Tennis Ball Transfer

Have you ever been a customer of a business that claimed it was doing a really great job in supporting and you and in truth it was not? Recently I had dinner with some clients at a lodge in the wilds of Pennsylvania. I arrived to the dinner late, after the group had ordered. The enthusiastic and focused waitress came over to give me a menu and take my order. After glancing around, it appeared that I was ordering after most everyone in the restaurant had ordered. In fact most people at their tables had food. I waited for my food, waited and waited. It was as if the waitress took my order but the kitchen was not preparing my food. The waitress checked in several times to ask me what I wanted. I kept assuring her that I just wanted my food. At no point did she explain my lack of food; not even my trembling or frothing mouth made a difference. Lack of collaboration and coordination between the wait staff and the kitchen staff resulted in me becoming a complaining and unhappy customer.



The restaurant staff could have used a round of tennis ball transfer. Then they could see and experience the impact of lack of coordination and collaboration.



You’re probably thinking – what is he talking about? Tennis ball transfer is one of my new and old favorite team building game to use with clients. Each participant holds the end of string attached to a smallish steel ring on which a tennis ball sits. Business types at the end of the rope, now that is a cliché. The task: the group of said business people must take said tennis ball off one stanchion and leverage it down to balance it on another stanchion. Lack of collaboration and coordination results in the tennis ball crashing to the floor instead of being lifted. In this tennis ball game the facilitator, aka I the bald one, takes on the role of the customer. At the end of the game the group rates themselves as delivering poor, ok and extraordinary customer service. Then the customer, me, gives the group feedback. Most of the time the group rates themselves much higher than what I rate them. The rating gap illustrates how the group is disconnected from the truth.



So why do I, the balding bloodsucking coach, make my clients, business people, engage in this activity? Practice! We all can see the wisdom in the epithet of “practice makes perfect.” Even, Malcom Gladwell makes the case for practice in his book The Tipping Point. So are these business people practicing? Do they actually gain customers and increase revenue by playing this game? No. However, like running through tires on a football field, hitting padded stanchions and doing high knee drills this activity replicates a scenario in the game of business. More specifically, Tennis Ball Transfer teaches collaboration. In this game everyone needs to pull at the same time; a lesson that business people could use help in.



I recently worked with a business to improve the relationship and performance between the purchasing, receiving, production and accounting departments. There were myriad of issues confronting the groups. One of them was that parts would get delivered without a packing slip or purchase order. When that happened the receiving department would quarantine the part (put in a particular part of the floor). The theory was that once in quarantine it was not to be touched; however, in reality members of the production department would just go and take the parts because they were needed to complete the project. Oh and did I mention they would not tell anybody? Their action created havoc with the inventory control department and also with the purchasing department being able to track the order. I was brought in to meet with key members from each of the departments. During our meeting I had them play Tennis Ball Transfer. We used the game as a basis for discussion about the impact of different departments on each other and to create methods for improving coordination and support between departments. In this game when there was a disconnect we would dialogue about it, discuss the issues and most importantly learned from.



The most important feature of these stoopid games is that with a good facilitator they can be used as a practice field from which business people can practice get better and improve. All the while games create is a safe environment with no real customer in sight. God knows that business could use more practice sessions like this. Just ask any hapless customer.

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There are no mistakes

 A principal I live by is that everything happening in an organization happens by design. The same applies in Stupid Games. It’s like this: don’t plan, and pay the price. Don’t listen, and pay the price. On the other hand, collaborate, and move the ball. Solve the problem, and be successful. If you put quality into the preparation and planning of the Stupid Game, you will get quality results. Stupid Games can be used frequently to make points and bring a group together. Typically, businesses will utilize outside facilitators and resources to facilitate the games, but internal people can also be trained to facilitate.

One last thought: picture me in a large field by a hotel; we are not talking Kansas here, the day before I cavorted on the Great Wall of China. My company was working with a major cellular communications firm with the goal of enhancing teamwork between various groups of engineers. During the session in the field, an excited Chinese engineer in Beijing emotionally exclaimed, “These are not Stupid Games! These are good games!” Yes, indeed.
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Teamwork

The final lesson of stupid games that I will discuss is teamwork.

