Tools for Consultants

Name: Tools for Consultants
Brand: Trainers Warehouse
Rating: 4.6 (8 reviews)

Skip the costly consultants and draw on the tools they use foster communication, leadership, and strategic thinking. Trainers Warehouse curates tools from expert trainers, facilitators, and consultants around the world.

56 products

MTa Team Kit - 16 Team Building Games

Team Building Games for all types of teams!

$2,885.00

This is an amazing collection of team building games that come to us direct from our friends in the UK. Each game draws from a unique collection of specially-crafted building materials. The complete suite of team building experiences is perfect for every stage of team development.

If it seems expensive... it's not! Each game is appropriately challenging and promises to generate a plethora of learning points pertinent to the real life worlds of your participants. And, it's only $168 per game!

*Please allow up to 2 weeks for shipping

Six team development exercises encourage and support participants to explore, understand and develop a wide range of interpersonal and team skills:

Collaboration
Communication
Achieving objectives
Influencing
Motivation and Engagement

Ten short activities (10-15 minute, plus debrief) to introduce team development concepts, break the ice, or energize flagging groups. All involve lots of action and most an element of competition. Each is quite different, and despite being quick, will raise salient points about the way individuals in the group are working with each other. Use these quick activities to:

Stimulate fresh thinking
Introduce new topics
Energize your group
Practice effective teamwork

6 TEAM DEVELOPMENT EXPERIENCES

Engaging activities and thought-provoking review questionnaires make it easy for facilitators to develop learning opportunities. Each activity is designed with specific discussion topics in mind:

1. Over the Bridge – learn and practice basic team development skills

In this energizing activity, the task of making a bridge and a car should be easy, but the instructions are intentionally ambiguous. How effectively will teams question the key stakeholders, clarify their objectives, and develop plans before starting work? In the first part of Over the Bridge, team learn basic team working concepts. Part two provides an opportunity to apply that learning.

2. Rectangle – explore different of styles of communication

Playing Rectangle – creating the largest rectangle they can with the given game pieces – is an interesting challenge. Success requires effective communication and highlights differing personality styles (i.e., conscientious vs. dominating). The task seems to be straightforward but necessitates planning, listening, and recognizing one another's needs.

3. The Frame – focus on inter-team communication and big-picture thinking

In The Frame, facilitators are guided to break a team into two rooms or spaces that are out of sight of one another. The "instructors" in one room must coach the "constructors" in another room to build a complex structure. The team's shared task would be easy if they were in full site of each other and could work together to solve the problem. Frustration mounts until groups, step back, think, reconsider their assumptions, and overcome the obstacle that separates them.

4. Digital Display – discuss the interplay of individual and team success

Digital Display is a powerful activity experienced in complete silence. Everyone has an individual task—to form a unique number or letter with a handful of game pieces. Will each member of their team be successful? Or, will players be tempted to complete their personal task without regard for the rest of the group. Tending to personal needs first is tempting but may have unintended and unwelcome consequences that inhibit team success, require work to be redone, and harm relationships.

5. The Trailer – practice delegation, leadership, and team empowerment

See what happens when your team leaders have an overview of a task, but don't provide their teams with everything they need to complete the task. In The Trailer game, teams are divided into "designers" and "builders," and moved to separate locations. Each subgroup is working on a different part of the same project. Teams wrestle with delegation, incomplete information, and uncertainty until they are joined together later in the exercise.

6. The Tower – develop negotiation, conflict resolution, and inter-team cooperation skills

The Tower is a unique "coopetition" activity in which teams are challenged to build a tower as tall as they can. Teams tend to seek individual success over win-win solutions, but their ultimate success requires them to share ideas, work together, develop trust, and accept suboptimal height on their own tower construction. If a team works against another or tries to beat another, everyone loses out. The Tower demands effective analysis, clear and effective communication, leadership between teams, planning, building, and retaining trust and negotiating.

10 QUICK EXERCISES TO INTRODUCE, ENGAGE, & SET THE STAGE FOR LEARNING

Each of these last 10 activities can be played in just 10 to 15 minutes, plus debrief. Intersperse one or more into your training day to build peer relationships and keep groups energized:

Where's the Chair – identify what helps and hinders teamwork
The Stack – consider the impact of competition on teamwork and practice group decision making
Getting to Know You – establish relationships and differentiate between assumptions, expectations, and facts
Through the Bolt Hole – practice team problem solving, planning, consensus building and decision making
Domino Theory – understand the value of developing and testing multiple ideas, changing your mind, and learning from others.
Hold Everything – challenge assumptions, consider how success is measured, and differentiate between working to requirements vs personal preferences.
Rectangles – differentiate between customer requirements and personal standards when focusing on quality, goals, and expectations.
Roulette Wheel – explore the challenges of giving and receiving instructions, whether leading or following.
Playhouse – consider assumptions about competition and collaboration as teams race to be the first to enclose all team members in a 3-dimensional playhouse structure.
Creating Obstacles - each team designs an obstacle course to be completed by another team. Themes of communication and leadership emerge as they create hurdles, hoops, and more.

WHAT'S INCLUDED IN THE ACTIVITY GUIDES

Comprehensive facilitator's notes
Participant briefs
Thought provoking review
Questionnaires
Learning transfer sheets
Online access to review questions and learning transfer documentation.

