Table of contents 1. Mutual awareness, team dynamics, team development) 1.24. Awareness, thinking outside of the box, fresh perspectives) 1.55. 2.22., undersanding self, improving tolerance and communications, diffusing conflict) 2.23. Free team building games - guide and tips How to use team-building games, group activities - ideas and theory for employee motivation, training and development Here are techniques, theory and ideas for designing and using your own team building games, exercises and activities, and tips for using the many free team and group activites and ideas on this website. ![]() And here's some guidance about using games and group activities. Team building games, exercises and activities help build teams, develop employee motivation, improve communications and are fun - for corporate organizations, groups, children's development and even kids parties. Team building games, exercises, activities and also warm up meetings, improve training, and liven up conferences. These free team building games ideas and rules will help you design and use games and exercises for training sessions, meetings, workshops, seminars or conferences, for adults, young people and children, in work, education or for clubs and social activities. ![]() Free Team Building Games, Activities and Articles. Looking for free team building games, activities and articles? We have created our free resource rich site for you. Boost company morale and take your employees outside to have fun with these outdoor team building activities. Corporate Learning. Games so people will be. Corporate Games excels in designing fun activities, team building games and team bonding games that utilize key skills necessary to succeed in business. Team building through the power of play! TeamBonding corporate events & workshops offer memorable & engaging team building activities your company will love. 60+ FREE, Easy-To-Teach Team Building Activities for Kids and Adults. Camp Games; Team Building. A firm favourite with corporate groups and my own personal. Team building games, exercises and activities can also enhance business projects, giving specific business outputs and organizational benefits. We cannot accept responsibility for any liability which arises from the use of any of these free team building ideas or games - please see the disclaimer notice below. Always ensure that you have proper insurance in place for all team building games activities, and take extra care when working with younger people, children and organising kids party games. Great teamwork makes things happen more than anything else in organizations. The diagram representing helps illustrate how and why empowered teams get the best results. Empowering people is more about attitude and behaviour towards staff than processes and tools. Teamwork is fostered by respecting, encouraging, enthusing, caring for people, not exploiting or dictating to them. At the heart of this approach is which helps bring mutual respect, compassion, and humanity to work. People working for each other in teams is powerful force, more than skills, processes, policies. More than annual appraisals, management-by-objectives, the 'suits' from head office; more than anything. Teams usually become great teams when they decide to do it for themselves - not because someone says so. Something inspires them maybe, but ultimately the team decides. It's a team thing. It has to be. The team says: 'Okay. We can bloody well make a difference. We will be the best at what we do. We'll look out for each other and succeed - for us - for the team. And we'll make sure we enjoy ourselves while we're doing it'. And then the team starts to move mountains. Using and planning team-building activities People are best motivated if you can involve them in designing and deciding the activities - ask them. Secondly you will gain most organisational benefit if the activities are geared towards developing people's own potential - find out what they will enjoy doing and learning. Games can be trite or patronising for many people - they want activities that will help them learn and develop in areas that interest them for life, beyond work stuff - again ask them. When you ask people commonly you'll have several suggestions which can be put together as a collection of experiences that people attend or participate in on a rotating basis during the day or the team-building event. Perhaps you have people among your employees who themselves have special expertise or interests which they'd enjoy sharing with others; great team activities can be built around many hobbies and special interests. If you are planning a whole day of team-building activities bear in mind that a whole day of 'games' is a waste of having everyone together for a whole day. Find ways to provide a mix of activities that appeal and help people achieve and learn - maybe build in exercises focusing on one or two real work challenges or opportunities, using a approach. ![]() ![]() Perhaps involve a few employees in planning the day (under your guidance or not according to the appropriate ) - it will be good for their own development and will lighten your load. See also the. Team exercises and events for developing ethical organizations Team-building exercises and activities also provide a wonderful opportunity to bring to life the increasing awareness and interest in 'ethical organizations'. These and concepts of sustainability, 'Fairtrade', corporate social responsibility, the 'triple bottom line',, etc., are still not well defined or understood: people are unclear what it all means for them individually and for the organization as a whole, even though most people are instinctively attracted to the principles. Team-exercises and discussions help bring clarity and context to idealistic concepts like ethics and social responsibility far more effectively than reading the theory, or trying to assimilate some airy-fairy new mission statement dreamed up by someone at head office and handed down as an edict. Fundamental change has to come from within, with support from