From their initial exciting beginnings back in the early 90s, team building events have gradually morphed into something which is generally regarded as just an excuse to escape from the office for half a day. They have passed from the idea of being useful and beneficial, to being something businesses feel they have to offer in order to be seen as still having the finger on the zeitgeist.
The original intention was perfectly valid. The idea being to improve team cohesion, communication and morale. Yet, by getting employees to walk on fire, learn a circus skill or sheepdog herding can make for a fun time, it fulfills few if any of the initial aims of the whole exercise. Unfortunately, a whole industry was built around the notion of “team building” events. Many could simply repurpose their existing events business, and by adding some business jargon, could start offering team building events. Others could have the chance to offer new and exciting adventures, often with more than just a hint of danger. A whole industry flourished from the new input of team building dollars.
And to go with this new fangled approach, came the pseudo science designed to back up the increasingly bizarre and irrelevant ideas being put forward by companies whose expressed interest was to persuade a company to spend their money on a team building event. So we went from “trust falls” to extreme sports within a very short space of time. Rope climbing courses, white water rafting and off-roading can all be made to fit into the team building narrative. Yet, in reality, they bring virtually nothing to the table.
To illustrate this, we know of many people who have taken part in these team building exercises. And some of the ideas put into practice by these so-called “team building experts” are nothing short of eye popping. One company who believed that the workers were struggling to work together, commissioned a team building event. The “expert” made everyone say what they didn’t lie about each other. This took some team members from actively disliking each other, to full-blown hate in the course of just 20 minutes.
Or how about a team building where the participants had to spit soda into each other’s mouths. Or watching videos about the leadership skills of dolphins. Or how about passing a grapefruit around without using your hands. Another team building was based around breaking in horses. In this last one, a team member was injured by a bolting horse. Who on earth thinks of these activities? Obviously no one knows the first thing about team building, andare just trying to sell an activity, any activity, in order to make money.
Then again, some of these exercises are far too personal, and you’re going to ask to share things which should remain private, unless you wish to share them. One participant was constantly asked about a scar. The reason he never mentioned it was that he received it in a car crash that killed his father. You can imagine the emotional trauma of being literally bullied into giving up something that should be private. That’s certainly not the way to build a team.
Beneath the whole silliness, there’s a kind of unwritten rule that you must take part, or there will be some form of negative consequence for you further down the road.There is the implicit threat that you are not a team player if you fail to get involved. Of course, pointing out that the emperor has no clothes doesn't go down well with the management who have paid for it.
You may well wonder why an employer feels the need to schedule a team building event. Even more so in that they don’t appear to be that concerned as to what they want the whole exercise to achieve. Because of this, team building is seen as something unnecessary, a waste of valuable time and a morale killer. Keep in mind that most employees already know that most of the company’s problems come down the line from above. To that end, team building helps perpetuate the myth that all the problems are somehow manifesting in the lower ranks.
Most employees would prefer that the management got involved more in the day to day running of the various departments, instead of thinking that some pointless and stupid activity, held twice a year, is going to be the panacea for all the compay’s ills. In fact, the role of good management is essential in not just ensuring that the work gets done, but also in ensuring that the teams function to their optimum abilities. A good manager can build a strong team by recognising their clear roles, as well as ensuring clear communication, co-operation and morale. Also by allowing individual members to have a voice and listening to their valuable input.
When we look back and cringe at the team building events so many employees have to suffer, it makes our brains ache. Untangling a human knot, cliff diving or bare-back horse riding are all well and good as a fun or even thrilling activity, but they really have nothing to do with making the team stronger. Also, you’re very unlikely to come across these situations in the actual work environment. Motivating and helping a team grapple with the problems and tasks is the job of a good manager. Dealing with real challenges, but with support coming from the direction of good management is always going to produce better results than many of these so-called essential team building events.