TEAM BUILDING ACTIVITY INFORMATION

Time: 10 mins - 2 hours
Levels: Introductory to Advanced
Participants: 6 - 12

MTa's JAMIE THOMPSON TALKS ABOUT CHOOSING THE RIGHT GAME

Insight Kit by MTa - A 53-Game Collection

Gather Insight with 53 amazing experiential games!

$3,995.00

Gather Insight and Experience with 53 amazing experiential games! That's only $68 per game!

This incredible kit is loaded with game parts and notes for 53 highly effective experiential activities provide participants with a broad range of learning opportunities. Each learning game comes with amazing facilitation notes, participant briefs, review questions, and learning reinforcement sheets.

*Please allow up to 2 weeks for shipping

Easy game selection– games are categorized by focus and learning objectives so you choose the right corporate learning game for your group’s needs
Clear facilitation notes– comprehensive notes make it easy for trainers and managers to lead each game
Engaging experiences – developmental games are so engrossing that participants will get lost in the activity
Insightful learning reviews – facilitate lively and thought-provoking discussions
Real life learning – link experiences back to real work issues

FEATURES

53 activities – choose from a huge library of active learning games
240 game pieces – packed into two smart travel bags
9 binders – full of facilitation notes
10 minutes to 3 hours – make the most of however much time you have
Introductory to advanced – engage anyone in your organization from apprentices to executives
5 to 20 participants per kit

TRAINING DEVELOPMENT GAMES

Team Development (18 games)
Problem Solving (6 games)
Communication (7 games)
Leadership
Decision Making (6 games)
Stakeholder Alignment

53 GAMES -- FOR ALL YOUR CORPORATE DEVELOPMENT NEEDS

** SEE GAME DESCRIPTIONS BELOW **

18 Team-Building Games and Activities

Introduce and develop the skills, abilities and attitudes frequently associated with effective team dynamics. Deepen and broaden individuals’ understanding of effective team working, whether groups are forming, storming, norming or performing. Team effectiveness qualities include:

Listening
Building on ideas
Planning
Questioning

6 Problem-Solving Experiences

Help participants understand the key elements of effective problem solving and the perceptual, emotional, cultural, as well as the intellectual blocks that might inhibit performance by individual team members. Develop skills such as:

Problem identification, analysis and resolution
Questioning self and others
Success orientation

Communication (7 activities)

Effective communication, verbal and non-verbal, requires practice, feedback, and listening. These communication games will help you develop smart attitudes and behaviors that support effective communication:

Succinctly explaining
Effective instructing
Unambiguous language

Performance Improvement & Negotiation Skills (6 activities)

This set of performance improvement activities encompasses a range of more complex leadership and team performance skills. These intellectually demanding activities will challenge your groups, and help you develop the attitudes and attributes required of top performers, such as:

Followership and leadership
Negotiation
Strategic awareness

Leadership 1, 2 & 3 (4 long activities and 5 short activities)

The leadership games and activities in the MTa Insights Kit will help you develop those who are already effective team players into effective organizational leaders. Each activity provides opportunities for participants to experience different aspects of leadership and consider how the leader’s approach affects their followers. For instance:

Gaining commitment
Delegating
Setting targets for others
Styles of leadership
Project management

Business Priorities (7 activities)

People and organizations are most successful when they produce and deliver something of value to others. These 7 activities introduce this reality. While they vary in difficulty from relatively-simple to quite-demanding, each assists in the development of these skills:

Business acumen
Customer focus
Selling (product or ideas)

SEE WHAT’S INCLUDED IN EACH GUIDE

Comprehensive facilitator’s notes
Participant briefs
Thought provoking review questionnaires
Learning transfer sheets
Online access to review questions and learning transfer documentation.