I worked with a manufacturing company that suffered from declining profits due to production and quality problems. To get to the bottom of the issue, we played the “Plank Game;” picture interlocking Lincoln Log like wooden planks that must be assembled in a particular way. (A description of the game and how to play is included at the end of this article) I divided the group into three teams. Each team of nine was given a diagram from which to assemble its set of planks. Each set was similar but not inter-changeable. The groups had to construct all three sets of planks in less than 20 minutes.

The game started strong, with one team finishing the set-up in 14 minutes. The members of that team immediately rose to help the other teams. Together, they assembled the remaining sets in four more minutes for a total setup time of 18 minutes. This is also a fine time. However, the first group to finish overlooked the idea that they could invite the other teams to build their designs on top of the already-completed set. This technique would have allowed them to avoid “re-inventing the wheel.” If they had done this, they could have saved significant time.

In the post-game debrief, we looked at applying the principle of “sharing between groups” and what could be gained by being more interactive and communicative at work. They were then able to design a process to enhance communication and performance during shift handoffs. Production quality and relationships between the shifts have improved markedly since the session.

 

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Satisfying the Customer

Another valuable lesson of Stupid Games is they can teach groups about great customer service.

I worked with a client that was focused on improving its customer service. This company hired a firm to survey its customers. The survey results indicated that the company’s customer service was below average. The company decided to focus on improving its service and its relationships with customers. I was brought in to help the company leadership group develop action plans for improving customer service and customer relationships.

To start the session, the group played one of CMI’s classic games: lower-the-tent-pole-to-the-ground. (See the end for a full description of this game. Is this article valuable or what?) The participants had played this Stupid Game in the past and were confident they would be successful.

As a precursor to the exercise, I said, “The marketplace has changed, so don’t be fooled by these tent poles. They’re super-duper and way different than before.” After pausing for effect, I added the instructions: “I’m the customer. I want you to lower this tent pole to the ground while balancing it on your index fingers. None of your fingers can ever lose contact with it. All fingers must be under and perpendicular to pole. No other body parts can touch the pole. You have three minutes to do this. The faster you can get the tent pole to the floor the better.”

The activity started. The pole went up instead of down. Fingers lost contact with the pole. People yelled, and blamed each other. (That is how this activity typically goes.) Then the groups calmed down. Everyone focused on completing the task. The participants started listening to each other and eventually lowered that darn pole to the ground. They felt good about it and gave each other high fives. They had collaborated and worked as a team. Good stuff. However, throughout the exercise, no one talked to me, the customer. This was very sad. I, the ignored customer, was sobbing quietly in the corner while sucking my thumb. How did this happen? Why was I so … neglected?

 After the game, we discussed the task of lowering the pole and defined good customer service. We agreed that the team worked together. Then we talked about how the neglected customer in this Stupid Game actually mirrored what was happening to customers “back at the ranch.” The group completed the task but they did not make me a raving fan customer. They did not update me or give me attention of any kind. If I used them again I would definitely want to talk about price. I asked the group whether they displayed good customer service during the exercise. The answer: no.

“How could the customer have been more involved in the process?” I asked. “Did you clarify his expectations prior to undertaking the task? Did you ask for any feedback during the task? And after completing the task, did you thank this customer for his business or explore with him what other services he might need?”

The answer to these questions, too, was no.

I asked, “When you saw that you were going to be late, did you tell the customer?”

“No,” they said.

“Does that ever happen at the office?” I asked. “Is the customer always notified of late arrivals and deliveries?”

“No,” they said.

“How does the customer feel about this?” I asked.

“It’s been a complaint,” they admitted, shooting one another looks of realization. Their looks also communicated that they were finding me quite annoying and might want to hurt me.

I said, “Fixing the communication problem and keeping the customer in the loop during this game will help you find ways to keep your customers better informed once you are back at your business.”

Therein, beloved reader lays the method to my madness. There are similarities between what happens during Stupid Games and what happens in the participants’ businesses. Playing Stupid Games provides the group a practice field and allows them to discover obstacles to successful work. They can take what they learn from our discussions back to work and use to implement solutions to problems.

