. (See Bloom's Learning Domains Taxonomy for a useful reference for this aspect and the whole exercise.) Larger groups can break into smaller working groups to explore the group's learning and the extent to which learning is shared, assimilated and applied.

(This exercise was inspired by a short story in Leo Buscaglia's excellent 1972 book, in which Buscaglia recalls his father asking his children at the end of each day, "What did we learn today?" This expectation led the children to seek out facts and knowledge - about anything - and this habit was crucial in shaping Buscaglia's proactive approach to life and lifelong learning. The same story is included in "Life, Love, and Learning.")

Tactical Team Shove Ha'Penny (icebreaker, teamwork, tactics, strategy, problem solving, assessing and dealing with competitive threats)

Equipment: A table with a smooth surface (at least 4 feet), some coins, (optional) Blu-Tack, paper, colored pens, scissors.

This activity can also be adapted as a larger ground-level game, described at the end of this entry.

Divide the groups so that there are at least 2 groups. There can be 5 groups of 3 people per team, or 4 groups of 4 people. Pairs or other similar divisions are acceptable. Group size, number of groups, and number of coins can be adjusted to suit the situation. To increase the complexity and time of the game and to have more players per team, increase the number of coins.

Issue each team at least six coins, ideally with different denominations, so that each team has the same number of similar coins. Different sizes of coins give more tactical options.

Next (optionally) instruct the players to create team logos or emblems, cut out shapes and color them, and use Blu-Tack to attach them to their coins as small pieces of fabric. This is to make it easier to see the differences between the teams during coin play.

If not, make sure that each group distinguishes their coins from the other groups in some way (when the coins are laid flat on the table). (For example, if two teams are playing against each other, one team will have heads and the other team will have tails. Alternatively, you could use colored sticky notes, stars, etc.).

The object of the game is to push each coin off the edge of the table, one by one, to get the group's coin that is closest to the table compared to the efforts of the other team.

Each coin uses a handpad at the base of the thumb to press it in the "Shobu Ha Penny" equation and move it only once. Place the coin at the edge of the table about on e-third and hand pads. Use it to hit the end of the table.

The facilitator should be able to demonstrate and practice some practice to determine who will hit the team, and to decide who will hit the team.

The winning team is the most common team grouped in a specific area. This area can be set and measured by the facilitator before cutting starts, and is used as a template by making a hole in the middle of the paper or splitting. The smaller the area, the more difficult the game. The diameter of about 12 inches is a reasonable range. (Do not place paper on the table, use to count the number of coins at the end of the game.

The coin group must be at least 12 inches (30cm) from the end of the table. Coins, which are closer to the edge of the table than 12 inches, are not counted in groups).

Coins cannot be used only once per sheet.

You can press the coin to move your team coin, or press your team coin to move other team coins (this makes the game very tactical, and every team has similar coins. It is also the reason you have).

Each team can push coins in order and press only one coin at a time (however, in the case of ice breaks and large close battles, there is also a time limit.)		Turn one coin over or draw several pieces to determine the order of play (this can be provided alone as a tactical option).	Set a time limit for tactical discussions between bubbles.	Choose whether to confuse competitors or build your own base.	Early strategies and changes during the game.
Scissors	Strategic advantage in the order of play?	Was the type of coin used at the best time? (Large coins are troublesome, and are valid at the end of the game, but in the early stages to help secure breakpoints and power positions) < Span> Each coin uses a handpad at the base of the thumb. ・ Press to the Penny formula and move only once: Place the coin at the end of the table about on e-third, and use a handpad to hit the end of the table.	The facilitator should be able to demonstrate and practice some practice to determine who will hit the team, and to decide who will hit the team.	The winning team is the most common team grouped in a specific area. This area can be set and measured by the facilitator before cutting starts, and is used as a template by making a hole in the middle of the paper or splitting. The smaller the area, the more difficult the game. The diameter of about 12 inches is a reasonable range. (Do not place paper on the table, use to count the number of coins at the end of the game.	The coin group must be at least 12 inches (30cm) from the end of the table. Coins, which are closer to the edge of the table than 12 inches, are not counted in groups).
Two empty cardboard flap tubes or similar cardboard tubes (for example, postal tubes for roll paper).	You can press the coin to move your team coin, or press your team coin to move other team coins (this makes the game very tactical, and every team has similar coins. It is also the reason you have).
Small balls that enter the tube, such as marbles and golf balls. (This exercise works with one ball. Increasing the number of balls or changing the ball increases interest).	Turn one coin over or draw several pieces to determine the order of play (this can be provided alone as a tactical option).
The team must cooperate to achieve the task:	Choose whether to confuse competitors or build your own base.

Early strategies and changes during the game.

Based on your experience, next time an approach?
Strategic advantage in the order of play?
Was the type of coin used at the best time? (Large coins are troublesome and are valid at the end of the game, but in the early stages to ensure breakpoints and power positions.) Each coin uses a handpad at the base of the thumb to "Shobo Ha Penny". Press it to the formula and move it only once: Place the coin at the end of the table about on e-third and use a handpad to hit the end of the table.
The facilitator should be able to demonstrate and practice some practice to determine who will hit the team, and to decide who will hit the team.
The winning team is the most common team grouped in a specific area. This area can be set and measured by the facilitator before cutting starts, and is used as a template by making a hole in the middle of the paper or splitting. The smaller the area, the more difficult the game. The diameter of about 12 inches is a reasonable range. (Do not place paper on the table, use to count the number of coins at the end of the game.
The coin group must be at least 12 inches (30cm) from the end of the table. Coins, which are closer to the edge of the table than 12 inches, are not counted in groups).
Coins cannot be used only once per sheet.

You can press the coin to move your team coin, or press your team coin to move other team coins (this makes the game very tactical, and every team has similar coins. It is also the reason you have).

Each team can push coins in order and press only one coin at a time (however, in the case of ice breaks and large close battles, there is also a time limit.)

Turn one coin over or draw several pieces to determine the order of play (this can be provided alone as a tactical option).

Set a time limit for tactical discussions between bubbles.

Choose whether to confuse competitors or build your own base.

Early strategies and changes during the game.

Based on your experience, next time an approach?

Strategic advantage in the order of play?

Was the type of coin used at the best time? (Large coins are troublesome and are valid at the end of the game, but in the early stages to secure breakpoints and power positions).

The effectiveness of the team in considering strategic options and in making decisions.

To what extent were the strategies of the other teams observed or predicted?

Fair outcome - elements of luck and skill.

List 3-5 key abilities a winning team needs to consistently perform well in this game.

The relative importance of strategy, tactical adaptation, decision making, and skill - are there any other important factors?

If you were the national coach for this match, how would you coach a winning team?

Before the N. B. match, the coordinator should give special consideration to the timing of this match. With a large number of teams and a large number of coins, it will take a lot of time. To speed up the game and/or create a quick ice-breaking drill, split the teams into pairs, issue three coins per person, change the rules so that all coins must be pressed in random order (basically a free-for-all), and end the game in 30 seconds or less. This format has different tactical implications. Larger groups, more groups, more coins all require a bigger table.

Indoor or outdoor versions of this game are possible on a larger scale, using colored tennis balls on a playground, or on a properly marked floor or grass area, in which case the hula hoop serves as an ideal measurement point.

Aging Society Exercise (Icebreaker, Creative Analytical Thinking, Trends, Predictions, Ageing, Demographics)
The purpose of this exercise is to get people to think creatively and analytically.
The topic is how the increasing proportion of older people in society will change the world, but really it could be any large-scale trend.
The activity stimulates people to use their visualization and imagination to think about big systemic changes, consequences, causes and impacts.
In the case of an ageing society, these changes are already underway. This activity also clearly encourages people to think about issues of age and age equality.
Specifically, group members are asked to consider and decide what they believe will be the biggest impact aging will have on their area of activity/area of responsibility/market or on society in general over the next 1/2-3/5 years (the number of years and area of impact will be decided by the facilitator depending on the group's interests/responsibilities).
Group members' opinions can be discussed, presented or debated depending on the facilitator's objectives and the constraints of the session.
Checkpoints include:
The most favorable proposal is determined by the group
Which proposal is most foresight and positive

How the different proposals affect

How different the proposal and opinions of the group members depending on the age of the group members

Early evidence and index showing the reliability of each prediction

What is the information that lacks more reliable predictions

Where is the information if necessary?

What is different about this kind of thinking compared to everyday decisio n-making (aggressively deep thinking compared to the reactive shallow thinking)

Whether drawing, discussing, or using other methods can help this kind of thinking (for example, more sensations are stimulated, more people think about ideas and share. Whether to make this kind of deep, complex and aggressive thinking easier)

Will this exercise tell you what the power of thinking as a way to predict the situation and develop solutions and countermeasures, rather than just wait for things to happen?

Comprehensive opinions seem to support (or do not support the wisdom of the crowd).

Are the effective predictions and expanded results mainly based on creative imagination, or based on analytical inference, or both?

What is it useful to apply similar thoughts to, particularly relevant or local trends?

The variables of the exercise depend on the discretion of the facilitator:

Thinking time/ preparation time (Ice break required 2-3 minutes.)

Group members are individuals, tw o-person, or tw o-person groups, or two discussion groups.

It can also be requested to propose not only one result but also two or three results.

How to present proposal s-Discussion, presentation, debate, diagram, roll play. Others? Make your imagination work

For example, the increase in the world population, the rise of the new economic power (China, India, Brazil, etc.), the advanced technology (all markets), energy costs, demand, gender and ethnic trends.
Political qualification games (many issues related to professionals, training, abilities, and ability and aptitude)
The basic abilities and the issues of the job profile needed to judge suitability, training, and qualifications are quite dry themes.
By applying thoughts to different situations from normal work, you can bring your life into this problem.
Let's practice in a set of two or three people, or in a discussion group):
Imagine that you are responsible for configuring the professional qualifications and NVQ of a certain politician.
It may be a member of parliament, the government minister, or the prime minister.
Agreement / define the role of parliamentarians so that it is worthy of this exercise.
What skills do you need for that job?
If you have a useful configuration, answer from the perspective of skill, knowledge, attitude, action, personality style, and experience.
How is these defined, measured, and tested?
How is specialized qualifications configured and certified?
And if you have time, a big question of more philosophical properties:
Why is the profession of politicians escaped all normal requirements to be certified as an expert?

Why is politicians out of the requirements of regular professional certification?

The facilitator can adjust this basic concept according to the needs and interests of the team, according to the team's needs and interests, as well as the team's needs and interests of the team's size, time, candidate profiling, selection, development, and qualification certification.

(By the way, if you came up with a constructive and wise answer to the last two questions, I would like to see it ...)

Positive behavior exercise (Understanding Positive Action / Action Concept, Karma, Law of Attraction, etc.)

This exercise develops the idea that positive actions bring positive effects and rewards to individuals (or groups), so that positive behavior and positive thinking can be clearly understood.

Rather than trying to reveal the secrets of the universe and the meaning of religious and spiritual life, by examining how to personally react to other people's positive behavior, his positive behavior You may be able to understand the effects of (or the group and the whole company).