INCLUDES

240 Insight parts in 2 smart travel bags
Facilitator guides for 53 activities
MTa user license
MTa participant worksheet

GAME DESCRIPTIONS

GAME NAME	FOCUS	SHORT DESCRIPTION	TIME	PARTICIPANTS	LEVEL
Artifacts	Business Priorities	Competing teams have to establish customer needs by questioning you the customer, find ways to meet these needs and make sales presentations.	25 Minutes plus Review	6 – 20 in two to four teams of 3 - 5	Intermediate
Built to Design	Business Priorities	Teams design and build symmetrical trays. However there are set periods for group discussion and planning, and other periods for building. All team members must understand and implement the decisions that the team has made and respond to any deviations from the plans. Any failures in team communications, decision making and planning, or lack of commitment to the process become obvious to all very quickly, but overcoming resulting problems efficiently isn’t easy!	20 Minutes plus Review	8 – 15 in two or three teams of 3 – 5	Intermediate
Container Freight	Business Priorities	The cost of shipping goods is dependent on the way they are assembled and the size of container that must be used. There is an infinite number of ways of packing the goods, but teams have to consider their options, create their structures and calculate the costs, which should, of course, be as low as possible.	30 Minutes plus Review	6 – 20 in two to four teams of 3 - 5	Advanced
Disc Transporter	Business Priorities	Teams have to establish customer needs by questioning, you, the customer to find a way to meet these needs profitably and to make a successful sales pitch using a model to back up their proposals.	35 Minutes plus Review	4 - 12 in one or two teams of 4 – 6	Advanced
Getting Ahead	Business Priorities	Competing teams make money by trading their components and selling products to the customer (you the facilitator). Each team has a similar store of raw materials, but different product ranges and therefore differing needs for raw materials. Participants have to work out the relative profitability of their products, trade raw materials with other teams, and negotiate payment for replacement raw materials.	30 Minutes plus Review	6 – 15 in three teams of 2 – 5	Advanced
Money Matters	Business Priorities	Teams set up and run businesses that make money by producing square, rectangular, trapezoid and triangular holes. They have to keep track of finances and produce a financial statement. The facilitator is assisted by two group members, one working as a customer, the other a supplier.	25 Minutes plus Review	5 – 14 in one or two teams of 3 – 6 (plus the customer and supplier). With just one team the custome	Intermediate
Back to back	Communication	This task involves effective communication at two levels, within and between pairs. To be successful individuals must work effectively giving and receiving clear instructions, whilst the pairs must work together to produce a single product: everyone has to be fully involved.	< 20 minutes plus review	8, but in addition up to 4 observers can be usefully employed	Intermediate
Blind Statues	Communication	Group members have to create simple structures that will enable them to move an object as far as possible. The task involves a planning and an implementation phase. During the implementation phase half of the members of each group have to wear eye-shades.	20 Minutes plus Review	6 – 24 in one to three groups of 6 – 8	Introductory
Getting it Right	Communication	There are 3 stages: 1.four groups produce instructions for the assembly of four sections of a model 2.paired groups take turns to assemble a section and observe each other assembling 3.The whole model is completed by members of each group working to verbal instructions.	30 Minutes plus Review	8 - 12 working initially in 4 sub-groups of 2 or 3 - It is possible to use the activity with just 2	Introductory
My Views	Communication	Individuals score as many points as they can by taking part in a relatively simple task. However, as the task proceeds they have to disclose information about themselves. The nature of this information is dependent on the decisions made and actions taken.	20 Minutes plus Review	4 – 20 in one to four groups of 4 – 5	Intermediate
Seeing Red	Communication	This is a competitive task during which team members have to interact throughout. Everyone has to: develop a common understanding of the problem, communicate their ideas clearly, think logically together, implement agreed actions carefully, and keep each other updated with progress. All communication has to be verbal. The task has similarities with the task in the activity ‘Sorting Shapes’, but this one is much more demanding. The two tasks can be used sequentially.	< 30 minutes plus review	4 - 12 people working in one or two teams of 4 - 6.	Intermediate
Sorting Shapes	Communication	This is a team problem solving activity with a definite end point. It requires effective communication, logic, patience, accuracy and co-operation. There is no construction involved. The task has similarities with activity 6 ‘Seeing Red’ but ‘Sorting Shapes’ is much easier. The two tasks can be used sequentially.	< 15 minutes plus review	3 - 12 working in 1 or 2 teams of 3 – 6	Introductory
Swinging	Communication	Two teams working in separate locations are interdependent. Both have to complete a task which, through effective written instructions, will enable the other to complete a second task.	20 Minutes plus Review	6 - 10 working in two groups of 3 - 5	Intermediate
Leading from Afar	Leadership 1	The activity is in two parts. The first five minutes is spent with leader and team members working in separate rooms. They then come together under the direction of their leader to complete a predefined model. If more than one team is involved competition can be introduced.	20 Minutes plus Review	5 or 10 in one or two teams of 4, each with a Leader (observers can be used)	Intermediate
Leading the Team	Leadership 1	The leaders of one or two teams are given a series of tasks that have to be completed by their teams, as well as a confidential task that must be done by them alone. The pay that team members and the leader receive is affected by the decisions the leader makes and the successful completion of the task.	30 Minutes plus Review	8 - 12 in two groups of 3 – 5, each with a leader	Advanced
Led Jigsaw	Leadership 1	The activity is in two parts. During the first five minutes, the team members work individually (supported if necessary by their leader) on their own section of a task. Subsequently, everyone works together under the direction of the leader to complete a 'jigsaw' that has a correct solution. If more than one team is involved competition can be introduced.	30 Minutes plus Review	5 or 10 in one or two teams of 4, each with a leader (observers can be used)	Intermediate
Led Statues	Leadership 1	The leader(s) have to work through their teams to complete the task which needs careful work. There are different constraints on leaders and team members which demand excellent verbal communication between the leader and the whole team as well as individual team members.	25 Minutes plus Review	5 to 24 in one to three teams of 5 - 8 (1 leader per team)	Introductory
