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I am pleased to announce that I have just launched the Dashboard Simulations Blog where I will publish articles on the topics of Business Simulation Games, Informal Learning, Gamification, Experiential Learning and Game-based Learning. It comes pre-loaded with a number of articles the most recent of which is A team game engagement process which guarantees transformative learning.
I am pleased to announce a new high performing team business simulation game, CHAPTER, which in a half-day puts you through your paces as the newly appointed manager of a ten-person team. To keep you on your toes your CEO just made your team the high profile pilot project for High Performing Teams across the whole company! The simulation integrates best practices from Informal Learning, Game-based Learning and Business Simulation.
Nature has a way of automatically right-sizing a group to tackle the job at hand. Just like the Russian Matryoshka Dolls (dolls within dolls), small groups link into bigger ones, which in turn link into still bigger ones. In this follow-up article to "Why penguins have no commanding officer" and "Did ants invent the perfect system for communicating via mobile technology?", Ken Thompson writing for NESTA explores what we can learn about teamwork and group/community size from nature's most successful teams.
I have invited leading Business Continuity Management (BCM) expert Pierre Wettergren to write a short guest blog on Bioteams.com to introduce this increasingly critical topic. Over the last 6 months Pierre and I have been collaborating on the design of a customisable BCM Simulation Game for Teams, which we call BCM eMATCH which allows them to run a virtual business and "what-if" the impact of different BCM strategies in response to changes and shocks their market conditions and internal operations.
This article explores how you can create and quickly deliver short Values/Behaviour Clarification Questionnaires to engage business communities on leadership development and change management programmes about key values and the critical behaviours needed to support them in order to improve individual and team performance.
In a perfect world, negotiation would be unnecessary. If you have something that someone wants, and they have something that you want, then you'd just go and exchange them without all the hassle. Unfortunately, real life is rarely like that. Most of us go through some sort of negotiation on a daily basis. Whether it's getting your child to eat their vegetables in exchange for ice cream or getting that fortune 500 Company to hire you, knowing how to negotiate is imperative. Here are ten steps to help you.
Most of us are familiar with the concept of body language and its effects on our social interactions; for example, greeting a date with open arms and a warm expression says that we're excited for the evening, while a slumped stature and a pout says the opposite. These types of associations refer to what our posture and positioning say to others, but new research shows that the relationship runs in both directions. That is, the way we pose our bodies "speaks" not only to those around us, but to ourselves as well.
Over the part few years I have been running in-house business games with a number of major enterprises who form executive teams for a global enterprise for a three year period over a single (intensive) day. So far 15 teams, of different levels of seniority, have fully completed the games. Based on observing and analyzing performance in these games I believe I have uncovered 6 critical differences between top performers and the rest in the areas of leadership and decision-making.
Most approaches to project management concentrate on the tasks which need to be successfully completed to achieve the project goal. Important as this is, it is at most only half of the story of successful project management. The C3 approach addresses the hidden side of project management - the people-collaboration-end-result perspective and is also a powerful tool for conducting a quick project healthcheck.
Previously Nadia Thompson had put together a short guide to LinkedIn for small businesses and independent consultants which has been very popular and we thought it would be useful to re-publish it here. As an added-bonus also included is a similar guide to Facebook for the same audience!
I had a fascinating conversation with Rini Das, CEO of Pakra Games, where we discussed my work on business games and how it related to the theories and practices of bioteams which Rini subsequently published here.
Over the last 6 months I have been designing, testing and piloting an exciting new Change Management Game for leaders and teams which lets them experience what it is like to lead a complete 9-month change management project over the course of a single day. The development process forced me to think through what I really believe to be the key principles of change management in a sufficiently clear and concrete way to be able to design an online/offline game round them. Here is what I ended up with:
I have been reading about Behavioural Economics (and Behavioural Finance) through the excellent 8-minute summaries from iminds.com. BE explains why we are systemically and predictably irrational in our economic decisions and introduces 2 terms "Bounded Rationality" and "Bounded Willpower" as limits to rationality within which we all operate.
I am working through an intriguing book How the way we talk can change the way we work written by two psychologists of adult learning at the Harvard Graduate School of Education. The authors contend that we are naturally immune to any form of change (with our systems quickly rejecting casual changes) and to make change in ourselves and others we must learn 7 new languages (ways) to think and talk about change.
Fabio Padilla from Brazil has written a very interesting review of Bioteams for his MBA thesis at the Universidade Católica de Brasilia - Universa. Fabio has very kindly allowed me to republish a summary of his conclusions which he has translated from the original Portuguese.
In the recent UK floods we heard a lot about defences failing and phrases being bandied about by engineers and managers such as "a once in a hundred years" event and "could never have been envisaged." However when I hear these types of explanations it always makes me think instead of the crucial differences between a promise, a responsibility and a guarantee.