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Planning

Planning and great execution make the difference both in Stupid Games and in the real business world. Dwight Eisenhower said something to the effect of, “During the battle, I have always found that plans are useless, but prior to the battle, planning is indispensable.” Stupid Games teach groups this lesson.

In some of the games, as in life, you can wing it and still be successful. In the business world there are definite times where winging it can work. However this method can also lead to failure. This is what happens in the stupid game called “The Cube.” 

Picture, if you will, a giant cube made of white PVC pipes. The cube is perched on top of a bucket. It looks like it belongs in Chicago’s Millennium Park. The objective is for participants to move through the cube to earn points without knocking the cube over. The consequence for knocking the cube out of place is that you lose all your points and the group must begin all over.

Groups must plan in order to be successful at the Cube. Everyone needs to know when he or she is making the pass and exactly what technique will be used. Even if the group does not follow the exact plan, the planning supports the group’s success. Making time to plan is an invaluable lesson that, when utilized back at work, will support improved team performance.

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Practice

Another lesson from Stupid Games is the value of practice. When people realize that practice is necessary, drama ends and people relax. Participants understand that it is okay to make mistakes and learn from them. That is what happens when you practice. With my long standing clients, I use the same stupid games repeatedly. Although the games might exasperate the leadership groups, the participants recognize their value. Over time, groups who play these games are better at listening, executing and performing tasks with together. In this case practice does make perfect.

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Listening and Learning

What do groups learn by playing stupid games? One of most common excuses I hear is that no one was appointed the leader. But is that true? Hogwash, I say. Lack of leadership does not drive failure, rather the inability of the group to listen to and hear each other.

Listening makes the difference. Once members of a group listen to one another, anyone can lead; understanding and problem solving occur, people focus and work together. This is one of the lessons groups learn from Stupid Games.

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Stupid Games

Before I start, let’s define what a “Stupid Game” is. A Stupid Game is a team building activity used to teach business principles and ideas. In corporate training and development, the games are called “experiential education.” Wow, does that sound highfalutin and fancy.

Groups need to practice to successfully perform and execute tasks. The military gets it and calls it “boot camp.” Theater and dance groups get it and call it “rehearsal.” Sports teams get it and call it “practice.” Often, however, business groups do not get it and for the most part do not practice. Typically, business groups have low group performance. Do we see a correlation?

That is where Stupid Games come in. These games allow groups to examine their own behavior in order to discover how they can improve their performance. The notion is simple: a group solves problems during games the way it does back at the office. The major difference between these contexts is if the group does not perform well at work, there are consequences internally and with customers. If the group does not perform well at the Stupid Game, it is a big-time learning opportunity. There are no consequences for failing at the Stupid Game except learning, having fun, and perhaps even laughing.

For the past 20 years, I have used Stupid Games as a modality for teaching and training our clients. I do not like admitting this, but I am not good at these games, nor do I particularly like them. (I want to be truthful given our relationship. How is that for being vulnerable? Can I have a hug?) Stupid Games are invaluable.  Over the next couple weeks I will highlight how stupid games give groups a practice field where they can learn, plan, practice, develop skills, work together and improve performance.

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Why Do Any of This?

Groups, if they are going to perform together, need to practice together. That is obvious. The Army and Marines get it and call it ‘boot camp.’ Theater and dance groups get it and they call it ‘rehearsal.’ Sports teams get it and they call it ‘practice.’ Business groups don’t get it and for the most part don’t do anything. Typically business groups have low group performance. Do we see a pattern here?

So that is where the stupid games come in. They start to look like they are not so stupid. They let groups take a look at their own behavior in order to discover how they can improve their performance. The notion is simple: a group solves problems the way it does because the people are the same. A group’s ‘group dynamics’ are the group’s dynamics. This is true whether it is in the stupid game or back at the ‘ranch.’

The major difference is if the group back at the ranch does not perform well there are consequences internally and with customers. If the group does not perform well at the stupid game, it is a big-time opportunity to learn. There are no consequences in the stupid game except learning, having fun and laughing at yourself.

So what do groups learn? Here are the some of the lessons I have seen groups of people learn over and over again. Again, there is a game called The Tent Pole. Using just their index fingers, the group is to lower the tent pole down to the ground. At no time are you to lose contact with the pole. The fingers are all under the tent pole trying to maintain contact. The pole goes up instead of down. People scream and yell at each other. Blame is heaped on some poor scoundrel. It’s all great fun.