Taller Stack	Leadership 1	Taller Stack is a competitive two part activity. Initially groups work to complete a task that requires some thought and planning, then fast teamwork. However, before they finish, group membership is changed, ‘formal leadership’ introduced and the activity restarted with additional constraints.	20 Minutes plus Review	4 – 20 in two to four groups of 2 - 5	Introductory
Cable Car	Leadership 2	Three sub-teams, each with their own team leader, work in separate locations on interdependent parts of the same task. The overall leader has to provide direction and support to all three teams at the same time. It is a challenging and dynamic role as new problems are never far away!	1 - 2 hours	Oct-13	Introductory / Intermediate
The Hoist	Leadership 2	2 teams work in parallel on a task which is 3 parts. Aim: to refresh and develop skills that are fundamental to team leadership, identifying, clarifying and working to objectives and priorities, developing and delivering instructions to others, motivating others to achieve a goal that may be at odds with their personal objectives and to understand the implications of not recognising and utilising the team members' abilities.	2 - 3.5 hours	Aug-14	Introductory / Intermediate
Maxi Market	Leadership 3	Participants are exposed to common problems with project management in this two part activity. The written objectives are clear but the priorities less so. Only when participants recognise the importance of understanding and meeting the customer's needs can they begin to make progress by breaking the task into parts, allocating work and managing interfaces. Typically many mistakes are made in part 1 but, following a learning review, participants are much more effective in part 2.	1.5 – 2.5 hours	May-14	Intermediate
Waste Away	Leadership 3	The challenging activity is in 3 stages, each with its own learning opportunities: Stage 1: Leaders work closely with their teams, interfering? Stage 2: New information is introduced. Leaders must make time to re-evaluate tasks with new information, and preparing others to lead on their behalf. Stage 3: The task involves new leaders leading new teams but, as much of the learning will build on the individual learning realised during Stages 1 & 2, and those areas where there is scope for further development, the detail will vary from group to group.	2.5 - 3.5	Aug-14	Intermediate / Advanced
Disc Roll	Performance Improvement	Competing teams score points by setting themselves and achieving targets. Teams monitor their progress against the competition and revise their plans to help them achieve their goals.	30 Minutes plus Review	6 – 12 in two or three teams of 3 – 4	Introductory
Everyone’s a Winner?	Performance Improvement	The decisions involved in completing the task are complex. Teams develop their strategy and select a leader, but each team’s strategy has to be implemented by individuals working alongside their competitors, not their colleagues. Leaders can discuss and develop their strategy with their teams at specified times and enter into discussions with competing leaders. There are opportunities for everyone to make and break agreements.	50 minutes plus review	8 – 20, two to four teams of 3 or 4, with 1 leader per team	Advanced
Leading Pairs	Performance Improvement	The decisions involved in completing the task are complex. Pairs work to develop their strategies which have to be implemented by individuals whilst working alongside their competitors, not their colleagues. Pairs can discuss and develop their strategy at specified times during the activity but as they are unlikely to achieve similar results, tensions can develop. There are opportunities for everyone to make and break agreements.	50 minutes plus review	8 – 12 in four to six pairs	Advanced
Meeting Expectations	Performance Improvement	Teams plan the assembly of simple products (in difficult circumstances) and prepare financial forecasts. Each has 3 attempts to improve its profitability and the accuracy of its forecasts. Time constraints are tight and penalties harsh. Forecasts vs. actual costs are compared and their significance reviewed.	50 minutes plus review	4 – 12 or possibly 24. Two teams of 4, 5 or 6 are ideal, but 3 or 4 teams can work in parallel, but	Intermediate
Meeting the Challenge	Performance Improvement	Opposing teams score points by setting each other challenges which opponents may choose to accept or decline. The scoring system means that teams have to weigh up the likely impact of several variables. Teams can revise their approach and plans to meet changing circumstances.	50 minutes plus review	3 – 10 in one or two teams of 3 to 5	Advanced
Our Success	Performance Improvement	There are three parts to the activity. Pairs or threes work within a group to achieve the highest score they can for their pair or three (not the group). The rules for scoring are different in different parts of the activity. Decisions within the pairs/threes are based largely on individuals’ approaches to, and understanding of, success when working with and in competition with others. With 8 or more people two groups work in parallel. This introduces additional dynamics which increase the learning opportunities.	40 minutes plus review	4 – 12 working in pairs (ideally) or threes in One or two groups of 4 to 6. Members of each pair / t	Intermediate
Colourful Necklace	Problem Solving	Teams are competing against each other to complete a task that appears simple (making a necklace that will encircle the whole group). However team members soon find it needs creative problem solving, care in planning and quality checks when executing the task. Constraints within the task make it much more challenging than it first appears.	10 - 15 Minutes plus Review	6 – 20 in two to four teams of 3 - 5	Introductory
Girders	Problem Solving	Individuals or pairs work to solve a series of problems that involve arranging 6 similarly sized girders so that they have specified numbers of contact points. The initial problems are relatively easy, but they get more challenging as participants proceed.	15 Minutes plus Review	1 - 4 working individually, 4 - 8 in pairs or 9 - 12 in threes	Introductory
Jigsaw	Problem Solving	The activity is in two parts. During the first five minutes, team members prepare for the task on their own; they then come together to pool their resources to complete a jigsaw.	20 - 25 minutes plus review	4 or 8 in one or two teams of 4	Intermediate
Odd Colour of Stack	Problem Solving	Competing teams have to stack from their components within specified constraints. The task is much more difficult than it appears: usually teams focus on the height of their stack instead of identifying and solving the major stumbling block which involves the colours of the components. Failure to identify and resolve this key problem can stop teams completing their task within the specified time	10 Minutes plus Review	6 – 16 in two to four teams of 3 – 4	Intermediate
Through the Slot	Problem Solving	Competing teams score points by passing a tray though a frame. The greater the number of components carried by the tray and the greater relative size of the tray to the size of the frame, the higher the score. The problems the groups face are: understanding the implications of the brief, designing and building a tray and a frame that will attract as many points as possible, passing the tray safely through the frame.	15 Minutes plus Review	4 – 12 in one or two groups of 4 - 6	Intermediate