Ask the group members to think about how they feel and react to those who do the following:

1 I have a lot of smiles and I am generally happy.

2 Give to others and do not ask for a reward.

3. Thank you to others

4. Help others.

5. Listen to people without criticism.

6. Take responsibility for your mistakes.

7. Praise others for success.

8. With tolerance and understanding, absorb the negative actions of others.

Points of review

Expand some of the examples above and imagine issues of long-term relationships, trust, reputation, recommendations, willingness to work with such people, etc.

Extend the examples to the reactions of thousands of customers and the many positive actions of a company (and the reverse, i. e. the reactions of thousands of customers and the results of many negative actions of a company).		A person's positive actions may be immediately rewarded or recognized by others, but often the results are not immediate.
Cause and effect may be years apart or connected by many links in a chain of events.	But positive actions in an organization of many employees and actions necessarily multiply and accelerate all these effects. Because there are many interactions, the cycle of cause and effect, whether good or bad, is dramatically reduced.	Positive actions are sometimes likened to ripples caused by a pebble thrown into a pond. Positive actions in an organization can be likened to throwing hundreds of pebbles into a pond every day. Think about your own organism. Are they good ripples or bad ripples?	But positive actions in an organization of many employees and actions necessarily multiply and accelerate all these effects. Because there are many interactions, the cycle of cause and effect, whether good or bad, is dramatically reduced.	Positive actions are sometimes likened to ripples caused by a pebble thrown into a pond. Positive actions in an organization can be likened to throwing hundreds of pebbles into a pond every day. Think about your own organism. Are they good ripples or bad ripples?
Rather than trying to find a vast and universal explanation for how positive behavior works, the causal relationship of positive behavior may be more easily explained by the general tendency for positive behavior to attract and generate positive reactions.
The concept of positive behavior is difficult to define and explain.
Vague terminology like karma and religious or spiritual associations are further obstacles to exploring the subject.
The concept of positive behavior is muddied by many vague and emotive terms and theories:
Karma

"What goes around comes around"
Law of Attraction

Law of Cause and Effect

Universal Cause and Effect

Religion and spiritual connections

"Do what you want"

Secular order

Commercial packaging		"Positive" (someone who acts positively, I guess...)
Cause and effect may be years apart or connected by many links in a chain of events.	But positive actions in an organization of many employees and actions necessarily multiply and accelerate all these effects. Because there are many interactions, the cycle of cause and effect, whether good or bad, is dramatically reduced.	Positive actions are sometimes likened to ripples caused by a pebble thrown into a pond. Positive actions in an organization can be likened to throwing hundreds of pebbles into a pond every day. Think about your own organism. Are they good ripples or bad ripples?	But positive actions in an organization of many employees and actions necessarily multiply and accelerate all these effects. Because there are many interactions, the cycle of cause and effect, whether good or bad, is dramatically reduced.	Positive actions are sometimes likened to ripples caused by a pebble thrown into a pond. Positive actions in an organization can be likened to throwing hundreds of pebbles into a pond every day. Think about your own organism. Are they good ripples or bad ripples?
Activity / Ice Skating "Moneygram" (to express and share perceptions about organizations, structures, systems, etc. - also creativity sessions and group work)
This flexible activity is based on using coins to create "pictures" or diagrams of organizational systems and structures related to the work and learning of the group.
The subject of the "Moneygram" (picture coin) can be at the discretion of the facilitator or suggested by the team, depending on the situation.
It can be, for example, a team, a department, a division, or even the whole company, including suppliers, customers, competitors, the market, or even a world view.
If the main objective is to express/share perceptions on a task or business structure, the choice of structure is obviously important and the facilitator must ensure an appropriate choice. If the main objective is for people to work creatively together (for example, a creative session for young people in a school or a workshop), the choice of structure is not important.
The layout of the room can be such that a screen is created on a table or on the floor, allowing others to see it and the whole group to work on a large screen on the table.
Coins, of course, come in many denominations, sizes, colors, years, and designs (double-sided), and can be stacked or stood on end. Coins can be a really interesting medium for creating images/patterns/charts that express all sorts of ideas and themes. This exercise offers a totally different way for people to interpret and present their views on a particular situation (as opposed to normal words, conversation, diagrams, etc.). This allows people to express and share their perceptions in a tactile, fresh, liberating, and more objective way.
The facilitator will of course need to consider and decide how best to equip the group with enough "material" (coins) for the activity. For example, a mature adult group could use coins from their pockets or wallets. Less mature groups would ideally be provided by the facilitator.
Complex or large denominations will require many coins. Fortunately, 1P and 2P copper coins are a very cheap material, in fact they would be cheaper than today's plastic counters and play money. Having foreign currency adds to the international interest and variety. If the situation allows, you can ask group members to bring copper coins. Creative use of banknotes, cheques, and credit cards is discouraged for obvious reasons. There is little risk in playing with coins. Larger denominations are not suitable for reproduction materials.

If there is any doubt about using real money, playing cards can be used.

Consider the time available for the activity and limit the complexity of the theme accordingly. No one is likely to be able to map the future of the world commodity market or the world web with a single coin in a five-minute icebreaker.

See also the Organization Modeling Activity (Team Building Games page 1) and the Baking Aluminum Modeling Game (this page below), which take slightly different approaches to the same idea.

The Johari Window is a useful reference model for explaining and examining the benefits and problems of mutual recognition and recognition.

The Slang and History Money page provides fun facts and trivia on the subject.

As with any training, much of the value comes from encouraging people to consider and discuss issues that arise from the learning experience and, where relevant, determine their own desired response. See the notes on experiential learning for additional guidance on this topic. Activities of this nature tend to highlight several opportunities for future clarification and follow-up, especially for work group leaders.

New World Exercise (On-ice or Large-scale Exercise for Leadership/Team Roles, Multiple Intelligences, Life Skills, Analysis, Response)

This is a flexible, engaging, scenario-based activity that can involve groups of up to 12 people and all ages. Split large groups into teams and present and review accordingly. Schools can develop this activity further.

Ask delegates to discuss in groups and answer the following questions:

Script Imagine a world hit by a major disaster such as a meteorite strike, plague, or nuclear war, destroying most human life and all development of the last century. A mixed group (age, gender, ethnicity, religion) of a few hundred lucky people survived (location will affect how you approach the question, so it's useful to agree where it is).

Questions: What initial leadership structure would be best for this group to thrive and grow? (optional, ideally ask delegates to justify their suggestions)

Agree on a timeline and presentation/review, whatever is beneficial to delegates. The number of roles can be the same as the number of delegates, especially if you choose to expand the activity.

This exercise can be expanded by adding any of the following additional questions, and (optionally) approach and assign delegates from the survivor leadership team as if they were the key roles identified.

Roles can be assigned through volunteers or other group processes, at the facilitator's discretion.

Optional supplemental questions

What ground rules would you put in place for your survivor group?

As a leadership team, what are your 10 main goals for the immediate future?

What 3-5 main challenges do you foresee in leading the team, and how would you attempt to address them?

What lessons from the contemporary world do you think are most valuable in rebuilding a new world?

What are the five key conditions in the medium term?

You and your representative will be able to design further questions related to your own training and learning.

There are thousands of useful reference materials that can be incorporated into such practice, and if you are currently looking for it, you can incorporate anything. Let me give some examples:

Tuckman's team/ group development model

Tack team tack theory

Elixon's life stage model

Fisher change model

KUBLER-ROSS's Fisher's grief or mourning model

Representation

Maslow's desire hierarchy

SWOT analysis

This activity is very flexible. The shortening to the minute ice break, simply agreeing to the role of 6 to 10 people, or enlarge all kinds, models, and reporting tools according to the nurturing goals and needs of the representatives. You can do it.

In order to make this exercise a short ice breaker, the scenario will be shown and the representatives will consider the role of 3-6 leadership in 1-2 minutes. Next, the proposed roles are quickly collected on flip charts or wipe boards, and quickly review and end the most proposed roles groups. Associate with Belvin's multiple information theory, team roles, or other appropriate team roles/ skill reference models.

Helium stick game (team building, assumptions, task formation, problem solving)

This is a classic team building game, a fun exercise for design an ice breaker.

It depends on the type and length of the "stick" used in the activity, but it is for a group of up to three.

This explanation includes the variations of the game and the idea of a very simple instant stick tool.

In the basic practice, all members of the group will do the following:

Support long sticks or tube s-Use each finger per person

Put the stick down to the ground.
Do not contact your fingers with pipes.
This is because the collective force used to keep the finger in contact with a stick is larger than the stick (weight). For this reason, considering the number of groups, a stick of lightness is used for exercise to exert this effect. For example, brooms are too heavy for a group of three, but 10 groups would be fine. See the proposals of the types of sticks for different groups in the following groups.
Other rules and guidelines
Sticks (or replacement lifting elements) must be rigid and not too heavy to compensate for the first "lifting" tension of the group size. If there is no rigidity, make it easier for team members to maintain their finger contact.
The stick starts with the height of the chest.
Team members can be placed on one or both sides of the stick, depending on the length of the stick and the number of the teams.
If your finger stops contacting the stick, the team must return the stick to the start position.
The stick must be placed on your finger. Do not hold a stick, pinch, or hold it in any way.
Usually, the team is instructed to place the stick outside (nail or back "), but it is not important for this activity to identify one side of the finger.
As an option, you can teach to use one finger at a time. The length of the stick and the number of group members are also factors. In other words, a longer stick is required to use two fingers per person.
Clarify the points to consider the stick as "the ground". If your fingers and hands are below the position where you touch the ground, it is easier to track than actually placing a stick on the ground.
There are many ways to make sticks instantly. Some people use a consolidated tent, but it is too heavy for a small group (because the gravity is greater than the lift of the group, it is too easy to work). Let's use your imagination. You can use any hard, light sticks or pipes, and if you can't make a stick with improvisation, you can use other materials and shapes as described below.
This activity is ideal for 6 to 12 people per group, or if there is a stick with a sufficient length, it is best to do it. Three groups are used mainly to divide groups of six or nine groups.

The larger the number of groups, the more time it takes to complete the activity. This is an important point. For example, considering that dividing a group of 20 people into two or three groups is better than taking the risk of not completing tasks, it is not suitable for group division and success mood.

Two fingers per person (one finger per hand) creates more lifting effects and tasks, but requires a larger stick than one finger per team member.
Placing the team members on both sides of the stick increases the number of teams, but it is difficult for the facilitator to monitor finger contact.
Divide the large group into a team, each team has its own stick, and the team will first compete for the team with the stick down to the ground. Pay attention to cheating. If necessary, appoint the observer and change it, and perform a thre e-round or knockout contest.
Instead of a stick, use cardboard such as square of appropriate size. This allows groups in a large group to divide the group, and if the group members already know the activities of sticks, another factor will be added to the activity. Ideally, make a large hole in the shape so that you can record your finger contact.
Use a hoopra hoop instead of a stick. If you use a hoop, it will be easier to see than cardboard.

Start the stick (or anything) from the height of the ground, raise it to the height of the shoulder, and lower it to the ground. The challenge is to stop raising it even more if you raise it to the height of your shoulders.

Use two sticks per group and use one finger for one stick.

Even after all the members understand the issues and solutions, they mix the group for each round to explore the dynamics active in a new group.

Immediately before starting the exercise, instruct the team member to press the end of the board for 30 or 60 seconds with an extended finger. By doing so, the brain becomes even more confused, and the tendency to swing the stick is increased.