above sure, but successful change is ultimately successful because people 'own' it and see it as their change, not something handed down. See for example. Ensure that team-building activities and all corporate events comply with equality and discrimination policy and law in respect of gender, race, disability, age, etc. Age discrimination is a potential risk given certain groups and activities, and particularly so because Age Discrimination is quite a recent area of legislation. Team-building facilitators should be familiar with and wider issues of and its protections against discrimination for reasons of race, gender, disability, etc. While this is UK and European legislation, the principles are applicable to planning and running team-building exercises anywhere in the world, being consistent with the ethical concepts. Corporate events and social responsibility Also consider the effects of team building and corporate events in terms of effects on employees' families and people's broader life needs. It is easy to become very narrowly focused on the organization and the community within it, without thinking of the families and social needs outside. Alcohol is another increasing area of risk for organizers of team building and conference events. An employer's duty of care (and potential liability) at corporate events traditionally was fulfilled by ensuring no-one tripped over the electrical cable for the overhead projector. Nowadays organizations have a deeper wider responsibility, which is progressively reflected in law. Alcohol and discrimination are big issues obviously, but arguably a bigger responsibility for employers is to the families and social well-being of employees, which impacts directly onto society as a whole. Today's well-led and ethically-managed corporations understand that divisive treatment of employees' partners and families undermines loyalty and motivation of employees, and creates additional unnecessary stresses for workers in close loving caring relationships, especially for young families, which have evolved a strong sensitivity to such pressures. If you read about you will understand why parents of young children especially are not helped by this sort of work pressure. Thwarting or obstructing people's instincts - evolved over millennia - to be with and take care of their partners and young families is extremely destructive. Employers who have a blatant antipathy for these crucial life needs of their people are therefore socially irresponsible. Inevitably strong work commitments put pressure on employees' families and partners. This is particularly so in big modern corporations where travel and lengthy absence from home is unavoidable in key roles. Modern ethical socially responsible organizations should be doing whatever they can to minimize these effects, not make them worse. Where possible employers should reward partners and families for their support and loyalty, rather than alienate them by creating selfish staff-only events. Laws are not yet clearly defined about the employer's liabilities arising from such situations, however there are clear principles (e.g., related to stress, duty of care, social responsibility, etc) which demand responsibility and anticipation from employers in this area. Moreover, fostering a healthy work and home life balance tends to make organizations run smoother and less problematically, notably in areas of grievance and counseling, stress and conflict, disputes and litigation, recruitment and staff retention, succession planning, company reputation and image. Risks and dangers of socially irresponsible events and activities I was prompted to add this item because I received a question about the implications of running a staff-only dinner dance at a conference event. If you are considering a staff-only social event - especially at night, involving alcohol, dancing, overnight accommodation - or you are wondering generally where to draw the line between working relationships and intimacy, or between fun and irresponsible risk, these observations might help you decide. Implications and risks of organizing socially irresponsible events concern chiefly: • Romantic/sexual relations between staff, whether extra-marital or not. • Stresses on partners and families, and thereby on staff too, if partners are excluded from intimate social events. • Problems, accidents, incidents arising from alcohol. • Impacts on performance, management distraction, and staff retention arising from the above. • Risks of litigation and bad publicity arising from any of the above. The risks of running a socially irresponsible corporate event are emphasised if you consider a scenario containing the following elements. Do not run an event containing these elements. This is a negative example for the purposes of illustrating risk and responsibility: • Evening dinner and dance or disco. • Dressing up - especially black tie, long dresses (and whatever the women will be wearing - no, seriously.) • A bar, or other access to alcohol (the more freely available then the more risk). • Overnight accommodation. • Heady atmosphere of achievement, motivation, team-working, relationship-building and general showing off (many conference events contain these features, especially those aiming to motivate, reward, entertain, etc., and especially events for staff involved in sales, management and the more extroverted people-oriented roles within organizations). • Scheduled on the last night of the event (sense of climax, relief, tension release, '.Tomorrow it all ends and back to normal.' , etc.) • Partners excluded (for whatever reason - either because the CEO is a thrice married and divorced dirty old man, or because the event necessarily brings delegates together from a wide geographical area, which prevents partners attending due to logistics and costs). You do not need to be a professor of social anthropology to guess that the above circumstances are unlikely to be a useful corporate defence against any of the following problems which could arise, directly, indirectly, or ironically