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The CRISISTEAM Exercise

The CRISISTEAM Exercise. * easy to administer * highly entertaining * revealing teamroles as problem solving strategies. The CRISISTEAM Exercise. Objective * deepening and sharing understanding of team roles * illustrating ‘predictabilities’ in outcomes

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The CRISISTEAM Exercise

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  1. The CRISISTEAM Exercise

  2. * easy to administer * highly entertaining * revealing teamroles as problem solving strategies The CRISISTEAM Exercise Objective * deepening and sharing understanding of team roles * illustrating ‘predictabilities’ in outcomes * relaxation and socialization

  3. Moment: * After the explanation of the teamrole theory * Before individual feedback on teamrole scores has taken place Subgroup size: * 3 to 6, groups as homogeneous as possible (“Teamopoly-teams”) Time: * 1 hour for the exercise in subgroups * ½ to 1 hour reviewing

  4. INSTRUCTION: “The Crisisteam” 1.      Make up a crisis 2.      Compose a crisisteam -         not using functional roles or expertise, -         but using Team Roles a)      what Team Roles IN, WHY? b)      what Team Roles OUT, WHY? c)      what numbers? d)      what tasks? 3.      Optional: Names of well-known persons - full consensus, everyone has a veto - prepare a presentation

  5. Reviewing the Crisisteam Exercise: •  spokesmen report • ask for comments, stimulate discussion • recall the objectives • present anecdotical material • -         about teamroles preferring types of crises • -         about teamroles preferring types of solutions • discuss • -         teamroles as problem solving strategies • -         teamroles as a way to identify/define problems • -         teamrole “resonance” • - teamrole “arrogance”

  6. TYPE OF CRISIS FAVOURITE APPROACH PL Fiction, beyond reality Creative exchange with the problem ME Complex challenge to the mind, often still to come Stand back & analyse RI Fancy fair of connected disasters, fun Go for it, interactive approach, negotiations going on, open end SH Dangerous and acute thread, exaggeration Aggressive approach, focus, SH in the lead IMP & CF Technical mishap, realism Sequence of sensible actions, restoring old situation, no nonsense, risk management TW People in distress Coordinated rescue operations, happy ending, managing feelings CO Lack of management Providing interim-solutions, a “coup d’état”

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