Stick ideas and groups (rough standard)

Things that connect straws (3-6 people)

Home cave (3-6)

(3-6)

Newspaper rounded (3-10 people) (3-10 people)
Stretched cable coat (6-10)
Wooden dowel stick (6-1 2-Cheap from most hardware stores)
Bamboo rod (5-20)
Exploring or connected fishing rod (6 to 20 or more)

Connected tent pole or gazebo pole (6 to 20 or more)

Drillenrier / Chimnny rod (for 10-30 people)

Example of review points

Why did the stick rise even though I wanted to go down?

Did you predict the problem?

How did you solve the problem?

I was able to achieve the task with this team, but was it easier for another team / difficult?

How did we feel when our fingers stopped contacting?

What is the time pressure and competition impact?

How can we teach and prepare other people to do this job?

There are countless possibilities, and many of them will be visible while exercising.

As a facilitator, use your imagination. The "helium rod" exercise is fun and effective in its basic form, and can be adapted in many different ways to support a variety of topics related to teamwork and problem solving.

David Davis's Resignation Speech

David Davis's remarkable resignation speech provides a great example for all kinds of leadership and training fields.

Check out the discussion examples, tips, and clips on our Training Clips page.
Success Secrets Exercise (Ice, demonstration, and discussion of what makes business success possible)
This activity will take about 3 minutes in its basic form and requires only one flip chart.
Ask the group to think for a few seconds (silently or one at a time) of someone they know who is successful in business. Tell the group that they do not need to name the person they think of.
Now ask the group (again, silently, one at a time) to think:
"What is it that made this person successful?"
After 10 or 20 seconds, ask them to say out loud the words that come to mind.

Write the words on a flip chart.

Once you have written 8 or more words on the flip chart, ask the group to comment and make observations about the words.

"What are the characteristics of (most of) these words?"

Every time, the answer is that the words mostly or entirely describe behavioral characteristics. Not skills, knowledge, or experience. The words always describe behavioral factors to a large extent.

Develop the discussion in a way that suits your purpose and the session.

With a positive attitude, we can do anything. Attitude also governs how we develop our skills, knowledge, and experience. We are all different, so no matter what approach works best for us, attitude is a key factor in being successful at anything.

The exercise is obviously related to demonstrating the factors that enable business success, but the factors and the exercise can be applied to any other success in life.

This basic activity is a simple quick control exercise led by a facilitator using a flip chart, but there are many developments you can make to this idea to make it more interesting and to encourage group interaction, for example:

For larger groups, break into groups of three. Ask each person to list three success factors. Ask each group of three to list the top three factors identified by their group. Display and compare the top three results from all groups.
Half the group, have a successful man and a half a successful woman. Compare the characteristics of men and women. What you discover leads to style, personal advantages and effects, and in some cases, gender and equal discussions.
In the same way, we will explain and compare the characteristics of successful people in different ages. This can be linked to discussions and issues over age and age discrimination.
With a similar approach, it visualizes the characteristics of a successful person in accordance with other relevant methods (according to the situation and purpose).
Apply this exercise to identify the characteristics of the success of teams and companies.
Useful reference models and materials are classified (to evaluate different types of sel f-development differences), Ericsson's life theory, personality model (to understand what is affecting our attitude) be. NLP and transactional analysis are also useful to understand how it is possible to change our attitude.
Practice of change (explain and experience how to deal with change)
Here are some simple ideas to show brain reactions to changes. These are based on the need to do simple everyday simple work in another way:
Usually, simple tasks performed with righ t-handed (or vice versa).
Close your eyes with a simple work that usually opens your eyes (to pay attention to safety)
Outdoors (may be in the rain or wind, not indoors)
(Emphasize the pressure of changes within the group, such as using scissors, such as using scissors)
By someone other than you, you (emphasize the risk of personal control and trust)
Upside down and stand on the wall (pressure of work and confidence)

Upside the task (for example, a keyboard-is strange, unfamiliar, and has pressure for re-learning)

Easy work that can apply the above alternative method (if safety and practice allow):

Cut the paper with scissors

Roll the paper and throw it away in the trash.

Hit the keyboard

Crack the eggs in the bowl

Make tea, coffee and sandwiches

Write letters and draw pictures

Use a mobile phone

Put your wristwatch on the opposite arm
Make up, make a half of the group that tie a tie on the neck, and have a half a successful woman. Compare the characteristics of men and women. What you discover leads to style, personal advantages and effects, and in some cases, gender and equal discussions.
In the same way, we will explain and compare the characteristics of successful people in different ages. This can be linked to discussions and issues over age and age discrimination.

With a similar approach, it visualizes the characteristics of a successful person in accordance with other relevant methods (according to the situation and purpose).

Apply this exercise to identify the characteristics of the success of teams and companies.

Useful reference models and materials are classified (to evaluate different types of sel f-development differences), Ericsson's life theory, personality model (to understand what is affecting our attitude) be. NLP and transactional analysis are also useful to understand how it is possible to change our attitude.

Practice of change (explain and experience how to deal with change)
Here are some simple ideas to show brain reactions to changes. These are based on the need to do simple everyday simple work in another way:
Usually, simple tasks performed with righ t-handed (or vice versa).
Close your eyes with a simple work that usually opens your eyes (to pay attention to safety)

Outdoors (may be in the rain or wind, not indoors)

(Emphasize the pressure of changes within the group, such as using scissors, such as using scissors)

By someone other than you, you (emphasize the risk of personal control and trust)

Upside down and stand on the wall (pressure of work and confidence)

Upside the task (for example, a keyboard-is strange, unfamiliar, and has pressure for re-learning)

Easy work that can apply the above alternative method (if safety and practice allow):

Cut the paper with scissors

Roll the paper and throw it away in the trash.

Hit the keyboard

Crack the eggs in the bowl

Make tea, coffee and sandwiches

Write letters and draw pictures

Use a mobile phone

Put your wristwatch on the opposite arm

Make a makeup, half of the group that ties a tie on the neck, and a woman who succeeded in half. Compare the characteristics of men and women. What you discover leads to style, personal advantages and effects, and in some cases, gender and equal discussions.

In the same way, we will explain and compare the characteristics of successful people in different ages. This can be linked to discussions and issues over age and age discrimination.

With a similar approach, it visualizes the characteristics of a successful person in accordance with other relevant methods (according to the situation and purpose).

Apply this exercise to identify the characteristics of the success of teams and companies.

Practice of change (explain and experience how to deal with change)

Here are some simple ideas to show brain reactions to changes. These are based on the need to do simple everyday simple work in another way:

Usually, simple tasks performed with righ t-handed (or vice versa).

Close your eyes with a simple work that usually opens your eyes (to pay attention to safety)

Outdoors (may be in the rain or wind, not indoors)

(Emphasize the pressure of changes within the group, such as using scissors, such as using scissors)

By someone other than you, you (emphasize the risk of personal control and trust)

Upside down and stand on the wall (pressure of work and confidence)

Upside the task (for example, a keyboard-is strange, unfamiliar, and has pressure for re-learning)

Easy work that can apply the above alternative method (if safety and practice allow):

Cut the paper with scissors

Roll the paper and throw it away in the trash.

Hit the keyboard

Crack the eggs in the bowl

Make tea, coffee and sandwiches
Write letters and draw pictures
Use a mobile phone
Put your wristwatch on the opposite arm
Make up, tie a tie on your neck
Work with measurement, classification, and production (Trump is perfect for all of these)
For example, it is not very safe to blindfold and add tea. Using a keyboard outside in the rain is neither safe nor practical. Use your imagination and common sense to think of an interesting and memorable combination.
Different methods (types of changes) create different pressure in different parts of the brain, and their effects differ from person to person.
It is not a problem that the method is almost ridiculous. The important thing is to show and experience the various types of changes in various types.

Observe and review how various people react to various methods. We do not respond to changes in the same way. Therefore, sympathetic to the emotions of others is essential for managing changes that affect others. Motivation and attitude models developed by Maslow and Elixon help to explain why people respond to changes. Some may feel terrible threats to specific changes that others may do. For example, a consistently trusted person may find it more difficult to change than a sel f-centered and intuitive person.

What kind of change is eventually difficult:

Changes need to overcome the fear of the brain (such as failure and loss of confidence) and uncertainty about the change itself (this may be extreme for some people and personality).

Changes need to learn something new, learn or accept something different in the brain (and often the body).

This is because the brain can imagine and remember that it is competent, which can cause a sense of loss and failure in connection with previous experiences.

The above tasks and various methods are only one example. There should be many other things that are suitable for your own situation.

There are many other activities on this site that handle changes from a spiritual point of view, rather than the physical examples above. The activity of the "Johari Window" deals with a particularly useful aspect, sel f-awareness, and the impression of others about yourself.

Ice breaker (session war m-up, ice breakker, creativity, another source of other ideas and inspiration)

This ice breaker and exercise are no n-language themes (or other things (or others) of work / management (or others), the central themes, ideas, and meanings (or other things). It is a combination of thinking about the value of using "vehicles").

This activity is related to all groups that are in general and interest in training, guidance, team leaders, coaching, presentation, advertising, marketing, design, communication.

Basically, the members of the group imagine the specific aspects of work, business, and management, and other important messages related to the group, movies, books, plays, etc. It is practice.

This practice is to convey (or explain and emphasize) messages (or other important communications), so you can use a vehicle (in this case, a book / drama / song / movie-another category if you want). It teaches and practice how to use it.

This is for both young and adults, and contains many "multiple intellectuals." It can connect physical / artistic / musical skills to logical / linguistic / interpersonal skills.

In order to reinforce and convey important messages, we will also encourage thinking and discussions on themes, various media and sensations.

The order of the activity is as follows:

Think of simple messages, rules, management, operations, and other related functional principles.

Next, I think of a book, drama, movie, song, that is, a "vehicle" that symbolizes the principle, and a message.

Then, consider how to play the book, play, songs, and movies (like a party parody) to perform silently to the group.

Finally, each member shifts parody for one minute at a time, and in the meantime, the group must be a book / drama / song / movie, and (although not so easy). Not.

This work does not require many explanations and depictions, and the audience (staff, customers, and all other objects) can easily sympathize and identify, simple and clear themes and communication (especially no n-verbal signal). ) Shows the value of using). This ice breaker and exercise are no n-verbal in conveying the traditional party games, the principles of work / management (or other things), the central theme, meaning, ideas and meanings. It is a combination of thinking about the value of using a theme ("vehicle").

This activity is related to all groups that are in general and interest in training, guidance, team leaders, coaching, presentation, advertising, marketing, design, communication.

Basically, the members of the group imagine the specific aspects of work, business, and management, and other important messages related to the group, movies, books, plays, etc. It is practice.

This is for both young and adults, and contains many "multiple intellectuals." It can connect physical / artistic / musical skills to logical / linguistic / interpersonal skills.

In order to reinforce and convey important messages, we will also encourage thinking and discussions on themes, various media and sensations.

The order of the activity is as follows:

Think of simple messages, rules, management, operations, and other related functional principles.

Next, I think of a book, drama, movie, song, that is, a "vehicle" that symbolizes the principle, and a message.

Then, consider how to play the book, play, songs, and movies (like a party parody) to perform silently to the group.

Finally, each member shifts parody for one minute at a time, and in the meantime, the group must be a book / drama / song / movie, and (although not so easy). Not.

