Hoola Hoop Ex. (30 min)
Conduct the Hoola Hoop Ex.(20 min)
Split into groups of 7 or more.
Each group to balance a hoola hoop on the edge of their thumbs (facing down). On facilitator’s instructions, each group is to lower the hoola hoop to the ground. However, no individual is to allow the hoola hoop to be lifted off from his thumb. Facilitator to be strict about this and point out infringes. The task is usually more challenging than it appears; expect the hoola hoops to rise or move sideways. Facilitator may want to run this 2 – 3 rounds; i.e. restart, to help groups take back control of situation. Allow group to complete exercise before launching into the debrief
Conduct Debrief (10 min)
Debrief questions to large group:
1. What was challenging about the task?
2. Did everyone try their best? Why didn’t the group achieve early results even though everyone was clear about the goal and tried their best?
3. What can we learn about teamwork from this activity?
Debrief Pointers:
1. Teamwork requires constant monitoring, feedback, adjustment and co-ordination of efforts. Desire alone will not be enough. (E.g. IPPT: over training may lead to negative results, therefore need to monitor and adjust training plan for max. results.)
2. If every individual optimised their efforts, as a system, the output may be sub-optimal as a result. Cite examples of different depts within an organisation, examples within the army. (E,g, same example as above.)
3. Structures drive behaviour – for task, two conflicting aspects. At individual level, members incentivised to raise hoop, although group task is to lower it. As collective leadership, have they put in place conflicting structures/policies that prevent the unit from achieving its goals? (E.g. Intra-company rivalry may lead to detrimental results if over-competitive.)
4. For individual reflection: what occasions will there be where as an individual in this team, I may have to sub-optimise? An example is when a company over emphasises intra-company competition to motivate a platoon to do well. While it may spur individual platoons to do well, an over emphasis on it may lead to high levels of rivalry and lead to non-cooperative behaviour amongst platoons.
Objectives:
To raise awareness on team-working issues from a systems thinking perspective – primer for participants to think about what they would need to do/plan to do, in order to achieve results beyond expectation.
Remarks:
Hoola Hoops x 3
Worksheet
Shows that the 3 R's may be set up such that we cannot achieve the vision as presently articulated.
Conduct the Hoola Hoop Ex.(20 min)
Split into groups of 7 or more.
Each group to balance a hoola hoop on the edge of their thumbs (facing down). On facilitator’s instructions, each group is to lower the hoola hoop to the ground. However, no individual is to allow the hoola hoop to be lifted off from his thumb. Facilitator to be strict about this and point out infringes. The task is usually more challenging than it appears; expect the hoola hoops to rise or move sideways. Facilitator may want to run this 2 – 3 rounds; i.e. restart, to help groups take back control of situation. Allow group to complete exercise before launching into the debrief
Conduct Debrief (10 min)
Debrief questions to large group:
1. What was challenging about the task?
2. Did everyone try their best? Why didn’t the group achieve early results even though everyone was clear about the goal and tried their best?
3. What can we learn about teamwork from this activity?
Debrief Pointers:
1. Teamwork requires constant monitoring, feedback, adjustment and co-ordination of efforts. Desire alone will not be enough. (E.g. IPPT: over training may lead to negative results, therefore need to monitor and adjust training plan for max. results.)
2. If every individual optimised their efforts, as a system, the output may be sub-optimal as a result. Cite examples of different depts within an organisation, examples within the army. (E,g, same example as above.)
3. Structures drive behaviour – for task, two conflicting aspects. At individual level, members incentivised to raise hoop, although group task is to lower it. As collective leadership, have they put in place conflicting structures/policies that prevent the unit from achieving its goals? (E.g. Intra-company rivalry may lead to detrimental results if over-competitive.)
4. For individual reflection: what occasions will there be where as an individual in this team, I may have to sub-optimise? An example is when a company over emphasises intra-company competition to motivate a platoon to do well. While it may spur individual platoons to do well, an over emphasis on it may lead to high levels of rivalry and lead to non-cooperative behaviour amongst platoons.
Objectives:
To raise awareness on team-working issues from a systems thinking perspective – primer for participants to think about what they would need to do/plan to do, in order to achieve results beyond expectation.
Remarks:
Hoola Hoops x 3
Worksheet
Shows that the 3 R's may be set up such that we cannot achieve the vision as presently articulated.