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TeamDecision-MakingPracticeActivitiesGizmosUnbelievable!BrainstormingTeamDecision-MakingPracticeActivitiesGizmosObjective Toshareteammembers’individualknowledgeandmaketeamdecisionsbydeterminingthepropertermsformiscellaneousobscureobjects.ApplicationsCommunicationDecisionMakingGroupInteractionLeadershipTeamEffortGroupSize Unlimited.Participantswillworkinteamsofuptofivememberseach.TimeRequired ApproximatelytwentyminutesMaterials ApencilandaGizmosWorksheetforeachparticipant;anadditionalGizmosWorksheetforeachteam;acopyoftheGizmosAnswerSheet.TeamDecision-MakingPracticeActivitiesProcessExplainthattherearesomefunctionalobjectsexistingarounduswhichwemaynotknowbytheirproperterms.Thisactivitywillstriveto“pool”thegroup’sknowledgetodeterminethetechnicaltermsforcertainobjects.DistributeapencilandonecopyoftheGizmosWorksheettoeachparticipant.Directgroupmemberstocompletetheworksheetalone,matchingthetermtheythinkiscorrectforeachofthetendefinitions.Allowapproximatelyfiveminutesforcompletionofindividualwork.Whenparticipantshavecompletedtheworksheets,instructthemtoformteamsofuptofivememberseach.Assignonememberofeachgrouptoactastheteamleader.DistributeonecopyoftheGizmosWorksheettoeachteamleader.Explainthatgroupmembersshouldworktogethertocometoateamdecisiononthecorrectanswerforeachitem.Theteamleaderisresponsibleforcoordinatinggroupdiscussionandrecordingtheteam’sanswers.Allowapproximatelytenminutesforthegroupmemberstoworktogether.UsingteamfeedbackandtheGizmosAnswerSheet,reviewthecorrecttermsforthedescribeditemswiththeparticipants.Youmaychoosewhetherornotyouwishtoprovidedefinitionsfortheothertermsshownontheworksheet(thesedefinitionsareprovidedontheanswersheet).DiscussionDidgroupmembersdobetterwiththeirindividualanswersorasateam?Why?Whatroledidtheleadertakeinthedecision-makingprocess?Howdoestheuseoftechnicalterminologyand/oracronymsaffectthecommunicationprocess?Whatotherkindsof“filters”breakdowncommunication?(perception,experience,environment,etc.)Howcanweimprovetheoverallcommunicationprocessintheworkplace?TeamDecision-MakingPracticeActivitiesGizmosWorksheet

Thesmallembroideredloopformingadecorativeedgingonribbon.capuchefrizettepicotThemetalspikeonhikingboots.cramponpetardlanguetThelittlemetalbandaroundapencil,rightbeforetheeraser.larchcircumflexferruleTheblockorslabonwhichastatuerests.foramenplinthpalanquinTheouterrimsectionofawheel.drusefellypargetThesmallroundpulleythatregulatesthespeedofmagnetictapeinarecorder.capstanneweloperonTheverticalstripdividingthepanesofawindow.cullisfilaturemullionTheplasticormetaltipofashoelace.agletgussettgroatThepointedgardeningtoolthatmakesholesforplantingbulbs.ostioledibblepawlThesmallmagnifyingglassusedbyjewelers.lapinbinnacleloupeCircletheanswerthatbestmatchesthedefinitionprovidedTeamDecision-MakingPracticeActivitiesUnbelievable!Objective Todetermineasagroupwhichofthreesubjectstatementsisfalseonasheetofunbelievable“facts.”ApplicationsConflictResolutionDataAnalysisDecisionMakingIcebreakerTimePressureGroupSize Unlimited.Participantswillworkinteamsofuptofivememberseach.TimeRequired ApproximatelytenminutesMaterials ApencilandonecopyoftheUnbelievable!Worksheetforeachparticipant;aclockortimer.TeamDecision-MakingPracticeActivitiesProcessInstructparticipantstoformteamsofuptofivememberseach.DistributeapencilandonecopyoftheUnbelievable!Worksheettoeachparticipant.Readtheinstructionsatthetopoftheworksheet.StressthatteammembersshoulddiscussthestatementsandcometoaconsensusontheonestatementineachsetthatisFalse.Teamswillhaveexactlyfiveminutestocompletetheworksheet.Signalforthegroupstobeginworkingtogetherontheworksheets.Giveaone-minutewarningbeforethetimeexpires.Obtainfeedbackfromteamsontheanswerstoeachquestion.Askforsomereasonswhyteamschosethestatementthattheydid;checkfordifferentanswers/reasonsfromotherteams.Revealthecorrectanswerforeachtopicset.DiscussionWhatcriteriadidyourteamuseindeterminingwhichstatementwasthefalseone?Howwereconflictsresolved?Whataresomewaysinwhichwecanchecktheaccuracyofinformationweobtain?