This work does not require many explanations and depictions, and the audience (staff, customers, and all other objects) can easily sympathize and identify, simple and clear themes and communication (especially no n-verbal signal). ) Shows the value of using). This ice breaker and exercise are no n-language themes (or other things (or others) of work / management (or others), the central themes, ideas, and meanings (or other things). It is a combination of thinking about the value of using "vehicles").
This activity is related to all groups that are in general and interest in training, guidance, team leaders, coaching, presentation, advertising, marketing, design, communication.
Basically, the members of the group imagine the specific aspects of work, business, and management, and other important messages related to the group, movies, books, plays, etc. It is practice.
This practice is to convey (or explain and emphasize) messages (or other important communications), so you can use a vehicle (in this case, a book / drama / song / movie-another category if you want). It teaches and practice how to use it.

This is for both young and adults, and contains many "multiple intellectuals." It can connect physical / artistic / musical skills to logical / linguistic / interpersonal skills.

In order to reinforce and convey important messages, we will also encourage thinking and discussions on themes, various media and sensations.

The order of the activity is as follows:

Think of simple messages, rules, management, operations, and other related functional principles.

Next, I think of a book, drama, movie, song, that is, a "vehicle" that symbolizes the principle, and a message.

Then, consider how to play the book, play, songs, and movies (like a party parody) to perform silently to the group.

Finally, each member shifts parody for one minute at a time, and in the meantime, the group must be a book / drama / song / movie, and (although not so easy). Not.

This work does not require many explanations and depictions, and the audience (staff, customers, and all other objects) can easily sympathize and identify, simple and clear themes and communication (especially no n-verbal signal). ) Shows the value of using).

If necessary, brainstorm and agree on rules for the characters, or create and publish a rule sheet so that everyone has an equal chance to play on the parody stage. Since the point of this activity is to come up with a theme or message, rather than to become parody experts, you can use shorter rules to speed up the exercise.

You can also give group members or performers points for correctly guessing the book, play, song, or movie, or for correctly detailing the principle being expressed.

This activity can be used as a quicker icebreaker by removing the charade element and simply asking team members for possible themes or vehicles, and doing them instead of acting them out.

Seasonal Icebreakers (warm-up sessions, icebreakers, start discussions on almost any topic related to the task)

For groups of 4 to 20 people, ideally at least 8.

This activity should take 5-15 minutes, but you can extend this exercise if you want further discussion, such as exploring the meaning of the issues raised.

Divide the group into 4 groups.

Assign each group a season by drawing lots: Spring, Summer, Autumn, Winter.

The task for each group is to identify as many seasonal factors as possible that relate to and impact work/business/sales/customer service/HR/recruiting/training (or any other function relevant to the group, at the facilitator's discretion) for the assigned season.

Set a time limit for the task. It can be as little as 1-5 minutes. Of course, you can take more time if you want to make it a more challenging and strategic exercise rather than looking for a quick icebreaker headline.
Structure and facilitate the presentation and discussion accordingly.
This flexible exercise allows for thought and subsequent discussion on how situations, requirements, needs, priorities, etc. change depending on the situation (predictable events, trends, etc.).
The discussion can be extended to the implications of the identified impacts and how to address them.
The principle of using a seasonal perspective, although obviously focused on seasonal factors, can be used to highlight the need for awareness and adaptability in management, planning, automation, awareness, etc. in relation to any kind of causal or impact factor change.
The more you think about what will happen, the easier it is to make a plan and the less surprising.
Dice practice (sales plan, marketing, sales strategy, sales effect, time management, maximization of productivity)
This is a simple activity for meetings and training sessions. This activity shows some important lessons.

With a handful of dice, approach the sales representative (or a similar person). Hold the dice and give only one to the opponent. Don't encourage you to take other dice.

Then, within 30 seconds, we will swing 6 "6" to get a small prize. In the meantime, you (the facilitator) keep the remaining dice in your open hand.

While you speak out and count down the number of seconds, wait for the throwing person to be desperate.

Some succeed, others are not. The lessons of this practice are in the review.

The point of learning is

Many sales are important numbers games with percentage and ratio. So why not throw quickly from the beginning and increase your chances? Why wait for the deadline to increase the energy level?

The throwing side should have requested more dice. (As the moderator explained in a review, he would have given it more if he asked). It is clear that throwing more dice is more likely to get more 6. At the beginning of the task, we can expand the width and opportunities just by thinking about how to maximize the effect. When we work on a new project, we can ask ourselves (and others). For example, we will cooperate in a business to explore cross sales in other departments. In addition, searching for new distribution methods and market fields will dramatically expand.

Also, the facilitator (before practice) can check some of the dice and give extra 6. The facilitator is sandwiched between the dice with the rolled dice in hand. Use the correction solution to create extra dots, and 4 and 2 can be easily 6. This distorted dice indicates that there is a higher probability than the original assumptions, "common sense", and that it ignores it. This shows the value of how to create a better success rate and to test it.

You will be able to find more examples related to your own situation, born from this powerful but simple small practice.

This exercise is mainly for sales representatives, but anyone who is responsible for planning how to spend time, especially those who have more efforts to maximize results and compensation, can be used by anyone. 。

If you have moderate skills, it is easy to surpass a skilled operator if you narrow down the efforts more powerfully and effectively.

Success is not just what you do. Most of the success depends on where and how much you decide.

Note: As the famous expression "The Die Is Cast", "DIE" is strictly singular, and the "Die" is plural.

Thanks to R. Chapman (not related to the official) for providing this wonderful practice problem. By the way, DIE is a psycho singular, not plural.

Shoes and footwear (discussions about ice break exercises, sel f-awareness, various types of people, Johaar i-type development)

The mind and body are connected.

Here are some simple questions for thinking and discussing this concept. This activity is especially useful as an ice breaker because it is active and humorous.

Look at the back of your shoes. Do you wear your heel inside, on the outside, or in the middle? Is the way of wearing the same for each foot?

How many relationships are between our personality and how to walk? In addition, how are shoes reflecting us individuals (or in another sense)?

Talk to others about your own or the other person's reaction to these questions.

The facilitator can organize groups, feedback, discussions, etc. as appropriate. To explain the value of sel f-awareness and mutual recognition, the window model of Johali is useful.

Discussions can be developed in various ways. When you think about what we are doing, "natural ant i-growing" is often an interesting perspective. In addition, our feet have several emotional and culturally strong ties, and can give interesting questions from various perspectives about human behavior and emotions.

In addition, how to deepen your thoughts on your mind and body connection, such as sel f-awareness, recognition, type, personality, style, attitude, and needs.

Perstrum (handwriting analysis) -Contains a sel f-evaluation table This exercise is mainly for sales representatives, but people who are responsible for planning how to use time, especially to maximize results and compensation. Anyone who has a way to make efforts more effective can be used.

If you have moderate skills, it is easy to surpass a skilled operator if you narrow down the efforts more powerfully and effectively.

Success is not just what you do. Most of the success depends on where and how much you decide.

Note: As the famous expression "The Die Is Cast", "DIE" is strictly singular, and the "Die" is plural.

Thanks to R. Chapman (not related to the official) for providing this wonderful practice problem. By the way, DIE is a psycho singular, not plural.

Shoes and footwear (discussions about ice break exercises, sel f-awareness, various types of people, Johaar i-type development)

The mind and body are connected.

Here are some simple questions for thinking and discussing this concept. This activity is especially useful as an ice breaker because it is active and humorous.

Look at the back of your shoes. Do you wear your heel inside, on the outside, or in the middle? Is the way of wearing the same for each foot?

How many relationships are between our personality and how to walk? In addition, how are shoes reflecting us individuals (or in another sense)?

Talk to others about your own or the other person's reaction to these questions.

The facilitator can organize groups, feedback, discussions, etc. as appropriate. To explain the value of sel f-awareness and mutual recognition, the window model of Johali is useful.

In addition, how to deepen your thoughts on your mind and body connection, such as sel f-awareness, recognition, type, personality, style, attitude, and needs.

Perstrangal studies (handwriting analysis) -This exercises, including sel f-evaluation table, are mainly for sales representatives, but those who are responsible for planning how to spend time, especially to maximize their achievements and remuneration. Anyone who has an effectively way to use it can be used.

If you have moderate skills, it is easy to surpass a skilled operator if you narrow down the efforts more powerfully and effectively.

Success is not just what you do. Most of the success depends on where and how much you decide.

Note: As the famous expression "The Die Is Cast", "DIE" is strictly singular, and the "Die" is plural.
Thanks to R. Chapman (not related to the official) for providing this wonderful practice problem. By the way, DIE is a psycho singular, not plural.
Shoes and footwear (discussions about ice break exercises, sel f-awareness, various types of people, Johaar i-type development)
The mind and body are connected.

Here are some simple questions for thinking and discussing this concept. This activity is especially useful as an ice breaker because it is active and humorous.

Look at the back of your shoes. Do you wear your heel inside, on the outside, or in the middle? Is the way of wearing the same for each foot?
How many relationships are between our personality and how to walk? In addition, how are shoes reflecting us individuals (or in another sense)?
Talk to others about your own or the other person's reaction to these questions.
The facilitator can organize groups, feedback, discussions, etc. as appropriate. To explain the value of sel f-awareness and mutual recognition, the window model of Johali is useful.
Discussions can be developed in various ways. When you think about what we are doing, "natural ant i-growing" is often an interesting perspective. In addition, our feet have several emotional and culturally strong ties, and can give interesting questions from various perspectives about human behavior and emotions.
In addition, how to deepen your thoughts on your mind and body connection, such as sel f-awareness, recognition, type, personality, style, attitude, and needs.
Handwritten studies (handwriting analysis) -Including sel f-evaluation table

Multiple information theory and learning style-including self-evaluation scale

Personality theor y-The four temperament is a wonderful introductory book that everyone can sympathize with.

Self-management / image training-Format can be customized according to the purpose.
Stress managemen t-Various aspects of mind and body
And especially for young peopl e-Fantastic

N. Due to the nature of this problem, the facilitator should consider the potential effect on discrimination.

How many "F" do you have? (Ice breakers, beliefs, details of audit, tricks in mind, and seeing are not necessarily the basis of beliefs)

A simple puzzle with some uses.

See "How Many Fs?" On the puzzle page.

"Sensitive friend" card activity (ice breaker, problem solving, creative thinking, hidden topics, Johari, etc.)

I rarely choose a product on this page, but this is very different and attractive, so I decided to post it.

The "Senshi Friend" developed by Peter Middleton is composed of 81 triangular cards, and each card has words and phrases designed to challenge reactions, thinking, and discussion. It is written.

This card can be used alone or the facilitator can use it with a group, and works well, as in the activities of the other three groups.

This card can be used quickly and voluntarily for the following activities:

Ice break

Solving a problem

Storming

Discover hidden problems

Johaar i-type development (mutual awareness of groups, etc.)

Explore the needs and priority items that are not revealed in normal discussions

It is the basis for human observation between facilitators, group leaders, or group members.