Water Tower	Problem Solving	The task is to build a tower and use it to support cups of water within given constraints. The winning group is the one that completes the task in the fastest time, but there are penalties for errors so they must plan, group problem solve and work with care.	< 15 minutes plus review	6 – 20 in two to four teams of 3 - 5	Intermediate
Balancing Act	Team Building 1	Teams compete to produce, within a tight time frame, the most accurate free standing weighing system from the materials provided. The winning team is the one that produces the system that is able to differentiate between the two most similar weights.	15 minutes plus test and review	6 – 12 in two or three groups of 3 – 4	Intermediate
Boxed In	Team Building 1	Teams compete against each other to make a functional object that can take almost any form. To avoid doing unnecessary and inappropriate work team members need to challenge assumptions and norms, make decisions that some may find hard to accept, and then work to appropriate quality standards.	<10 Minutes plus Review	6 – 16 in two to four teams of 3 - 4	Introductory
Enclosed	Team Building 1	For teams to perform well they have to invest time in understanding the task and evaluating options before they start work. There are two activity briefs, one being significantly more challenging than the other. Each brief can be used in isolation, or they can be used sequentially to develop the learning further.	5 - 10 Minutes plus Review	6 – 20 in two to four teams of 3 – 5.	Introductory
Group Necklace	Team Building 1	Teams compete against each other to complete a task. It appears to be simple but teams that dive-in find out that planning and attention to detail pays dividends.	10 - 15 Minutes plus Review	6 – 20 in two to four teams of 3 - 5	Introductory
Odd Type of Stack	Team Building 1	Competing teams have to build the shortest stack they can, using all their components within specified constraints. The task appears to be more difficult than it is because there is a critical objective and a secondary objective. The secondary objective usually takes precedence but is more difficult to achieve. Consequently, teams often miss the time deadline.	8 Minutes plus Review	6 – 16 in two to four teams of 3 - 4	Intermediate
Shapes	Team Building 1	The group has to make specific shapes from the components. Participants need to understand the problem, think logically and creatively, challenge norms and build on each other’s ideas. There are 3 levels of difficulty of the task in this activity: Option A is the easiest, Options B and C are more difficult technically. Because of the quantity of the components available in Option C, individuals can be tempted to work independently and reduce their team's performance. Options B or C can be used as a follow-on activity to Option A.	10 - 15 Minutes plus Review	3 – 20 in one to four teams of 3 - 5	Intermediate
Short Thread	Team Building 1	Teams compete against each other to complete a task that requires care in both its planning and execution. It’s apparent simplicity can cause problems if teams don't think ahead.	8 Minutes plus Review	6 – 16 in two to four teams of 3 – 4	Introductory
Tall Stack	Team Building 1	Each team has to create a stack using all of their components. The task isn't difficult but the constraints mean that thought, learning through experimentation and planning are all needed. When building the stack team members have to work together, supporting each other’s ideas and actions.	10 Minutes plus Review	6 – 20 in two to four teams of 3 - 5	Introductory
Tightly Packed	Team Building 1	Teams arrange their components so that they cover the minimum surface area. Successful teams will spend time understanding the task, looking for creative solutions and revising their ideas as they work.	10 Minutes plus Review	6 – 20 in two to four teams of 3 - 5	Intermediate
Wheelbarrow	Team Building 1	This is an energizing and fun activity during which competing teams have to build and use simple wheelbarrows, but will they be fit for purpose? They are tested in a race.	15 Minutes plus Review	6 – 12 in two to three teams of 3 - 4	Introductory
Caught in a Web	Team Building 2	'Caught in a Web' is a more complex version of ‘Spinning your Web’. In it the actions of team A has a direct bearing on the success of Team B and vice versa. Each team has a dilemma: to win it has to outperform the other team, but both teams must complete the task before either can succeed.	30 Minutes plus Review	8 – 18 in two or three groups of 4 – 6	Intermediate
DIY	Team Building 2	Teams have to design and test tasks which are then ‘tried for real’ and evaluated. The activity has 6 phases: Task Design, Learning Review, Test 1, Review, Test 2, Review	45 - 60 minutes including 3 short reviews	8 – 14 in two groups of 4 – 7	Intermediate
Feet of Clay	Team Building 2	The group(s) have to develop a system of transporting a large marble as far as possible along a static human chain. There are constraints which challenge each individual and the teams.	15 Minutes plus Review	5 – 24 in one to three groups of 5 – 8	Intermediate
Minefield	Team Building 2	Each team has members on either side of a minefield. Team members on both sides have to work together to complete a task but they have to remain on their own side throughout. There are several ways that the task can be accomplished, but mistakes are penalised severely. Time spent planning, and the careful execution of these plans, is essential.	< 10 minutes plus review	8 – 12 in two teams of 4 – 6	Introductory
My Success	Team Building 2	There are three parts to the activity. In each part individuals work within groups to achieve the highest score they can for themselves (not the group) by building stacks. The rules for scoring are different in each part of the activity. These differences raise questions about individuals’ approaches to, and understanding of, success when working with others.	20 Minutes plus Review	3 – 10 in one or two groups of 3 to 5	Intermediate
Speedy Stack	Team Building 2	Competing teams have to use all of their components to create the shortest stack they can. Teams work against the clock, but the task is complicated by constraints and time penalties for missing quality standards which create conflicting pressures, i.e. reducing time spent understanding and solving problems, planning and monitoring quality vs. getting the job done quickly.	20 Minutes plus Review	6 – 16 in two to four teams of 3 – 4	Advanced
Spinning your web	Team Building 2	‘Spinning Your Web’ involves designing and building a structure that they then use in a competition. The two parts of the activity (designing and competing) are quite different so they generate quite different learning opportunities.	15 Minutes plus Review	8 – 18 in two or three groups of 4 – 6	Intermediate
Successful Pairs	Team Building 2	Small teams (pairs or threes) work to achieve the highest score they can for their team whilst working alongside competing teams. Co-operation between teams can increase their scores, but this will enable competitors to increase their scores as well. How do teams succeed when team members are likely to have very different personal attitudes to, and measures of, success?	30 Minutes plus Review	4 – 18 working in 2 to 6 teams of two (ideally) or three. Each team has to work alongside one or two	Advanced