if actually nothing whatever to do with the event itself - try telling that to the offended party afterwards. • Extra-marital liaisons of various sorts between various people away from home, whether serial philanderers, or momentarily weak in the face of temptation. • Seductions or more serious sexual behaviours resulting in a victim or complaint of some sort. • Abuse of power/authority/bar-tab by a senior staff member, resulting in scandal when a junior victim subsequently emerges, and says it all happened because they got drunk downing umpteen free sambucas with the directors and then got taken advantage of. • Someone deciding to drive away on the night three or four times over the legal limit and getting arrested or causing an accident. • Damage to person or property, or violence resulting from too much alcohol. You could probably add to this list. There is no limit to human ingenuity when behaving irresponsibly under the influence of drink and any other stimulants of emotion or substance. A socially responsible employer should be able to demonstrate they have been duly careful and diligent in minimizing such risks when organizing any work events. Excluding partners from events. Executives, managers and employees of successful organizations hopefully love their work. They live and breathe it, which is great - but what about the partners and families? Do they love the organization? Sometimes not. Overly demanding work is a threat to family life - and thereby to society. And just because a few staff members and crusty old directors can't wait to get away from their spouses (a feeling no doubt reciprocated by the spouses), doesn't mean that all employees feel the same way. The vast majority do not. Staging intense social staff-only events can be upsetting to employees' partners and families. A modern ethical employer's duty of care and social responsibility extsnds to the families of its employees. Divorce, separation and family conflicts and breakdowns are directly linked with many social ills. Socially responsible ethical employers should be doing all they can to reduce these causal factors - not to make them worse. Remind yourself of if you are in doubt about the acute stress which arises when anyone is threatened at the level of family, loving relationships, home, etc. Consider the stresses and difficulties caused to employees' partners excluded from such occasions, and the effects which inevitably rebound on the employees, and cascade to children. These are truly basic needs and an organization which jeopardises these factors is irresponsible in the extreme. Materials and ideas for teambuilding Here are some examples of different resources which can be used in creating teambuilding events and activities. - questions and answers - trivia, general knowledge, and - ideas for themes and maxims to underpin team-building - provides an excellent angle for exploring relationships and perceptions theory and tips - tips for motivational, development and team-building workshops - for role play games and exercises - an example of an innovative venue for team activities and events - the Fantasticat ideas for motivating, teaching and developing young people - grown-ups too. See also the - ideal for team building exercises and the for more team building and training sessions ideas. Easy way to start to the team building process If you are a manager, supervisor or team leader, and are wondering how to select a team building activity, an easy and effective way to begin the process is to simply ask the team what sort of activity they would prefer. For example - do they want to play games, or would the team prefer to use an activity that focuses on a work issue, or work skills, in the way that can do. Asking a team what they want to is particularly relevant if the team is mature and/or contains mature team members. Younger inexperienced teams will need more guidance and perhaps a list of possibilities to choose from. Involving the team in deciding what activities to use is empowering and participative, and will help to lighten your management load. Refer to, explain and remember the, which is a great mnemonic (memory aid) to reinforce the need for all team members to be involved and engaged in team work - teams work best when everyone contributes - which means no passengers. It's the team leader's, or manager's, or facilitator's responsibility to structure and help teams to ensure that all team members have the opportunity and incentive to contribute and participate in team activities, and ultimately the team's success. It is helpful to use and refer to these models when using, planning, designing, and evaluating team building activities or games: See also the (Excel file). Introducing team members to Kirkpatrick's and Bloom's concepts can also help them to develop a clearer understanding of their own needs, and their preferred methods of training and development - individually and for the team. Team building games and activity tips And here are some tips for more conventional team building activities: • Practise the team building exercise yourself first to check that it works, check timings, materials, and to ensure you have all the answers. Anticipation and planning are vital. • Make sure all team building games instructions are clear and complete - essential for keeping control and credibility. • Become proficient yourself first with any team building games or equipment that you use. • Always have spare materials and equipment to allow for more people, breakages and the inevitable requests for freebie items ('Can I take a couple home for my kids?' ) • Take extra care when organising teambuilding activities and games for young people, especially kids activities and children's party games. • Attaching a theme to team-building activities helps make the exercises more memorable - see the for ideas and examples Tips for quick games and exercises for warm-ups and team building First of all - use your imagination - you can simplify, adapt, shorten and lengthen most games and exercises. To turn a long complex