Exploration and development of human relationships

Personal nations, thoughts that are not bound by established concepts, subcommittees, etc.
This approach, which is explained by simple and flexible instructions, is very intuitive, not only intuitive, but also for proces s-oriented people. Personal experience can guarantee the mysterious power of the card. It seems that you can work unconsciously in a way that is not found in conventional training systems or methods.
This product can be added to the Ombudsman's toolkit, or just one set in the office. Believe in your unconscious. The idea resonates and comes back in an unexpected way.
See Peter Middleton's "awareness".
(Thanks to Peter and Soleila Green for noticing his ideas).
This design has evolved from research on scientific, psychological, divine, and spiritual teaching.
In our lives, contrast and "natural paradox" always exist. The conflicting things in us exist at the same time comfortably. They do not need "correction". It exists to bring clarity. Some people call this "dialogue". For example, Jung's theory provides some explanations in other ideas such as shades and yang.
In order to understand the meaning of these conflicts and determine who we are, it is necessary to be conscious of the third element.
In addition to these three viewpoints, our lives can be expressed from the four perspectives of physical, psychological, mental, and divine.
The 81 cards evolved in reflection of the structure of this 3 (3 × 3 × 3 × 3 = 81).
The design still has a continuation, but the reasons for 81 cards can be explained with this.

"Selling the area" games (diversity awareness, team building, presentation, research, intercultural understanding)

The ideal is a group with 9 or more. The lowest line is to divide eight into four groups. Anyway, divide the group into the group you want to do. The group is from 2 to 5 people. In general, the group of three people works well. In the case of a larg e-scale event, a larger group will work on a condition for finding everyone's role. Considering the total time of the presentation and the number of people in the whole group, decide the optimal group size.

For example, 10 groups, one set of three people, and a group of 5 people, would be better for a small event. In the case of a group of 50 or more, the group can make a larger group size by designing supporting role (coordinators, props, equipment, moderators, schedulers, creatives, etc.) in the group.
In this activity, you need to provide research and preparation time before the event. It is possible to provide this exercise in the "Light" version and provide research facilities at the time of the event, but giving people and groups to find information will greatly increase the advantages of this activity.
This exercise can be applied when you work on it by yourself, and it may be available at recruitment events for team selection. In that case, it is necessary for the team members to have time to research and prepare by the day of the presentation. If it is a personal presentatio n-based practice, the number of teams is 4-5, and it can be carried out for a small number of people.
Once you decide the group, you will assign somewhere in the world to each group (related to areas and countries that are widely featured in diversity themes).
The task of each team is to prepare and announce a team presentation that "sells" its areas in groups or meetings.
Team members are responsible for researching and preparing the following points for presentation. The number of aspect is variable and is left to the discretion of the facilitator:
Recreation and sports
Recreation
History and culture

Food / drink

Where to visit

Language and customs
Industry and commercial
Transportation and travel
People and places
Connection with other regions in the world
Surprising facts I didn't know (region / country)
During the presentation, set an appropriate time interval, and in accordance with the prior criteria (example below), the meeting or team member votes for the best presentation, and as an incentive, purchase prizes for each team. You can get it (according to the budget, represent the area up to the set amount).
The winners of each category can choose prizes from the pool.
Example of prize category

General elements

General style and quality of presentation

Presenter

Special categories according to the above presentation standards (eg, the best historical elements, the best entertainment elements, the best events, etc.).

This activity has a great flexibility that can be customized according to the specific situation and purpose of training. This activity is a new discovery of other areas of the world, working in groups, and sharing its discovery in a group.

If the team has the background and knowledge of the assigned field, and if it is very wise, it will be possible to select and assign the field with this in mind. 。 In order to maintain a balanced competitiveness, it is necessary for each team to provide consultants and to help other teams' consultants. Once you have a group, you will assign somewhere in the world to each group (related to areas and countries that are widely featured in diversity themes).

The task of each team is to prepare and announce a team presentation that "sells" its areas in groups or meetings.

Team members are responsible for researching and preparing the following points for presentation. The number of aspect is variable and is left to the discretion of the facilitator:

Recreation and sports

Recreation

History and culture

Food / drink
Where to visit
Language and customs
Industry and commercial
Transportation and travel
People and places
Connection with other regions in the world
Surprising facts I didn't know (region / country)
During the presentation, set an appropriate time interval, and in accordance with the prior criteria (example below), the meeting or team member votes for the best presentation, and as an incentive, purchase prizes for each team. You can get it (according to the budget, represent the area up to the set amount).

The winners of each category can choose prizes from the pool.

Example of prize category
General elements
General style and quality of presentation

Presenter

Special categories according to the above presentation standards (eg, the best historical elements, the best entertainment elements, the best events, etc.).

This activity has a great flexibility that can be customized according to the specific situation and purpose of training. This activity is a new discovery of other areas of the world, working in groups, and sharing its discovery in a group.

If the team has the background and knowledge of the assigned field, and if it is very wise, it will be possible to select and assign the field with this in mind. 。 In order to maintain a balanced competitiveness, it is necessary for each team to provide consultants and to help other teams' consultants. Once you decide the group, you will assign somewhere in the world to each group (related to areas and countries that are widely featured in diversity themes).

The task of each team is to prepare and announce a team presentation that "sells" its areas in groups or meetings.

Team members are responsible for researching and preparing the following points for presentation. The number of aspect is variable and is left to the discretion of the facilitator:
Recreation and sports
Recreation
History and culture
Food / drink
Where to visit
Language and customs
Industry and commercial
Transportation and travel
People and places
Connection with other regions in the world
Surprising facts I didn't know (region / country)
During the presentation, set an appropriate time interval, and in accordance with the prior criteria (example below), the meeting or team member votes for the best presentation, and as an incentive, purchase prizes for each team. You can get it (according to the budget, represent the area up to the set amount).

The winners of each category can choose prizes from the pool.

Example of prize category

General elements

General style and quality of presentation

Presenter

Special categories according to the above presentation standards (eg, the best historical elements, the best entertainment elements, the best events, etc.).

If the team has the background and knowledge of the assigned field, and if it is very wise, it will be possible to select and assign the field with this in mind. 。 In order to maintain a balanced competitiveness, it is necessary for each team to provide consultants and to help other teams' consultants.

This exercise can be applied to more modern and meaningful of survival exercises on uninhabited islands and airplanes, identifying team members, and promoting them to make an action plan.

To do so, change the instructions of the presentation as follows:

Purpose of presentation: identifying plans for survival and prosperity (in the specified region / country) at the personal level or business level.

Obviously, it has no desperate aspects like conventional "incident" exercises. Instead, in a more useful sense, it can focus on the realistic issues of diversity and personal issues.

Animal recognition exercise (sel f-awareness, group discussion, mutual awareness, development of gyohari type)

This is a simple, fun and introspective activity for workshops and group building. This exercise must be almost fun, inducing introspection and discussions. It should not be presented or used as a scientific evaluation of personality and attitude as an evaluation of skills and quality.

Thanks to the contribution of Schueta Shin, who is in the Master of Psychology at Punjab University, India.

The ideal is to start activities by discussing how others affect your sel f-awareness:

For example, "How do people who are important in our lives have a way of perceiving our own?"

With this discussion, people should come to think about their own sel f-awareness.

Next, ask the group members to rank the following animals in the order of personally.

Lion dog Aumu elephant

Arrange these animals in 1, 2, 3, 4, in the order of you like or in the order of your preferences. Please be careful in order. If you want, the list may be private. There is no correct or incorrect answer.
Group members do not need to clarify the choice, but in the next discussion, they can do so.
Once the group members decide on the list of four animals in the order and write them out, they can clarify the key to interpret the results.

It should emphasize that this is mainly fun and to stimulate consideration and discussion. If you wish, you can also private your taste and interpretation.

Class keys and animals

dog

Lion

elephant

Parrot

How do you want to think today (important people in your life) today?

Friendly, faithful, honesty, supportive, protective, reliable, reliable, ambitious, diligent, affection

Domestic, tough, independent, stiff, superstitio n-deep, superstitio n-deep, distant, top, critical, away, concentrated, unknown.

Tolerance, passive, coordination, respect, great, powerful, dominant, calm, indomitable, respectable

Active, fun, freedom, social, obedience, popular, attractive, cheerful, passionate, spontaneous

How do you think you are now seen by others?

How do you want to be seen by others in the future?

What do you really want to be-without affecting what people who are important in their life feel and think about themselves.

Some points

How much sel f-images and goals have we formed according to the influence and opinions of others?

How far do we understand what others really think about themselves?

What is the problem of what others think about themselves?

Does the current influence of others affect myself that I want to be in the future?

If you could list a variety of animals, or if you could replace individuals / models, what would the list be and what would you tell you about yourself?

It doesn't matter if this practice produces accurate results. The important thing is to encourage you to think about who you are and who you want to be, deeper than we usually think.

Johali's window model is a reference book that is useful for this exercise and its surrounding discussions.

If necessary, support the theory and further reading: Karl Rogers' "ideal self" and "real self", the theory of Sigmund Freud, especially the individuality of animals, and other important people (us) Things related to the influence of people in life.

Thanks to Shwetha Singh for providing this exercise, and thank you for helping this exercise. This practice is not verified or presented as a scientific tool. Please use it carefully.

Christmas quiz
Free Christmas Qui z-QUIZBALLS 29 (20 questions)
Listening game (listening, interpretation, understanding, speaking, creativity)
Exercise 1 First, we will introduce the bes t-consistent listening practice (ACK Claire Leach) that focuses only on listening.
Exercise secondary activities, unlike the abov e-mentioned pr e-existing games, can devise their own exercises in the group, include listening and aspects of teamwork.
This second exercise is primarily intended to demonstrate and improve listening, comprehension and interpretation skills, but also general communication and creative and competitive teamwork.
Divide the group into two or more groups, with a maximum of five people per group. Divide larger groups into more groups and arrange the exercises accordingly.
Each member of the group (or a designated number per group) reads an extract from a newspaper or other text of appropriate detail to the other group.
Each group takes turns reading aloud, rather than doing all the readings in sequence.
Each team listens to the reading and answers questions posed by the team asking questions afterwards. Taking notes while listening is optional at the facilitator's discretion. Include this aspect if it is useful and relevant to the skills required.
After reading all the passages, each group takes turns planning and asking the other group 5/10/20 questions about the passages they have read.
As an option, questions can be created before the reading aloud. In this case, listening is more easily induced because there are no interruptions or distractions between the reading and the questions.
The team with the most correct answers wins. The facilitator can give bonus points to answers that are particularly good at interpreting the themes contained in the reading.
In this activity, various variables, especially the number and size of the constituent groups, the number of readers, the length of the passage, and the number of questions, are adapted to the situation according to the time, the size of the groups, and the level of difficulty required.
Here is an example:
Group 10
2 groups of 5 people
3 readers per group (self-service per group)
Maximum 100 words or 30 seconds to quote
5 minutes for each group to decide on a text (newspapers are ideal)
Total of 3 minutes to read 6 texts
5 minutes: each group creates 5 questions based on the text
5 minutes: 10 questions and answers, 5 from each group, 1 question from each group alternately
The team with the most correct answers/points, including bonuses, wins.
Total time including set-up and excluding corrections and discussion is approximately 30 minutes. This second exercise is primarily intended to demonstrate and improve listening, comprehension and interpretation skills, but also general communication and creative and competitive teamwork.
Divide the group into two or more groups, with a maximum of 5 people per group. Divide larger groups into more groups and arrange the exercise accordingly.
Each member of the group (or a designated number per group) reads an extract from a newspaper or other text of appropriate detail to the other group.
Each group takes turns reading aloud, rather than taking turns doing all the readings.
Each team listens to the reading and answers any questions posed by the team asking questions afterwards. Taking notes while listening is optional at the facilitator's discretion. Include this aspect if it is useful and relevant to the skills required.
After reading all the passages, each group takes turns planning and asking the other group 5/10/20 questions about the passages they read.
Optionally, questions can be formulated before the reading. This makes it easier to induce listening, since there are no interruptions or distractions between the reading and the questions.