MTa's JAMIE THOMPSON TALKS ABOUT CHOOSING THE RIGHT GAME

Virtual Glass - Online Facilitation Games & Tools

VirtualGlass - Online Games & Facilitation Tools - 1 YR

Games & Tools for Virtual Facilitation

$1,350.00

Designed by and for facilitators, VirtualGlass™ is an online training platform containing 20+ virtual activities that make online learning more interactive and engaging. The toolkit offers dozens of tools and experiences for Team Development, Leadership, Styles, and Communication. All were modified from face-to-face experiences, in an effort to bring top-notch in-person energy to remote workshops.

MAKE ONLINE INSTRUCTOR-LED TRAINING FUN!

Find dozens of virtual instructor-led games and activities that make online training more engaging and interactive, including:

Team building games activities, addressing...
- Communication
- Collaboration
- Co-opetition
- Problem-solving
- Assumptions
- Process improvement
- Roles
- Knowledge sharing
Leadership activities, building...
- Leadership qualities
- Emotional Intelligence (EQ)
- Expectations and Accountability
- Conflict Management
- Time Management
- Building Trust
- Peer-to-Boss promotions
Conversation & facilitation tools
- Flipchart-style note taking tools
- Debriefs
- Discussion forums
Assessments
- Communication Styles
- DiSC

VirtualGlass™ works exceptionally well with blended learning as participants in the class and those virtual can complete the same activities at the same time. See an explanation of the different games below.

VIRTUALGLASS AT-A-GLANCE

Easy Access: participants login with a URL you provide.
Quick set up: Copy and paste the activity link in the chat box and click the play button in an activity to get started. Takes just 5 seconds!
Participants: 3 - unlimited (some activities work best with at least three participants).
Facilitation Notes: Activities include detailed leaders notes and PowerPoints (you can also reach out to the folks at Glass of Learning, if needed).
Co-Facilitation: For small groups of 3-15 you may not need a co-facilitator. For larger groups, it helps to have one producer/moderator who sends participants into teams and breakout rooms so the facilitator can focus on the content.
Downloadable Notes: Easily download notes from previous sessions for review or sharing with participants
Administrator Panel: The admin panel lets you access facilitation tips and notes, as well as:
- Divide groups into teams
- View or track team progress
- Reset team progress on a game
- Listen in on group discussions
- Re-brand or re-name activities
- See all team notes on a final debrief screen
- Export and share post-session results

PRICING

Your purchase of VirtualGlass is for a 1-YR SUBCRIPTION for one Facilitator. You can have as many participants as you want!

WATCH OUR SHOW & SHARE DEMO

AND, SOME QUICK EXPLANATIONS...

About the platform

Why the platform was created

GAMES & FACILITATION

TEAM BUILDING GAMES

Aggregate – An architect has come up with plans for a new condo complex, however, before he could complete the drawings, he quit the job. Each team will complete the Architects drawings for the ground floor of a condo complex. The team will only have the Architect’s notes to complete the construction. PURPOSE: Team collaboration, managing assumptions, prioritizing information

Circle Words - Participants organize a series of words into a logical order. Focus debriefs on mindset, community, communication, decision-making, flexibility, time management, and more. PURPOSE: Effective communication, team building, team bonding, and problem solving, time management. [Credit: Chris Cavert & Friends FUNDoing]

County Fair – In this matrix/logic puzzle teams must identify the winners of the County Fair using the 13 clues. Teams must identify who baked each pie and which prize each pie won. PURPOSE: Building communication and collaboration skills. [Credit: Michelle Cummings]

Distortion - Participants must communicate a drawing to someone else who will build the drawing, using the tools they have been provided. Based on roles in the activity, different views of the information are available to the different users. PURPOSE: Build communication skills, examine limiting beliefs about what we have control over, improve planning, reframe mindsets, increase customer satisfaction.

Finding the Point - In this activity, a set of puzzle pieces, when properly assembled, creates a set pattern. Teams will assume they don’t have enough resources to finish the task and must explore reactions and approaches to wrestling with limited resources. PURPOSE: challenging assumptions, collaborative creative-thinking, and problem-solving. [Credit: Jim Cain Teamwork & Teamplay]

On Deck – In this sudoku-like activity, teams must organize a 4x4 grid of playing cards according to a set of criteria. Over a series of rounds, the criteria will change, making the challenge more difficult. Between rounds, teams debrief their successes and explore new strategies to complete the task. PURPOSE: develop communication and listening skills, process improvement, and group problem-solving. [Credit: Michelle Cummings]

Personify – in this win-win game, teams take turns placing their game pieces on a grid to gather the highest score possible. Typically, teams will competitively block each other, restricting both teams from accumulating the most points possible. PURPOSE: explore tendencies toward competition over collaboration and highlight the benefits of sharing knowledge across teams.