(e.g.,checkavarietyofsources,beawareofinconsistencies)Howdoestimepressureaffectouruseofdataintheworkplace?TeamDecision-MakingPracticeActivitiesUnbelievable!Worksheet1. a) Itwouldtake17yearsfora747jumbojettogetfromtheEarthtotheSun. b) Jupiterhasatotalof8moonsorbitingit. c) OnVenus,adaylaststheequivalentof243Earthdays.2. a) Duringa4-dayeatingmarathonheldbytheDukeofBurgundyinthe15th Century,28musiciansperformedinsideagiantpie. b) ALondongentlemanheldanequinefeastin1864whichservedhorse consommé,horseliver,andaroastfiletofPegasus. c) In1833,PresidentAndrewJacksonhadabanquetcateredbytheIroquoisIndianswhich included20,000piecesofchickenwings,3,000earsofcorn-on-the-cob,and5,000sticky buns.3. a) HurricanesinAustraliaarecalled“willy-willies.” b) An“umiak”isanEskimoboatmadeofskinsstretchedonawoodenframe. c) ThemaskusedbyactorsinancientGreekdramaplaysiscalleda“trakhus.”4. a) TheicecreamSundayoriginatedbecausefountainownersreceivedicecreamfreshfrom localdairiesonMondays,andonprecedingSundaystheygotridoflastweek’sleftovers byservingcombinationsofrandomflavorstoppedwithsyrup,fruitandnuts. b) TheGoodHumoricecreambrandwassonamedbecausethefounder,HarryBurt, believedthat“thehumorsofthemindareregulatedbythepalate.” c) TheicecreambrandFrusenGladjemeans“frozendelight”inSwedish.5. a) Thepop-uptoasterwasinventedbyGeorgeWestinghouse. b) TheinventoroftheelectricrazorwasJacobSchick. c) RudolfDieselinventedthedieselengine.6. a) DoppelgangerisGermanfor“phantomdouble.” b) BeaugesteisFrenchfor“noblegesture.” c) AureamediocritasisLatinfor“inferiorquality.”7. a) EricArthurBlairusedthepennameGeorgeOrwellwhenhewroteAnimalFarmand 1984. b) TherealnameofPearlS.Buck,whowroteTheGoodEarth,wasCamilleBuccacio. c) L.FrankBaum,authorofTheWonderfulWizardofOz,alsowroteunderthepseudonym EdithVanDyne.EachtopicbelowcontainstwoTRUEstatementsandonethatisFALSE.YourteamistoselectthestatementthatyouthinkisFALSE.TeamDecision-MakingPracticeActivitiesBrainstormingGoals: I. Toallowtheteammemberstolearnaboutthetechniqueof brainstorming. II. Tooffertheteammembersanopportunitytopractice brainstorming. III. Toencouragetheteammemberstouseaproventechniquetosolve agroupproblem.GroupSize: Twelvetotwentyparticipantsingroupsoffourorfivememberseach.Time: Approximatelyonehour.Setting: Aroomwithmovablechairs.Materials: I. AcopyoftheProcedureandRulesforBrainstormingforeachteam member. II. AcopyoftheMadisonAvenueProblemforeachteammember. III. Blankpaperandapencilforeachteammember. IV. Anewsprintflipchartandafelt-tippedmarkerforeachgroup. V. Maskingtapeforpostingnewsprint,foreachgroup.Procedure: I. Theleadertellstheteammembersthatinthisactivitytheywillusethe techniqueof“brainstorming”todoindividualandthengroup problemsolving.TheleaderdistributescopiesoftheProcedureand RulesforBrainstorming,tellsthememberstoreadit,andelicitsand answersanyquestionsaboutthebrainstormingprocedure.(Tenminutes.) II. TheleadergiveseachmemberacopyoftheMadisonAvenueProblem,a sheetofblankpaper,andapencil.Workingindividually,eachmember thenspendstenminutesbrainstormingasmanypossiblesolutionsasheor shecanandrecordingthesesolutionsonhisorhersheetofpaper. III. Aftertenminutes,theleadercallstimeandasksthememberstoholdonto theirlistsofideas.Theleaderthendirectsthemtoformgroupsoffour personseach.(Theremaybeagroupoffiveifthereisanoddnumberof participants.)AdaptedfromS.Forbess-Greene(1983).TheEncyclopediaofIcebreakers:StructuredActivitiesthatWarm-Up,Motivate,Challenge,AcquaintandEnergize.SanDiego,CA:Pfeiffer&Company.AlsoadaptedfromJ.W.PfeifferandJ.E.Jones(eds.)