Debriefing teams playing the game is about generating an optimal impact. Here, I share some game-related thoughts about facilitating team building and some ideas about general planning for delivery and debriefing.
I have been supporting the use of our team building board-game simulation, The Search for The Lost Dutchman’s Gold Mine since I started selling it to consultants and trainers back in 1993. Because I am so familiar with how it works and because I have done it so many times, I simply forget about the learning curve and the challenges faced by a new facilitator. So, I thought to share some ideas on keeping things simple and bombproof in debriefing teams for optimizing impact.
The exercise comes with a variety of instructional supporting materials plus the oft-repeated notion that the user can readily contact me by phone, email or Skype or whatever. But I would guess I actually hear from maybe 15% of the new users. More often, I tend to hear from the experienced users looking to spin the game off into a different direction or who have some delivery constraint they would like to solve like speeding the game or blending it into DiSC or HBTI or other tools. You can find some ideas around those issues in other places in the blog.
• Read about some general key learning points about team building and collaboration on the blog that is found here (Learning Lessons from Lost Dutchman’s Gold Mine.)
• You can find some ideas about how to run large group team building events here. (This is focused on Dutchman but applies somewhat generally.)
• Here are some thoughts and ideas about delivering cross-cultural kinds of learning and team building events. (See more about cross-cultural frameworks for leadership development using Lost Dutchman here.)
• Here are some thoughts about getting through Day 1 of the exercise, when you are going to have a crash course in banking the game and also teach the Team Traders their role. (Find the blog about Surviving Day One here.)
• You can find some ideas for operating The Trading Post here. This is about how to “bank” the exercise. (Click here for Provisioner Training blog)
Generally, if you will search the blog with the search term “Lost Dutchman,” you can find a variety of abstracts about many different articles on delivery and other subjects. There are well over 600 total articles in there, most fairly congruent with our products and surrounding issues.
I recently got a most excellent email from a new user, a person who I think is relatively junior in his organization of team building experts but one of the few who speak English. They purchased the Pro Version of the game and that game comes with a huge variety of play and debriefing possibilities. So, he asked me some questions and I generated some good general answers about using the game:
Basically, I do what the client needs me to do to generate the desired outcomes they want. From asking about and listening to their goals and objectives, I “automatically” adjust many of my leadership behaviors to align with those goals. Sometimes I need to prod them to be more specific than, “We need to build more teamwork.”
Please do understand that there are a few different aspects to all things about Dutchman, from small ideas that can be stressed in some client situations and not in others as well as differences in how the exercise is functionally facilitated. One can deliver the game and make people stick tightly to the rules and timelines or one can allow tabletops some flexibility.
Like cooking a meal, there are various ways to put it together. I do NOT play tight with the Beacon Card, for example. I do NOT take half of the gold from the team if they actually ask for help. That would embarrass them, in my opinion. So, the Beacon Card is simply a relief valve for the initial stress during planning and playing, meaning that they can always get help if they mess up and it takes the fear of “death” out of the play. I simply use that process to ask the players at the tabletop what choices they made and what they might have done differently and I relate it to their business practices if I can.
I try to go out of my way to explain how the exercise works and how to frame the game to optimize outcomes. Here is a post I did a while back as a specific reply to some questions about linking the play of the game to some issues for a large global senior manager meeting. (That delivery went extremely well!) My goal is to share the best ideas I can with my user-customers.
On Mar 28, 2014, (new customer) Robert wrote:
Please give us a feedback on the Debriefing: – There are many debriefing formats. Is there any order to which we can review them?
There are many dozens of ideas and discussion topics in the combined debriefing slide files. And there are many different styles for debriefing — I would guess that every facilitator using the game has evolved into doing things in their own unique way based on their personal style, their experience, and the audience.
This is over-viewed and discussed in some new video recordings I made available and I have included the links to these. When you get to the debriefing, there are all sorts of possibilities. I generally start my debriefings with the use of a series of cartoons, which allows me to comment visually on some of the key observations and make connections to desired outcomes.
MY style tends to show a question that I know is directly relevant to the client’s goals and outcomes. It is a high priority slide both in discussion time required and in its intended impact, for example. I show the slide, ask the question and then allow time for each table to discuss the issue. I will often move around through the group, listening to ideas they are discussion and possibly commenting or supporting or suggesting that they mention that to the larger group (when I allow the more public individual comments during the group discussion time on that question.)
My selection of which slide to use is also a fairly complex decision process, since I will never have all the time I would like for debriefing.
Plus, if we were doing a general debriefing after the session and returning back in the afternoon for a WORK session to define specific ideas to be implemented and to form work teams interested in implementing those ideas, my two debriefings would be somewhat different.
There is NO “Best Debriefing” and no ONE Debriefing. That is why so many different debriefing slides are included with the exercise.
Personally, I think I do a good job with my facilitation of the debriefing. But Thiagi would do something totally different, as would other users like Jeff Taylor or Gregg Baron. Each of us has our own style and every client is different. AND NO ONE WOULD DO IT THE WAY I TOLD THEM TO, ANYWAY!!! (grin)
There is a kind of script with that video link that I mentioned above but even that is not a fixed script. I simply talk about what I saw in the context of what the client wanted in the flow of the cartoon series. Some things are somewhat constant and consistent while some other slides generate wildly different comments from me.
I do have some notes included within the comment sections of some of the slides and there are some written discussion debriefing ideas in various places.
If you are debriefing a game focused on generating ideas about how to improve your personal facilitation of the game, you would do a much different debriefing than if you were running a session for the most senior managers of Samsung who were interested in the implementing of a new strategy, right?
The funny thing about your questions to me is that you are providing me with no real context other than “debriefing.” If I do not know what you are trying to accomplish with the debriefing itself, it is really hard to help. That is why I engage the client in clearly defining their desired outcomes; it helps me focus all things toward those goals.
I do not use the formal paper debriefing handouts that are included in different versions in your toolkit. Others might. It depends on the use of the handouts and what they are to accomplish. If people feel that they will be collected and analyzed and that they are personally responsible and accountable for what they write, you would get a much different outcome than if they were told that they were just simple worksheets on which they might capture their ideas.
There is no one way to cook a meal. And, since you are in Korea, there are many styles of kimchi with every chef doing things differently.
Basically, we are not some solution looking for a problem, but a tool that can be skillfully used to generate behavior and discussions of choices and the planning for different desired outcomes. These are two very different frameworks.
My approach to delivery is as a Facilitator, not a lecturer. My goal is to generate thinking and considered alternatives.
But this is all a result of facilitating organizational improvement initiatives since 1978. I am still learning…
For the FUN of It!
Dr. Scott Simmerman is a designer of team building games and organization improvement tools.
Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant who is trying to retire!! He now lives in Cuenca, Ecuador.
You can reach Scott at firstname.lastname@example.org
Learn more about Scott at his LinkedIn site.
Here is a 2-minute overview of the virtual team building game: https://www.youtube.com/watch?v=cE6gDtZymwk
Other than my usual, “What did you learn from this experience?” question, my best debriefing question linked to our Lost Dutchman’s Gold Mine team building game is this one:
Mining gold is such a great metaphor about doing things with value.