The team with the most correct answers wins. The facilitator can award bonus points for answers that are particularly good at interpreting the themes contained in the reading.

The activity adapts different variables to the situation, such as the number and size of the constituent groups, the number of readers, the length of the passage, the number of questions, among others, depending on the time, the size of the groups and the level of difficulty required.

Here is an example:

Group of 10

2 groups of 5

3 readers per group (self-service per group)

Maximum 100 words or 30 seconds to quote

5 minutes for each group to decide on a text (newspapers are ideal)

Total of 3 minutes to read 6 texts

5 minutes: each group to create 5 questions based on the text

5 minutes: 10 questions and answers, 5 from each group, 1 from each group alternate questions/answers

The team with the most correct answers/scores, including bonuses, will be the winner.

Total time including setup and excluding corrections and discussion is about 30 minutes

This second exercise is mainly for demonstrating and improving listening, comprehension and interpretation skills, but also for general communication and creative and competitive teamwork.

Divide the group into 2 or more groups, with a maximum of 5 people per group. Divide larger groups into more groups and arrange the exercises accordingly.

Each member of a group (or a designated number per group) reads to the other group an extract from a newspaper or other passage of appropriate detail.

Each group takes turns reading aloud, rather than taking turns doing all the readings.

Each team listens to the readings and answers questions posed by the team asking questions afterwards. Taking notes while listening is optional at the facilitator's discretion. If it is useful and related to the skills required, include this aspect.

After reading all the passages, each group takes turns planning and asking the other group 5/10/20 questions about the passage they read.

Optionally, questions can be created before the reading. In this case, it is easier to induce listening, as there are no interruptions or distractions between the reading and the questions.

The team with most correct answers is the winner. The facilitator can award bonus points for answers that are particularly good at interpreting the themes contained in the reading.

In this activity, various variables, especially the number and size of the constituent groups, the number of readers, the length of the passage, the number of questions, etc., are adapted to the situation depending on the time, the size of the groups, and the level of difficulty required.

Here is an example:

Group 10

2 groups of 5 people

3 readers per group (self-service per group)

Maximum 100 words or 30 seconds to quote

5 minutes for each group to decide on a passage (newspapers are ideal)

Total 3 minutes to read 6 passages

5 minutes: each group creates 5 questions based on the passage

5 minutes for 10 questions and answers, 5 questions per group, 1 question per group, alternating questions/answers

The team with the most correct answers/points, including bonuses, wins.

Total time, including setup and excluding corrections and discussion, is about 30 minutes

For example, you can change the format of activities, such as dividing problems and answers into two sections and setting opportunities to work on answers in groups.

Add fun or technical aspects to make fun, difficult to understand, and very special readings.

Exercise money (ice, toking points, focusing on observations, noticing what is natural, is in front of you).

This is an easy and very easy ice and background.

Everyone spends money, such as banknotes and coins, on most days of life. Although coins and banknotes are part of our lives, we, as we are, as we always exist, as the other aspects that are indispensable for our lives, always exist, we. Ignore evidence.

The same can be said to friends, family, colleagues, your body, and the surrounding world. We spend our lives as a matter of course, and we lose something only when it is gone.

Ask the point of how many pound coins do you know (write them individually) to explain the points. In countries other than the United Kingdom, choose the appropriate currencies and banknotes with many variations.

Next, see the inside of your pocket and wallet. You will surely be surprised.

Although it may not be harmful to understand the details, diversity, delicate, and purpose of the design of coins and banknotes, the details, diversity, delicate that exist in other aspects of our world (especially human). Isn't it okay to pay more attention to?

The world opens by being more open to what is there and who is there.

Ask your neighbor: "Please tell me what I don't know." Once again, you will be surprised.

With a little effort, we can understand and tolerate that more things can happen. However, we continue to focus on our own very narrow priority and worldview. For example, you can change the form of activities, such as dividing problems and answers into two sections and providing opportunities to work on answers in groups.

Add fun or technical aspects to make fun, difficult to understand, and very special readings.

Exercise money (ice, toking points, focusing on observations, noticing what is natural, is in front of you).

This is an easy and very easy ice and background.

The same can be said to friends, family, colleagues, your body, and the surrounding world. We spend our lives as a matter of course, and we lose something only when it is gone.

Ask the point of how many pound coins do you know (write them individually) to explain the points. In countries other than the United Kingdom, choose the appropriate currencies and banknotes with many variations.

Next, see the inside of your pocket and wallet. You will surely be surprised.

Although it may not be harmful to understand the details, diversity, delicate, and purpose of the design of coins and banknotes, the details, diversity, delicate that exist in other aspects of our world (especially human). Isn't it okay to pay more attention to?

The world opens by being more open to what is there and who is there.

Ask your neighbor: "Please tell me what I don't know." Once again, you will be surprised.

With a little effort, we can understand and tolerate that more things can happen. However, we continue to focus on our own very narrow priority and worldview. For example, you can change the format of activities, such as dividing problems and answers into two sections and setting opportunities to work on answers in groups.

Add fun or technical aspects to make fun, difficult to understand, and very special readings.

Exercise money (ice, toking points, focusing on observations, noticing what is natural, is in front of you).

This is an easy and very easy ice and background.

The same can be said to friends, family, colleagues, your body, and the surrounding world. We spend our lives as a matter of course, and we lose something only when it is gone.

Ask the point of how many pound coins do you know (write them individually) to explain the points. In countries other than the United Kingdom, choose the appropriate currencies and banknotes with many variations.

Next, see the inside of your pocket and wallet. You will surely be surprised.

The world opens by being more open to what is there and who is there.
Ask your neighbor: "Please tell me what I don't know." Once again, you will be surprised.
With a little effort, we can understand and tolerate that more things can happen. However, we continue to focus on our own very narrow priority and worldview.
The image is the design of nine types of pound coins. How many others can you find? What do they show? There are 14 types of distribution (as of 2007). For more information, "https: // www. Gov. UK/CORPORATE/BRITISHCOINAGE/COINDESIGN/ONEPOUNDCOIN. ASPX." "& Amp; gt; Please see the royal monetary bureau of pounds 。
For other information about other supplementary information and information about money (mainly in the UK), see the history and popular money page.
Concer and acorn activity (various topics for discussions and exploration)
Activity unique to this season. These ideas are for young people rather than adult work environments, but some may be linked to work issues. There are some parts where the usefulness and effectiveness are affected by the intuitive learning and the open attitude toward the exploration. These exciting fruits, for example, have various practice and opportunities:

Take the group to a local park to pick up the conkas and acorns. Inhaling fresh air and nostalgic fun as a child has a positive effect on the spirit. Big) Be careful if the boys want to throw a big stick toward the tree.

Trees are very spiritual, symbolized many modern issues and issues, and can be used to induce all kinds of discussions and ideas. Time, maturity, age, season, growth and rest, conversion to beauty and fuel (minerals in the sun, rain, soil), design, balance, quality, etc.

Close your eyes and think about the emotions associated with bags and acorns. The real thing is much more sensual and more impressive than the photo. It shows the subconscious and unconscious power, which is very relevant to our actions, for example, as shown in personality, NLP, and transactional analysis. For many adults, they show dee p-rooted emotions established in childhood.

Ol d-fashioned concrete competition. I need a drill and thread. In case of applicable, disclaimers regarding glasses and safety and hygiene. Ask the team to think about the composition of the competition so that everyone can participate from the beginning to the end.

Explore / develop the selection and preparation of the most competitive Concers. Old concer is the best. When you make a hole with a drill, a stronger hole is open than driving nails and skewers. Does vinegar really work? It is clear that it is most effective to soften with a moisturizer ...

Write down the rules of Concers Games so that 8-yea r-old children can understand.

The advantages and drawbacks of rules in appropriate games that prohibit the use of personal concaries. How does the rules affect the nature of the contest and the appeal of potential participants and the general public, and eventually affect the development of the market.

Discussions on culture/ diversit y-Concer and acorns have a strong connection with the UK. What is equivalent to other areas and cultures?

Nongriks symbolizes growth and potential: "PARVIS E GLANDIBUS QUERCUS" -Toral oak grows from small acorns is an old Latin saying. What other images and analogies about trees?

What is the etymology? -CHESTNUT (Greek "Kastanon" is the etymology, different from contemporary English Chest and Nut), Conker (probably Concher, which means shells, is the etymology of this game, is the early version of this game. It seems that it was played using, and it was related to the word conquer), and acorns (a different old English spelling "AECERN" means "AC" and nuts (nuts "(nuts). It evolved into a modern language by combining "CORN", which means grain, like Nut).
The design of Concer and its splintered casing is amazing to evolve. Why is it like this? Why is acorn so? How has this strange small cup arranged evolved? When thinking about the function of the fruit, you can imagine how the amazing design has evolved. What can we learn from the evolution and design of nature and return it to living things and society? How far should we encourage and evolve organizations, policies, and systems, not the arrogance or speculation inside (especially customers), but to evolve?
Concers are not eaten by humans, but are safe for specific animals, including horses. North American Indians used acorns a lot for meals, while acorns were poisonous for horses. Why did this happen?
Let's reach out to sweet chestnuts. It is very delicious if you bake or toast on the grill, as well as sweet chestnuts, and perhaps easier to cook than acorns.
Alternatively, find the best Amakusa from Suzukakenoki and maple trees. There should be many other discoveries in the park. Let's go to the swing. You can also feed ducks and squirrels. Lunch breaks are spent every day at your desk.
Competitor and partner exercises (competitor information, competitor research, different perspectives, looking for and finding positives and opportunities instead of difficulties and threats, choosing over instinct, cooperating over conflict)
The assumption is usually that "competing" organizations and individuals are competitors and threats, and all we can do is attack, defend, degrade, punch, or fight back in some way.
This tendency usually stems from instincts that trigger basic human survival behaviors such as retaliating, retaliating before being attacked, seeing threats rather than opportunities, defending rather than exposing our weaknesses, etc.
But there are good reasons to have a more modern, rounded, collective view of the people and organizations that operate in our personal and business spaces, fields and markets.

The first law of cybernetics explains the important benefits of considering and choosing responses rather than going against instinct (or, worse, going against presumed or inherited instincts of others, contracts, traditions, status quo, expectations, etc.).

A lot of energy is wasted on formulating and implementing competing strategies. Such strategies can often be avoided altogether (because the threat is much lower than believed) or can be transformed into cooperative strategies (which can produce much better outcomes for all stakeholders). .

This exercise (which can be simplified or expanded) encourages a more sophisticated approach when dealing with organizations (or individuals in a work group) in a marketplace that are typically viewed as competitors or threats.

Divide the group into teams, pairs, or individuals, depending on the situation.

Assign or ask participants to identify organizations (or groups, but also trends or developments) that they consider to be competitors or threats. In some cases, such as if this exercise is about relationships or human relations, you can keep the choices private.