(1974).AHandbookofStructuredExperiencesforHumanRelationsTraining(Vol.III,rev.).SanDiego,CA:Pfeiffer&Company.AlsoadaptedfromJ.W.Pfeiffer(Ed.)andA.C.Ballew(Assoc.Ed.)(1991).TheoriesandModelsinAppliedBehavioralScience(Vol.3:Management/Leadership).SanDiego,CA:Pfeiffer&Company.TeamDecision-MakingPracticeActivitiesIV. Thegroupsaregivennewsprint,felt-tippedmarkers,andmaskingtapeandaredirectedtospendfiveminutesbrainstormingadditionalsolutionstothesameproblemandrecordingthemonthenewsprint,reproducingtheoriginalphrasingascloselyaspossible.V. Theleaderreassemblesthetotalgroupandaskstheteammembershowtheyfeltabouttheindividualversusthegroupbrainstormingprocess.VI. Theleaderasksthememberstocomparethenumberofsolutionsgeneratedintheindividualandinthegroupproblem-solvingefforts.VII. Theleaderthenasks,“Doyouthinkthereweremoresolutionsgeneratedinthegroupsessionsolelybecausethereweremorepeopleorwastheresomeotherfactoratwork?”Whenthemembershaveresponded,theleaderthentellsthegroupthattheconceptofsynergysaysthatthewholeismorethanthesumofitsparts;thatis,peopleoftenbuildontheideasofothers,soworkingwithotherscansparkideasandcreativitythatoftendonotoccurwhenoneisworkingalone.Thisiswhycombinationsof,additionsto,andvariationsofideasareencouragedinbrainstormingsessions.VIII. Theleadertellsthemembersthattheywillnowengageinthesecondhalfoftheactivity.Theleaderhelpsthemtoestablishcriteriaforevaluatingtheirideas.Thesecriteriaarewrittenonnewsprintandpostedprominentlysothatallmemberscanseethemthroughouttheevaluationphase.(Tenminutes.)IX. Thegroupsarereformed,andthemembersdiscussandevaluatetheirideasandselectthemostworkablesingleideaorcombinationofideas.(Fifteenminutes.)X. Thetotalgroupisassembled,andtheleaderleadsadiscussionoftheactivity,elicitingthemembers’ideasabouthowtheycanusethetechniquetotheirbestadvantageinfutureproblem-solvingefforts.TeamDecision-MakingPracticeActivitiesProcedureandRulesforBrainstormingTheIdea-GenerationPhase:Theteammemberssitsothattheycanseeoneanotherandthenewsprintflipchart.Thebrainstormingsessionbeginswithastatementoftheproblemortopicinspecificterms.Theproblemshouldbesimple,ratherthancomplex,sothatthegroupcanfocusonasingletarget.Oneideaabouthowtosolvetheproblemisofferedbyanyonemember.Then,theindividualtothatperson’sleft(orright)contributesanidea,andsoonaroundthegroupuntilnoonehasanyideasleft.Onlyonememberspeaksatatime.Thisallowsallmembersthe“space”toparticipateandencourages“piggybacking”onpreviousideas.Whilethemembersarecontributingideas,arecorder(notnecessarilytheleader)listsallideas(butnotwhosuggestedthem)onnewsprintorachalkboardassoonastheideasaregenerated.Theexactwordingofeachideaisduplicatedascloselyaspossible.Thelistofideasispositionedsothatallmemberscanseeitallthetime.Anyonemay“pass”onaparticularroundifheorshehasnothingtocontribute.Thetimeallottedforideagenerationmaybefromaportionofanhour(intensivebrainstorming)toseveraldays(“addnewideasasyouthinkofthem”),dependingontheneedsandscheduleofthegroup.Rules:Nocriticism,evaluation,judgment,ordefenseofideasistooccurduringtheidea-generation(“brainstorming”)phase.Theobjectivehereistogenerateasmanyideasaspossible,notdecideontheirmerits.Allideasareencouraged.Noideaistoo“outrageous”tomention.Creativityisthegoal,andmembersareencouragedtosaywhateveroccurstothemasasolution,nomatterhowfar-fetcheditmayseem.Far-fetchedideasmaytriggermorepracticalones.Quantityismoreimportantthanqualityasthisstage.Themoreideasthereare,themorelikelyitisthattherewillbeseveralusefulideas.“Piggybacking”isencouraged.Membersshouldfeelfreetocombineideasandtoaddtoorbuildontheideasofothersinordertocreatecombinations,improvements,orvariations.TeamDecision-MakingPracticeActivitiesProcedureandRulesforBrainstorming(cont’d)TheEvaluationandSelectionPhase:Itshouldbeclearwhet