One of the things that people typically say as an excuse for their lack of performance is that no one was appointed the leader and that is why chaos occurred. That is often the obvious and agreed upon excuse. But is that true? In reality, people are deaf to what is really missing which is listening. No one is listening when this exercise starts.

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So, Back to This Article

Let’s establish that these games and team-building exercises really are stupid. One can argue (and I do) that all games are stupid. For a red-blooded ‘American Male’ to say this (AKA me) could be seen as heresy here in Chicago, land of ’da Bears, Bulls and Cubs. We love our animals here in the Midwest. I could go somewhere with that comment, however won’t.

Give me a break about football. What really happens? You are playing the game and on the line. Then you catch a ball. Everyone over 200 pounds leaps up and pounces on you. So that’s fun? Or take baseball. A small ball is thrown at over 90 MPH directly at you. Then, you attempt to hit this ball with a stick. These games are defined as ‘really fun’ in our culture. You’re kidding, right?

So stupid team-building games are just as stupid as regular games. So ok, having a marble rolled down a PVC pipe into a cup and then to celebrate victory—that has to be as stupid as football or baseball. Or get a group of people over a fake ‘river’ by walking on blue squishy things that belong in a health club. Celebrating that as a wildly successful phenomenon, if you complete it in under ten minutes, is insane. That is what we do: marble in pipes and blue squishy things as stepping stones. Stupid games all.

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Time for Tent Poles

Here’s a case in point. Last Monday I was working with a beloved client who is focused on improving customer service. They’d done research on their company and found their customer service was below the industry average. This is clearly unacceptable. They are putting lots of focus and attention on improving their relationship with their customers. Three task forces were formed and on Monday we were gathering to hear what actions they were recommending to improve how their customers feel about them.

To start the session, we began with the classic tent-pole exercise. They have played this before so the participants were very confident that they would be successful at this. I said that the marketplace had changed so do not be fooled by these tent poles because they were super duper and different than before. I also said I was the customer and what they had to do for me was lower this tent pole to the ground while balancing it on their index finger. They could never lose contact with it. They had three minutes to do this. From my point of view, as the customer, faster was better.

Activity starts, The pole goes up instead of down, fingers lose contact, people yell and blame gets attributed to someone. That is how it typically goes. Then the group calms down and gets focused and some organization occurs. Finally, everyone focuses on getting the task done but no one talks to me, the customer.

As the customer, I am for the most part, left out of the loop. At this point, I am in the corner crying. I am sobbing quietly to myself while sucking my thumb because I, the customer, am being totally ignored. I am the customer after all.

After the stupid game, we talked about good customer service and paying attention to customer needs. During the debriefing, we talked about what happened and how the customer could have been more involved. We also talked about how this mirrors things that are actually happening right now within the organization. There are invariably similarities between what happens during the games and what happens in the business. As a result of playing stupid games, groups suddenly have insights about what’s missing. These are things they couldn't see before.

I asked, “When you saw that you were going to be late, did you ever tell the customer?”

“No,” they said.

“Does that ever happen back at the office?” I asked. “Does the customer always get notified of late arrivals and deliveries?”

“No,” they said

Now they are starting to get it. There are those kinds of looks—at me and then towards each other. Then I said, “If you can fix that problem here and keep the customer in the loop, our experience is that back at your business you will also find ways to keep your customers better informed.” This is the point of the stupid games and why they work.

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Why Stupid Games?

Before we get to why ‘Stupid Games,’ let’s define what a Stupid Game is. A Stupid Game is any team-building activity that can be used to teach business principles and ideas. I don’t want to admit this: I am not good at these games, nor do I particularly like them. However, I want to be truthful given our relationship. How is that for being vulnerable? Can I have a hug?

Stupid Games are invaluable in teaching business groups that are interested in improving performance and doing that in a way that produces results. For the past twenty years, we have used experiential learning as a modality for teaching and developing our clients. Calling what we do ‘experiential education’ is what an academic would call it. For us, they are ‘stupid games’ and they are useful because they give groups a practice field where they can develop their skills and improve their performance.  
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