Validate your choices in light of the rest of this exercise) to ensure the topic is appropriate and useful. Obviously, this is appropriate for a commercial competitor situation. If you are using this exercise for personal relationships, you can simply ask them to double-check that they chose the right topic.

In accordance with the elements of the following appropriate grids (grids are different between tissues and people), we consider carefully about the selected person / organization, and ask people to remove all beliefs, historical beliefs and customs.

The factors can be adjusted according to the situation, and more complex situations (especially commercial competitors and market analysis) are quite detailed surveys (in spite of available time and local conditions, sessions. Separately, or as part of the session) may be required.

Basically, this exercise compares the strengths and weaknesses of each factor from the perspective of competitors and partners.

When conducting assessments, we emphasize the participants to constantly examine the application between the other organization, their situation, abilities, and needs.

It is often surprising that there are more reasons to cooperate than to stick to standard battle and defense strategies and competition.

Now is the time of cooperation. By controlling the ol d-fashioned problems, we all can make a profit.

Market competition partner / partner network

As a competition?

As a partner?

Agency

advantage
To Aid
advantage
To Aid
Product, Service, added value, human resources, strategies, philosophy, ethics, culture, scope, USP, USP, quality, license, reputation, reputation, gap and needs, brand s-other ...)

Territory (market, country, culture, population statistics, penetration, share, coverage, franchise, geography, region, advantage, and other ...)

Connection (distribution, market route, communication, communication technology, ITC, inbound and outbound, advertising and promotion, PR, lobby activity, export import, partner, supplier, regulation, international

Size and size (resources, enlargement, shrinkage, scale of strength and weakness, growth goals, ownership and fund procurement, debt and speed, cash and fluidity, acquisition, sales, indications, etc.)

Total / Summary or Overvie w-The method of scoring / summary varie s-for example, one point each or simply evaluates the weight and amount of comments in each column for each main issue.

For example, the advantages are green, and red is used for the disadvantages. The following appropriate grids (grids are different for tissue and people) to carefully consider the selected person / organization, and to seek the people to remove all beliefs, historical beliefs and customs.

Basically, this exercise compares the strengths and weaknesses of each factor from the perspective of competitors and partners.

When conducting assessments, we emphasize the participants to constantly examine the application between the other organization, their situation, abilities, and needs.

It is often surprising that there are more reasons to cooperate than to stick to standard battle and defense strategies and competition.

Now is the time of cooperation. By controlling the ol d-fashioned problems, we all can make a profit.

Market competition partner / partner network

As a competition?

As a partner?

Agency

advantage

To Aid

advantage

To Aid

Product, Service, added value, human resources, strategies, philosophy, ethics, culture, scope, USP, USP, quality, license, reputation, reputation, gap and needs, brand s-other ...)

Territory (market, country, culture, population statistics, penetration, share, coverage, franchise, geography, region, advantage, and other ...)

Total / Summary or Overvie w-The method of scoring / summary varie s-for example, one point each or simply evaluates the weight and amount of comments in each column for each main issue.

For example, the advantages are green, and red is used for the disadvantages. In accordance with the elements of the following appropriate grids (grids are different between tissues and people), we consider carefully about the selected person / organization, and ask people to remove all beliefs, historical beliefs and customs.

Basically, this exercise compares the strengths and weaknesses of each factor from the perspective of competitors and partners.

When conducting assessments, we emphasize the participants to constantly examine the application between the other organization, their situation, abilities, and needs.
It is often surprising that there are more reasons to cooperate than to stick to standard battle and defense strategies and competition.
Now is the time of cooperation. By controlling the ol d-fashioned problems, we all can make a profit.
Market competition partner / partner network
As a competition?
As a partner?
Agency
advantage
To Aid
advantage
To Aid
Product, Service, added value, human resources, strategies, philosophy, ethics, culture, scope, USP, USP, quality, license, reputation, reputation, gap and needs, brand s-other ...)
Territory (market, country, culture, population statistics, penetration, share, coverage, franchise, geography, region, advantage, and other ...)
Connection (distribution, market route, communication, communication technology, ITC, inbound and outbound, advertising and promotion, PR, lobby activity, export import, partner, supplier, regulation, international
Size and size (resources, enlargement, shrinkage, scale of strength and weakness, growth goals, ownership and fund procurement, debt and speed, cash and fluidity, acquisition, sales, indications, etc.)

Total / Summary or Overvie w-The method of scoring / summary varie s-for example, one point each or simply evaluates the weight and amount of comments in each column for each main issue.

For example, the advantages are green, and red is used for the disadvantages.

If you are planning a strategy against one "competitor," have the whole team project it on a large grid, using sticky notes or similar. Or split into two teams, one thinking about strengths and the other about weaknesses. Or work in groups or pairs of four, each working on four elements.

Scissors	Scissors
Two empty cardboard flap tubes or similar cardboard tubes (for example, postal tubes for roll paper).	Two empty cardboard flap tubes or similar cardboard tubes (for example, postal tubes for roll paper).
Small balls that enter the tube, such as marbles and golf balls. (This exercise works with one ball. Increasing the number of balls or changing the ball increases interest).	Small balls that enter the tube, such as marbles and golf balls. (This exercise works with one ball. Increasing the number of balls or changing the ball increases interest).
The team must cooperate to achieve the task:	The team must cooperate to achieve the task:
Put the pipe opened at the top of the room or the center of the table. This is the "receiver" tube.	Put the pipe opened at the top of the room or the center of the table. This is the "receiver" tube.
Fix the receptor tube to the table or floor using an option (determination of facilitation) and adhesive putty (eg Blu-tack).	Fix the receptor tube to the table or floor using an option (determination of facilitation) and adhesive putty (eg Blu-tack).

Style

Technology
Knowledge
Experience

Philosophy

Territory

Link

Other

Two empty cardboard flap tubes or similar cardboard tubes (for example, postal tubes for roll paper).	Scissors
Small balls that enter the tube, such as marbles and golf balls. (This exercise works with one ball. Increasing the number of balls or changing the ball increases interest).	Scissors
The team must cooperate to achieve the task:	Two empty cardboard flap tubes or similar cardboard tubes (for example, postal tubes for roll paper).
Put the pipe opened at the top of the room or the center of the table. This is the "receiver" tube.	Small balls that enter the tube, such as marbles and golf balls. (This exercise works with one ball. Increasing the number of balls or changing the ball increases interest).
Fix the receptor tube to the table or floor using an option (determination of facilitation) and adhesive putty (eg Blu-tack).	The team must cooperate to achieve the task:
Fix the receptor tube to the table or floor using an option (determination of facilitation) and adhesive putty (eg Blu-tack).	Put the pipe opened at the top of the room or the center of the table. This is the "receiver" tube.

3. In the tunnel, two trains accidentally ran the same track in the opposite direction. One is 200 miles per hour, and the other runs at 220 miles / h. Each train safely passed through the tunnel and continued traveling without stopping or colliding. Why? In order to solve the mystery, instruct the question to ask a question. (The answer is that the second train entered the tunnel a few minutes after the first train left the tunnel.)

Use your own puzzles and scenarios or adapt according to the audience.
You can also change the group's questions, such as asking questions in order, asking an observer on e-o n-one, or asking questions in a pair of two people.
The following is an explanation of how to use interrogation in the context of sales training, as commonplace in traditional sales processes. The physical characteristics of the question are important in coaching, consulting, interviews, research, and many other contexts, so customize the explanation to your needs.

Use the poster of the poetry poster of Radoyard Cypring's "Six Weekly" to explain and strengthen the optimal method of open quests and strengthen them.

You can also develop this activity and develop questions and questions (style, emotion, tone, body language, how to use words, etc.).

See Sharon Drew Morgen's Facilitating Mesodology for how to enable powerful facilitations.
(Thanks to Sarah Philips for providing ideas for this activity).
Diversity quiz game (for diverse groups, mutual understanding, empathy, diversity education)
Here are some simple exercises that use a quiz format to teach people's ability to respond to and improve diversity.

This activity is for a variety of groups (aged, race, gender, religion, and other types are mixed, but are also useful for groups that lack seemingly diversity. Diversity is not just race or religion. Diversity contains all aspects that make people different, and at first you can find them in any group of people, even if the group doesn't seem completely different.

In this exercise basically, the group members are individual (or in the size of the entire group, depending on the size of the entire group) to create a diversity quiz (or in the same group) for the whole group (or in the same group). To challenge.

In this process, you can actually discover issues related to local diversity, rather than presenting local diversity issues.

If necessary, first perform brainstorming, discuss what diversity is, agree and explain.

The explanation proposed below is shown. Arrange this explanation or use your own explanation to match the situation. You can also develop this activity to develop questions and how to ask questions (style, emotion, tone, body language, etc.).

See Sharon Drew Morgen's Facilitating Mesodology for how to enable powerful facilitations.

(Thanks to Sarah Philips for providing ideas for this activity).

Diversity quiz game (for diverse groups, mutual understanding, empathy, diversity education)

Here are some simple exercises that use a quiz format to teach people's ability to respond to and improve diversity.

In this process, you can actually discover issues related to local diversity, rather than presenting local diversity issues.

If necessary, first perform brainstorming, discuss what diversity is, agree and explain.
The explanation proposed below is shown. Arrange this explanation or use your own explanation to match the situation. You can also develop this activity and develop questions and questions (style, emotion, tone, body language, how to use words, etc.).

See Sharon Drew Morgen's Facilitating Mesodology for how to enable powerful facilitations.

(Thanks to Sarah Philips for providing ideas for this activity).

Diversity quiz game (for diverse groups, mutual understanding, empathy, diversity education)

Introducing simple exercises that use quiz forms to provide people's ability to respond to and improve diversity.

In this process, you can actually discover issues related to local diversity, rather than presenting local diversity issues.

If necessary, first perform brainstorming, discuss what diversity is, agree and explain.

The explanation proposed below is shown. Arrange this explanation or use your own explanation to match the situation.

"In a social or professional context, diversity means differences or distinctions between people. These differences or distinctions may be characterized by race, sex, age, religion, body type or ability, social class or background, personality or ability: Organizations that make the most of the natural diversity of their staff, customers, suppliers and other partners have a significant advantage over those that do not. Failure to recognize and accommodate diversity is often discriminatory and is seen as unethical by fair-minded people."

Here are the steps for team members to create a quiz:

1. You have 1. 5 minutes (or 10 or 15 minutes) to create and answer one (or two or three) diversity quiz questions. Work individually, in pairs, or in groups of three.

N. B. Time, number of questions, and number of groups will vary depending on the number of people in your group. For example, work individually for groups up to 9 people, or in pairs for groups of 8-24 people. For groups of 15 or more, work with 3 people. Break very large groups into subgroups with appointed facilitators. When deciding the parameters of the activity, take into account the time available and the number of questions needed.

2. 2. Inform the group: When formulating your questions and answers, think about issues that are important to you in reflecting or influencing your behavior, thoughts, actions, judgements, etc., media, travel, geography, finance, food and drink, language, politics, leisure and recreation, etc.

3. For a quiz to be effective, questions should be clear and easy to understand, and answers should be concise and unambiguous, such as facts and figures, rather than subjective personal opinions that can be widely interpreted.