game into a quick activity or warm-up, scale down the materials, shorten the time allowed, and make the exercise easier. Most of the games on the free games page can also be used for children's education and development, and for kids party games - adapt them to suit. The number of members per team affects activity time and complexity - teams of four or more need a leader and tend to take longer than a pair or team of three. Increasing or reducing team size, and introducing or removing the team-leader requirement, are simple ideas for increasing or reducing game complexity and exercise duration. Whatever you choose, as the facilitator, practice it yourself first so you anticipate all the possible confusions, and so that you have a good idea of how best to do it (you'll generally be asked by the delegates after the exercise). Think carefully about team sizes - pairs or teams of three are best for short 'construction' exercises, unless you want a leadership element in the game. Without a leader, too many team members causes non-participation and chaos, so avoid this (unless the purpose of the exercise is to demonstrate why teams need leadership). For a quick game any newspaper construction exercises in pairs is good - if people have done the exercise before add an extra challenge aspect to make it different (maybe give each team a banana to support on top of the construction and/or limit the team to just 2 or three sheets of paper, or ban the use of sticky tape) - whatever, if you have a slot of 20 mins, allow 10 minutes for the exercise so as not to rush the introductory explanation or the review. Remember your tape measure, and practice the activity yourself to try to come up with an ideal solution for when they ask at the review. Alternatively pick three or four lateral thinking and split the group into two teams. Larger teams are fine for quizzes because teamworking is less crucial. Giving a tight deadline will encourage the teams to share out the puzzles, which emphasises leadership, communication and use of skills and resources. Think about the points that the exercise are illustrating so you can review afterwards sensibly. Tips for working with syndicate groups for team building or training Team building games and training exercises work better using syndicate groups, or teams. This is particularly so if you want a competitive element, which is very effective in building teams and team spirit. Working with syndicates also encourages and enables more participation, activity and ideas, and managed well, it makes the trainer's or facilitator's job easier. Using syndicates in team building needs thought and planning - here are some pointers: • think about what you are trying to achieve and structure the teams accordingly. • always plan in advance how you intend to structure the syndicates. • threes work best when you want everyone to be involved. Pairs ensures everyone is involved, and generally work quicker than threes, but are less dynamic than threes. • groups above threes will require a leader to emerge or people will be left out. • groups of four or five are good for providing the opportunity for leaders to emerge. • groups of six or more require quite competent leadership skills within the group. • ensure clear instructions are given to each syndicate, and these are best given in writing as well. • more pressure is put on the team if only one set of instructions is given - less pressure results from giving each team member a copy of the task instructions. • the best number of team members to achieve a certain effect will vary according to each exercise or game or activity. • you can change or keep the make-up of the syndicates as you change exercises, depending on the precise team building and relationship aims. • some people are not comfortable being in the same team or group as their subordinates or manager. • you have the option to nominate individuals to perform certain functions within the team, eg time-keeping, leading, scribe (recording), communicating, etc. • ensure syndicates have necessary equipment and materials, depending on format - eg flip chart paper, pens, laptop, acetates. • ensure suitable space and working area exists for the number and size of syndicates you plan to work with. Train the team building trainer ideas These ideas concern training people (or learning for yourself) to become a great team building facilitator. The job of training managers and trainers how to run team building sessions is different to running a team-building session per se. It's important that delegates experience the effect of different types of team building, and also and the effect of the many variables which might apply (team numbers, mix, location etc); different types of games and exercises and their purpose (games,, competitions, warm-ups, exercises, workshops, etc), and the theory surrounding team building and designing team building activities (personality and psychometrics; leadership; communications; planning and preparation; follow-up; stress, fun and physical activity; etc). How to become a great team builder Becoming an expert in team building is a wonderful career speciality to pursue. The growing popularity of team building, and the recognition of structured, organized team building as a significant factor in the performance and well-being of individuals, teams and organizations, will fuel growth in demand for, and provision of, specialist team building training. (If you can recommend any particularly good team building design/facilitation training courses do.) Team building potentially includes a very wide variety of methodologies, techniques, theories and tools. And also values and philosophy. At the foundation of good team building is - genuine care for others. This is what sustains and fuels people in organizations. It follows then that to become a great team builder you should open yourself to philosophical ideas and values, as well as learn and experience as many methodologies and related techniques as you can, which together will combine to give you the character, skills