LEADERSHIP ACTIVITIES

Best/Worst Leader - Use a variety of online crafts to create a metaphorical representation of the best or worst leader they have experienced. Discuss how it feels to work for different types of leaders. PURPOSE: Understand the impact of leaders, explore personal leadership goals

Emotional Intelligence – Explore four quadrants of EI, identify the EI behaviors of each quadrant. PURPOSE: identifying the 4 skills associated with Emotional Intelligence.

Expectations and Accountability – 2 part coaching activity – Help participants set clear expectations with their direct reports. Use Glass of Learning’s 5-step model to outline the expectations, then work through the 5-step accountability model to establish how they will hold individuals accountable for expectations set. PURPOSE: setting expectations and delivering on promises.

Impact of Conflict - See how conflict has a ripple effect throughout the organization. Teams will review a set of conflict scenarios and together, discuss the impact these situations would have and possible solutions to address the situation. Upon review of the scenarios, teams will add notes to the screen recapping key learnings on the impact of conflict and solutions to manage conflict in the workplace. PURPOSE: managing conflict and understand the impact of conflict on others.

Managing Time – Working in small groups, participants organize a manager’s daily tasks in the Priority Matrix. Concurrently, a series of interruptions will appear on the screen, interrupting the group’s flow. Participants must figure out how to manage these additional tasks in real time. PURPOSE: time management, prioritization and shifting priorities, differentiating tasks based on urgency and importance.

Peer to Boss – a scenario-based activity demonstrating the challenging decisions that can come up between bosses and their employees who once were peers. In this “Choose your adventure’ style activity, participants choose between multiple choice answers related to each scenario. PURPOSE: navigate changing roles, from peer to boss and build awareness of potential challenges, opportunities, and roadblocks.

Trust Spectrum Scenarios (team experience) – participants examine a series of real-life situations, then discuss whether they would give or withhold trust in that scenario. PURPOSE: understand individuals’ varying degrees of trust and the impact of psychological safety on work environments and team performance.

Trust Spectrum (Individual experience) – individuals review a series of actions members of their team do to support both the department and the leader. In reviewing these actions, individuals assess if they would readily complete these actions for their leader and if their team would complete these actions for them. PURPOSE: explore obstacles that may prevent trust in the workplace and the impact of distrust.

CONVERSATION TOOLS

Bring & Brag, Share & Steal - Debrief tool allows participants to share experiences and successes using online sticky notes. PURPOSE: Collect group’s wisdom and best practices.

Circle of Influence – Leadership Activity exploring areas of Influence and Concern - In part 1, Teams identify work issues over which they have influence or no-influence. Debriefs explore how circles of concern and negative energy can affect others’ success. Part 2 invites participants to revisit their concerns, and identify how they can add influence (not just concern) in these areas. PURPOSE: leadership development, understanding areas of concern and influence, and focusing on areas where you can have positive impact. [Credit: Stephen Covey]

Discussion Forum / Flip-charting - Capture notes from small groups on any number of topics. Combine break-out discussions into one document that can be viewed by all participants for a debrief discussion. PURPOSE: record and review any team discussion.

ASSESSMENTS

Communication Styles - Players examine four communication styles: Intuitor, Feeler, Thinker and Sensor. Improve teams’ awareness of how we send and receive information through our communication. PURPOSE: Assessing your own and others’ communication style, and adapting your style to improve leadership and relationship results. [Credit: Paul Mok, Training Assoc. Press]

DiSC Work of Leaders – 3-part activity – Style teams (grouped according to their DiSC style) review a set of descriptive words corresponding to their style and collectively select the top 5 cards that best describes them. Then, teams come together and answer two questions about their work style, highlighting key differences among the different styles. Finally, the group plots their DiSC style on a visual map. PURPOSE: understanding what qualities might be missing, understanding personal DiSC Styles of Leadership, and ways to adapt styles to improve leadership impact.

Walk Awhile in my Shoes - Participants gain a deeper understanding of the perspectives of employees versus managers on a variety of topics. In small groups, teams read through a series of examples that build empathy, understanding and cooperation between different levels in an organization. PURPOSE: build empathy and appreciation, give benefit-of-the-doubt, and help others be their best. [Credit: Eric Harvey & Steve Ventura]

A FEW MORE DEMOS

AGGREGATE GAME

DISTORTION GAME

Personality Style Inventory Facilitator Guide

$205.99

Unlock your team’s potential with the Personal Style Inventory (PSI). This bestselling assessment, grounded in Carl Jung’s personality theory, enhances self-understanding, fosters growth, and improves workplace relationships. For over 25 years, PSI has empowered employees to break free from old behavioral patterns, promoting effective communication and collaboration. Invest in self-awareness and watch your organization thrive! Transform your training and relationships today with PSI.

Self-understanding is a necessary prerequisite for learning, growth, and getting along with others. Unleash the full potential of your employees and improve working relationships with the Personal Style Inventory.

