The Search for The Lost Dutchman's Gold Mine

Dutchman participants enter the room and each takes a seat at a table with their other team members (normally 5 or 6 per team). On each tabletop is a colorful map, a Grub Stake of resource cards, planning tools, job aids and other information about the exercise. Putting on cowboy hats and colorful bandannas (which add visual impact and energy), the group settles in to briefly hear the history of the Lost Dutchman's Mine and to learn the mechanics of the challenge.

Teams learn that they will have 20 days of 2 minutes each to manage their journey to the mine and back home to Apache Junction. They can choose from 3 paths with different risks, planning for weather changes and focusing on the optimal use of resources. They are given the opportunity to gain additional information valuable to their journey's success but must decide if they are willing to delay their start by one or two days in order to obtain this information.

Once the Intro is concluded, teams have 15 minutes to plan. They must work together to make decisions about tactics, resource management, direction and risk.

The 20 days of play (roughly 35 minutes) begin and are marked by lots of lively interaction among players and teams in the spirit of collaboration and competition. During this time, they'll discover the impact of their early decisions on their results. They can choose to get advice or collaborate with others. Once teams return to Apache Junction by the 20th day, they'll complete their paperwork, take a break and then return for what can be a very flexible and high impact debriefing session targeted to specific learning outcomes and objectives.

The debriefing is what makes this exercise truly unique and extremely powerful as a tool for change and improvement. (See a more detailed discussion in our debriefing section.) Often discussed is how this game parallels the need for leadership, clear missions and visions, and issues of teamwork and collaboration.

Participants appreciate the experience of Dutchman because they are able to share ideas that apply to their jobs and gain important perspective. Substantive action plans for change are common outcomes. They also have fun and increase camaraderie with their co-workers (motivating aspects of strong teams).