and breadth for becoming an inspirational leader in team building - and in the training of team building to others, be they trainers, managers, facilitators or team leaders. Here are some examples of useful methodologies, concepts, etc., that can assist in planning and facilitating team building activities: • Teambuilding activities, especially with big groups, can become quite chaotic and difficult to control. Having some structure in place will reduce the risks of events becoming too loose, and aims/outcomes being undermined or ignored. To help you develop structure, see, and. Also see to appreciate how groups behave when they come together for the first time in new situations. • Train the trainer courses - many and various, from the inspirational to more theoretical - include lots of relevant learning about working with groups. • Explore and concepts. • Understand, and the challenges this can produce for people. • Consider and talk about the growing importance of in organizations. • Explore and use motivational and communications methodologies such as, and. • are useful in understanding teams and group behaviours. • Outdoor survival, 'outward bound' courses, and personal challenge activities are also useful to experience and understand, in terms of what they offer people and how the process develops at a deep level. • And always remember the importance of fun, games and toys - for example, plate-spinning, board games, tricks, puzzles, etc - use your imagination - school education suppliers and exhibitions can be a really useful source of ideas, providers and new products. Whether you find a dedicated team building trainer/facilitation course or not try to access many of the above sorts of methodologies and concepts - and anything else that inspires and stimulates you - whenever the opportunity arises. Team building variables When planning and running team building activities, exercises, games, etc., certain variables have a significant influence on the way the activity works. When planning team building - or any group activity - think about and use these factors to suit the situation, logistics, team/group numbers, and the aims of the exercises. 'Not another dumb company team building game,' says the displeased employee. When this thought crosses your employees' minds, you can pretty much throw the benefits of team bonding games out the window. And games are supposed to be not only educational, but also enjoyable. They help the team learn about each other — how each person thinks, works, solves problems, and has fun. To encourage your team to learn about one another without hearing a chorus of groans, here are 13 team building games your team will want to play over and over again: Quick Team Building Games 1. Game of Possibilities Time: 5-6 minutes Number of Participants: One or multiple small groups Tools Needed: Any random objects Rules: This is a great 5-minute team building game. Give an object to one person in each group. One at a time, someone has to go up in front of the group and demonstrate a use for that object. The rest of the team must guess what the player is demonstrating. The demonstrator cannot speak, and demonstrations must be original, possibly wacky, ideas. Objective: This team building exercise inspires creativity and individual innovation. Winner/Loser Time: 5-6 minutes Number of Participants: Two or more people Tools Needed: None Rules: Partner A shares something negative that happened in their life with Partner B. It can be a personal or work-related memory, but it has to be true. Then Partner A discusses the same experience again, but focuses only on the positive aspects. Partner B helps explore the silver lining of the bad experience. Afterward, they switch roles. Objective: Participants discover how to reframe negative situations into learning experiences together. Purpose Mingle Time: 1 - 2 minutes Number of Participants: Any Tools Needed: None Rules: This one is for those of you looking for a great indoor team building game that won't take up much time. Before a meeting, have each individual walk around and share what they hope to contribute to the meeting with as many people as possible. If you want, offer a prize for the person who shares with the most people, and another for the person who successfully contributes what they shared. Objective: Improves meeting productivity and makes attendees think about how they're going to contribute, rather than just what they hope to get out of the meeting. Outdoor Team Building Games 4. Scavenger Hunt Time: > 1 hour Number of Participants: Two or more small groups Tools Needed: Pen and Paper Rules: Break the group into teams of two or more. Make a list of goofy tasks for each team to do as a group. Tasks can include taking a selfie with a stranger, taking a picture of a building or object around the office, etc. Give the list to each team, along with a deadline by which they must complete all tasks. Whoever completes the most tasks the quickest, wins! (You can even create your own point system according to difficulty if you want!) Objective: Great team bonding exercise that helps break up office cliques by encouraging people to work with colleagues from other teams, departments, or just social circles. *Fun Fact: At Wrike, we hosted our own scavenger hunt using our tool to track the tasks. Check out how we! Human Knot Time: 15 - 30 minutes Number of Participants: 8 - 20 people Tools Needed: None Rules: Have everyone stand in a circle facing each other, shoulder to shoulder. Instruct everyone to put their right hand out and grab a random hand of someone across from them. Then, tell them to put their left hand out and grab another random hand from a different person across the circle. Within a set time limit, the group needs to untangle the knot of arms without releasing their hands. If the group is too large, make multiple smaller circles and have the separate groups compete. Objective: This game for team building relies heavily on good communication and teamwork. It also results in a lot of great stories for the water cooler