TEAMBUILDING
I listen, I forget
I see, I understand
I do, I remember.
(Ancient Chinese Proverb)
Activities, experiential or practical learning events, form a major part of many training programmes today, although this has not always been the case. They offer the learner the opportunity to move from being a passive receiver to an active participant, involved in the learning process. They give the shy, quiet, retiring member, or the one who has a fear of exposing themselves in a group, the chance to be an effective part of the group and make a positive contribution to its success. Activities have a place not only in direct training programmes but also in self-learning, via perhaps an open learning programme; with activity the programme ceases to be merely a ‘sit and read this/watch this, and learn’ to ‘get up now and do it and really learn’.
After all, learning is not just about understanding principles, concepts, techniques and approaches, but being able to remember what has been learned and applying it in the working environment.
It must be remembered that activities are not learning itself, merely the first part of active learning, and they must be supported by a variety of other skills – briefing, observing, feedback, and so on. Too often the activity alone becomes what is seen as the learning event.
Learning Approach
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The Experiential Learning Cycle.
The experiential learning cycle comprises four stages which actively engage participants and stimulates learning. After a practical exercise the participants are guided through a reflective process so that abstract concepts and theory can be integrated with practical experience. Thoughts and insights are transformed into generalizations that can be applied to other situations to be tested and the cycle begins again. |
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Learning by Doing.
Learning is most effective when it involves active participation. Experiential learning aims not to teach concepts, skills and values, but to offer individuals opportunities to internalize and embrace ideas and ideals because they have experienced them. The concepts of teamwork and effective leadership take on new importance and validity as the individual makes the shift from abstract understanding to intrinsic belief. |
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Enjoyment and Fun.
Engaging, enjoyable activities are catalysts for increased motivation and participation, both of which are essential characteristics of employees in an empowered and productive organization. Outdoor activities have the potential to stretch boundaries and involve a degree of uncertainty and unfamiliarity. As a consequence, people are moved to laugh, play and explore new ways of interacting. |
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Why Outdoors?
A Change of Environment:
An unfamiliar and often unpredictable setting such as the outdoors provides an inescapable metaphor for the rapidly changing business environment. Different environments and unanticipated challenges require a more authentic and immediate engagement with the tasks and the people at hand.
Leveling of roles:
Whatever the complexity of relationships within a team, outdoor experiences place everyone on common ground. While some individuals may have more outdoor skill or experience than others, creative programme design can offer different levels of challenge so that co-operative team effort not individual attainment is of primary importance.
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Trust
Working together on tasks which are unfamiliar and which require a high degree of interdependence develops trust. Individuals can focus on personal issues, interpersonal dynamics and team functioning, while supported by skilled facilitators. To rely on others in ways which are not customary for individuals in a normal working environment, generates a trust and mutual respect often beyond anything previously experienced by colleagues in the workplace. |
Please contact us to develop teambuilding activities for your staff.