4. The ironic point of diversity is that we tend to think that people who are different from themselves understand how we think and act like that. We think about our way of being, and we hope that others will sympathize with us and see things from our perspective. This starts with the simplest aspect of our lives. So don't look for complex concepts when creating questions and answers useful for diversity quizzes. Simple will make it surprising and useful.

5. 5. Give the created questions and answers to the moderator, and the moderator uses all questions to conduct quizzes throughout the group. Quizes can be competed by individuals, or in the same duo or trio as the questions have been asked.
The model that is helpful in this activity is the window of Johari. The diversity quiz aims to enhance each other's knowledge, which is under the utilization of inclusion and diversity.
In addition, multiple intellectual models are useful for reference models that are useful for considering various abilities of people (to avoid the belief that there is only one kind of mental ability), and Ericsson's life stage model is age and chil d-raising. It is useful for considering the problem.
Examples of questions and applications to surveys
Questions and answers should be simple, and, except for others, they should be a daily thing that everyone thinks. The easiest examples are geographical / cultural facts about people's homeland / birthplace / parents' countries.
National holidays
Money / currency
capital

language

Airport/ airline/ air route/ transportation/ airport/ port

Ruling party/ government/ leader/ Opposition party

religion

National sports/ hobbies/ music/ dance

Newspaper / TV / media

Beautiful area/ landscape weather/ season/ climate

sightseeing

Monument / building / bridge / river / lake

Wild animals / birds / trees / plants

National flag design / national anthem / national history / independence

Other diversity issues / fields to explore:

Disability, physical / mental individual difference

Age / generation factor, lifestyle / action / taste

Gender / sexuality difference

Respect strengths and weaknesses, tastes, disgust, fear, etc. 4. The irony of diversity is that everyone tends to think that people who are different from themselves understand how we think and act like that. That's it. We think about our way of being, and we hope that others will sympathize with us and see things from our perspective. This starts with the simplest aspect of our lives. So don't look for complex concepts when creating questions and answers useful for diversity quizzes. Simple will make it surprising and useful.

5. 5. Give the created questions and answers to the moderator, and the moderator uses all questions to conduct quizzes throughout the group. Quizes can be competed by individuals, or in the same duo or trio as the questions have been asked.

The model that is helpful in this activity is the window of Johari. The diversity quiz aims to enhance each other's knowledge, which is under the utilization of inclusion and diversity.

In addition, multiple intellectual models are useful for reference models that are useful for considering various abilities of people (to avoid the belief that there is only one kind of mental ability), and Ericsson's life stage model is age and chil d-raising. It is useful for considering the problem.

Examples of questions and applications to surveys

Questions and answers should be simple, and, except for others, they should be a daily thing that everyone thinks. The easiest examples are geographical / cultural facts about people's homeland / birthplace / parents' countries.

National holidays

Money / currency

capital

language

Airport/ airline/ air route/ transportation/ airport/ port

Ruling party/ government/ leader/ Opposition party

religion

National sports/ hobbies/ music/ dance

Newspaper / TV / media

Beautiful area/ landscape weather/ season/ climate

sightseeing

Monument / building / bridge / river / lake

Wild animals / birds / trees / plants

National flag design / national anthem / national history / independence

Other diversity issues / fields to explore:

Disability, physical / mental individual difference

Age / generation factor, lifestyle / action / taste

Gender / sexuality difference

Respect strengths and weaknesses, tastes, disgust, fear, etc. 4. The ironic point of diversity is that we tend to think that people who are different from themselves understand how we think and act like that. We think about our way of being, and we hope that others will sympathize with us and see things from our perspective. This starts with the simplest aspect of our lives. So don't look for complex concepts when creating questions and answers useful for diversity quizzes. Simple will make it surprising and useful.

The model that is helpful in this activity is the window of Johari. The diversity quiz aims to enhance each other's knowledge, which is under the utilization of inclusion and diversity.

Examples of questions and applications to surveys

National holidays

Money / currency

capital

language

Airport/ airline/ air route/ transportation/ airport/ port

Ruling party/ government/ leader/ Opposition party

religion

National sports/ hobbies/ music/ dance

Newspaper / TV / media

Beautiful area/ landscape weather/ season/ climate

sightseeing

Monument / building / bridge / river / lake

Wild animals / birds / trees / plants

National flag design / national anthem / national history / independence
Other diversity issues / fields to explore:
Disability, physical / mental individual difference
Age / generation factor, lifestyle / action / taste
Gender / sexuality difference
Respect strengths and weaknesses, tastes, disgust, fear, etc.
Explore the attitude of family life, recipient / criticism / inherited view / attitude-cultural aspects of parent's influence.
Creating a quiz problem is the most important aspect-especially in a variety of groups, which has a great possibility of mutual understanding is how to discuss and explore.
It's not a quiz, but "10 surprising things I didn't know about my team" or "10 surprising things that my colleagues and I didn't know about each other".
This idea can also be applied to questionnaire surveys. The group goes out to a place with a lot of traffic and asks people: Can you tell us a simple fact that is suitable for your culture and country?
If you do this exercise and have some problems, let me introduce you on the site.
Exercise of causes and solutions (discussion or explanation of thinking focusing on problem solving, dispute resolution, crisis management, avoidance, and solution)
This exercise, which can be set quickly and easily and is very easy to adapt to the purpose of all kinds of training and ability development, is based on the following simple principles:

Elim Rim - Journalist, creative writer

Last modified 11.06.2025

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Team Building games, training, ideas, hints

Free Team Building Game: Guide and Tips

Team Building Games, Team Building Activitie s-How to use ideas and theory for motivation, training, employee development

Teamwork < Span> Team Building games, training, ideas, hints

Current section team building games, training, ideas, hints

Team Building Games, Team Building Activitie s-How to use ideas and theory for motivation, training, employee development

Teamwork team building games, training, ideas, hints

Current section team building games, training, ideas, hints

By setting a theme for team building activities, you can make more impressive activities.

In these three, it is most effective for everyone to participate. The pairs are all participated and generally functioning faster than three, but lacks dynamic than three.

You can change or maintain a syndicate configuration to change the exercise according to the goals of accurate construction and related.

Trainer training courses are diverse, from inspiration to more theoretical, but have many insights related to collaboration with groups.

We also cover "workshops" and how to plan and run them: practical sessions dealing with real business problems, with real content-based action, including team outcomes. This requires pre-session preparation, coaching, and measurable tracking.

Before deciding to use team building games in a group, consider whether that activity is suitable for group members and situations. See the precautions when checking if your game or group activity is suitable for your situation.

This gesture is not limited to classrooms. Sweets baskets can be placed nationwide. Also on the front desk and officer room. Also in CFO office.

Question grid (design your own, if appropriate):

Is the staff complaints process the first point of contact?

Exercise is particularly important for groups after rest. For example, after holidays, it is time to promote or intervene to help people change their habits or assumptions.

Habit

The influence of を を を ける の の 々に変 々に変 を伝え を伝え を伝え する する する する を を emphasize する.

Avoid setting up unnecessarily time and boring. For example, do not ask the 20 groups to do separately and announce the results separately.

By proposing / agreeing, you can add a further dimension to practice:

Ease of reading

The ideal is to fix the group tasks so that at least a part of the results of the results can be considered throughout the group.

Give each group member a roll of toilet paper and instruct them as follows:

What problems can arise by judging people subjectively instead of objectively?

Room/ venue

Punch, sangria, and pims can be easily and cheaply and large. Recipes are available on the web.

Customer and supplier facilities

Work/management/leadership relationships with employees

True acronyms (that look like words or are actual words, using the first letter of each word in a complete expression)

Check your activities according to your purpose:

Blind Learning Styles Test - A simple 3-dimensional view of learning/thinking styles

The responsibility of those who have the authority to support and make a clear understanding, discussion, decision making

Unbalanced exercise (sensory perception, sel f-awareness, no n-language communication, body language, teamwork, personal support)

Beautiful word s-Interesting type neutral active questions used in therapy

Equipment: Several daily national or local newspapers. A minimum of 2-3 newspapers per person should be sufficient.

Distribute 4 pieces of pen / pencil and point size, or 4 sticky notes of 3 to 5 inches of points.

If the group has access to computers, the Internet, and group teams, you can use online news websites instead of newspapers.

This game can be used at all with ordinary pen / pencil and paper (not thick pen), but is particularly effective for large groups, especially for large groups.

Charades - Easy, fun, popular party game.

The project plan can be presented, discussed, and modified according to your situation and schedule.

Be careful not to do this activity in situations where there is a possibility of fat shaming or where the representatives would be uncomfortable being in direct proximity.

Have a brief explanation of your answer within a group or team.

evaluation:

The drawing gives two points for each accurate explanation, and one point is given for each partial correct explanation.

How is mutual awareness (knowing each other well) useful for work, cooperation, communication, etc.?

Game paper bowl (ice break, competition, vitality, teamwork, tactics)

How competitive was the practice? Why? What advantages do you get from playing in a team?

Passion for profits (career / new business launch process / model)

These guidelines are for playing with opposing teams. For single teams, please modify accordingly.

Whether touching or mentioning is permitted is at the facilitator's discretion.

From the perspective of this exercise, communication transmission is only half of the communication process.

Put the pipe opened at the top of the room or the center of the table. This is the "receiver" tube.

To happen to an "ove r-browning", a very flat target is needed, and all the team members tend to participate in the blowing. (If the target layer is too thick, the ball will not roll up).

Assign situations to the whole team or assign different situations for each team member or couple group. (Increasing the type of assignment situation tends to be more active, especially the study time).

This is a simple exercise that does not need to prepare tools and materials, regardless of the size and age of the group.

How we understand and care about each other matters a lot, and has much more beneficial results than simply applying legal norms.

If the task leader instructs the whole group to "make a copy of 10 times the size of the original image", how can the group respond and achieve the task?

For larger groups, you can make the task more complicated by:

Allow coins to be returned (set a limit).

1. Investigate market and ideas options and determine new products / services / businesses.

Stress exercise (stress demonstration, ice cream, team building)

(Thanks to Karen Wright of WrightMeding. com for providing this wonderful exercise)

There are many more points that come to mind from this issue.

Seasonal ideas from this site:

Discuss the impact of emotions, peer pressure, conformity pressure, zietgeist, media, unquestioning management, personal moods, etc. on relationships, strategies, decisions, work, life, etc.

Think about how to control your thoughts ( 3-Research)

Improvement of the process-What single tools and additional materials (not larger than the width of the paper) can achieve the greatest improvement of the results?

In particular, focus on differences in expectations between groups that depend on each other. What do each tree swing look like?

This activity is adaptable for young people in schools as well as adults in all kinds of work situations.

Poetry activities (poetry practice, creativity, icebreaking, Johari awareness, thinking outside the box, fresh perspectives)

You'll probably come up with many more ideas for using poetry to add a fresh perspective to work and play. Send us yours.

This activity can also be adapted as a larger ground-level game, described at the end of this entry.

Turn one coin over or draw several pieces to determine the order of play (this can be provided alone as a tactical option).

Choose whether to confuse competitors or build your own base.

Early evidence and index showing the reliability of each prediction

It can also be requested to propose not only one result but also two or three results.

Why is politicians out of the requirements of regular professional certification?

The influence of をををけるのの々に変々に変を伝えを伝えを伝えするするするするをを emphasize する.