chat in the workplace. The Perfect Square Time: 15 - 30 minutes Number of Participants: 5 - 20 people Tools Needed: Long piece of rope tied together and a blindfold for each person Rules: Have your coworkers stand in a circle holding a piece of the rope. Then instruct everyone to put on their blindfold and set the rope on the floor. Have everyone take walk a short distance away from the circle. Next, ask everyone to come back and try to form a square with the rope without removing their blindfolds. Set a time limit to make it more competitive. To make it even more difficult, instruct some team members to stay silent. Objective: Focuses on strong communication and leadership skills. By instructing some team members to be silent, this game also requires an element of trust across the team, allowing team members to guide each other in the right direction. Like this post? We have more! Subscribe to our content newsletter for your weekly dose of productivity and collaboration tips. Like this post? We have more! Subscribe to our content newsletter for your weekly dose of productivity and collaboration tips. The Mine Field Time: 15 - 30 minutes Number of Participants: 4 - 10 people (even numbers) Tools Needed: Various handheld objects, several blindfolds Rules: Find an open space such as an empty parking lot or a park. Place the objects (cones, balls, bottles, etc.) sporadically across the open space. Have everyone pair up, and make one person on from each pair put on the blindfold. The other person must lead their teammate from one side of the open space to the other without stepping on the objects — using only the verbal instructions. The blindfolded person cannot speak at all. To make it more difficult, create specific routes the blindfolded team members must walk. Objective: This game focuses on trust, communication, and effective listening. This activity makes a great team building beach game as well. The Egg Drop Time: 1 - 2 hours Number of Participants: Two or more small groups Tools Needed: Assorted office supplies Rules: Split everyone off into groups of three to five people and give each group an uncooked egg. Put all the office supplies in a pile. They have 15 to 30 minutes to use the supplies to build a contraption around the egg that will keep the egg from breaking when dropped. Some suggestions for supplies are: tape, pencils, straws, plastic utensils, packing material, newspapers, rubber bands. Once time is up, drop each egg contraption from the second or third floor of your building and see which eggs survive the Eggpocalypse. Objective: This classic team building game is an engaging (and messy) exercise. It uses teamwork and problem solving to bond team members. The more people the better, so this makes for an 'eggcellent' corporate team building game! Make sure you have an extra supply of eggs in case some break (ew!) during the construction process. Ice Breaker Games 9. The Barter Puzzle Time: 1 - 2 hours Number of Participants: Four or more small groups Tools Needed: Different jigsaw puzzles for each group Rules: Have everyone break off into small, equal-sized groups. Give each group a different jigsaw puzzle with the same difficulty level. The goal is to see which group can complete their jigsaw puzzle the fastest. Some pieces will be mixed around in other group's jigsaw puzzles. It's up to the team to come up with a way to get those pieces back — either through negotiating, trading, exchanging team members, etc. Whatever they decide to do, they must decide as a group. Objective: This activity will rely heavily on problem solving and leadership skills. Some team members might stand out and some might stand back, but it's important to remember that the entire team must come to a consensus before a decision is made. Truth and Lies Time: 10 - 15 minutes Number of Participants: Five or more people Tools Needed: None Rules: Sit everyone in a circle facing each other. Have each person come up with three facts about themselves and one lie. The lie should be realistic instead of extravagant. Go around the circle and have each person state the three facts and a lie in a random order, without revealing which is the lie. After someone shares, the others must guess which is the lie. Objective: This is a great ice breaker game, especially for new teams. Helps eliminate snap judgements of colleagues, and gives introverts an equal chance to share some facts about themselves. Blind Drawing Time: 10 - 15 minutes Number of Participants: Two or more people Tools Needed: A picture, pen, and paper Rules: Divide everyone into groups of two. Have the two individuals sitting back-to-back. Give one person the pen and paper and the other person the picture. The person with the picture describes the picture to their teammate without actually saying what it is. For example, if the image is a worm in an apple, do not say, 'Draw an apple with a worm in it.' The person with the pen and paper draws what they think the picture depicts, based on the verbal description. Set a time limit for 10 - 15 minutes. Objective: This is an activity that focuses on interpretation and communication. Once the drawing is finished, it's always interesting to see how the drawer interprets their partner's description. This is Better Than That Time: 15 - 20 minutes Number of Participants: Any Tools Needed: Four or more objects Rules: Pick four or more objects that are different (or the same objects that look different). Split all your participants into even teams. Describe a scenario where each team has to solve a problem using only those objects. This can be anything from 'You're stranded on a desert island' to 'You're saving the world from Godzilla!' Have each team rank the objects based on their usefulness in that specific scenario, along with their reasoning. Objective: This exercise inspires team creativity in problem solving. The idea is to not make the scenarios too easy so it becomes obvious which objects are most useful. Additional Resources for More Team Building Games: •.
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