Without self-understanding, no amount of formal training or on-the-job experience will enable people to reach their full potential – or improve their relationships with peers, coworkers, and managers. Blind to their own behavioral patterns, they will continue to trip over themselves in the same old ways.

LEARNING OUTCOMES

Identify an individual's dominant personality style.
Learn about the 16 different personality styles.
Discover the characteristics, strengths, and potential blind spots of each style.
Understand how each style interacts with the others – and how to improve these relationships.
Discover what types of tasks are suited – or not suited – to each personality style.
Develop an action plan to improve performance and relationships with others.

HOW IT WORKS

The Personal Style Inventory (PSI) identifies deep-seated style preferences along four paired dimensions:

Extroversion or introversion
Sensing or intuiting
Thinking or feeling
Perceiving or judging

The PSI makes it easy for people to "see" how they think, act, and feel. Plus, with eyes wide open, you've taken the first step toward improving your organization's communication, teamwork, leadership, and interpersonal relationships.

What is the primary advantage of Personal Style Inventory over other Jungian-based assessments? Although these instruments use the same theory to measure personality style, the PSI asks individuals to assume a different frame of reference. While other Jungian-based assessments attempt to measure how people usually behave, the PSI measures how people prefer to behave. We believe this unveils a style closer to the true nature of the individual's personality style. Also, the PSI measures the relative strengths of each dimension, which is more helpful to individuals than either/or results presented by other Jungian-based assessments.

Order 1 Facilitator Guide per instructor, and 1 Assessment (#RBPSIA) for each participant (sold in packs of 5 assessments)

PURCHASE PARTICIPANT WORKBOOKS

Using either the paper (#RBPSIA) or online assessment, individuals respond to a series of 32 statements that relate to four paired dimensions. The result is a personality style profile that is abbreviated by a combination of four letters symbolizing a preference for each dimension (i.e., ISTP = Introversion/Sensing/Thinking/Perceiving).

The paper assessment takes fifteen minutes to complete, and we recommend you allow at least one hour for the interpretation of results, debriefing, and action planning.

If preferable, an online assessment is available.

You can extend the learning into two half-day training programs – one for individuals and one for teams – using the workshop instructions and PowerPoint presentation included with the Facilitator Guide. Trainer certification is not required to administer or facilitate the PSI.

We Connect Cards - Future Focused

Make imagining the future a playful activity

$39.00

Some of the best conversations start with a simple question. This deck of 60 cards gives your team 10+ ready-to-run activities designed to get people talking — not just about where things are, but about where they're going.

No prep. No facilitator required. Just questions that actually go somewhere.

Open up new thinking — prompts designed to surface ideas and perspectives you didn't know you were missing
Get everyone on the same page — activities that help teams align around shared goals and what it'll take to reach them
Move from talk to action — questions built to close the gap between vision and next steps

3 COLOR-CODED QUESTION CARDS:

20 Possibility Questions (purple cards) — Big-picture prompts that dig into purpose, values, and vision. The kind of questions that make you think differently about what's actually possible.
20 Process Questions (blue cards) — Questions about how things get done: the habits, methods, and systems that turn good intentions into real progress.
20 Practical Questions (green cards) — Action-first prompts that take ideas off the whiteboard and into the real world.

What's on the Flip Side? One word. Creatively illustrated. Designed to spark reflection and make every conversation feel like it was made for you.

WHY We Connect Cards?

Provide a fast-paced, fun way to move beyond ice breaking to real connections:

Offer a suite of activities to cross-pollinate different departments across your company
Arm employees and management with a set of questions to break down communication barriers and management hierarchies
Give employees permission to have fun and be excited about work

AUDIENCE

Leaders, connectors, facilitators, trainers, teachers, event organizers, project directors, program directors, and anyone who wants to foster meaningful, future-focused conversations.

FEATURES

1 deck of 60 durable cards
10+ activity descriptions anyone can setup and run
Box is 3"x3"

How to use We Connect Cards

Watch the videos below to see how you can use the cards to reinvision your future.

Collaboration between three separate groups of players

Collaboration Lab: a co-creation experience

True collaboration is co-creation

$289.95

The Intentional Collaboration Game takes players on a journey from working alone to true co-creation — exploring the full spectrum from Isolation to Cooperation to genuine Collaboration. This one-of-a-kind, LEGO-based learning experience unfolds in three engaging rounds:

Round 1 – Isolation: Each player works independently, building "something useful" using only their own set of single-colored LEGO bricks, hidden behind a paper divider.

Round 2 – Cooperation: Players invite a partner to offer suggestions — and even share their own uniquely colored pieces — to enhance and improve each other's creations. This simulates both the pros of focused, undistracted work, and the cons of limited resources and ideas. Each still works on their own project, but now they share ideas and resources.

Round 3 – Collaboration: Groups of three (or more) now move into true co-creation, sharing ideas and combining all of the LEGOs into a unified, shared vision.

By the end, what began as three separate, single-hued builds evolves into a vibrant, multi-colored expression of collective creativity. Each team member can literally see what they contributed to the collaborative creation!

WHAT MAKES IT POWERFUL?

Throughout the exercise, participants experience a full range of reactions — focus, admiration, inspiration, confusion, disappointment, excitement, frustration, and more. Along the way, they'll discover firsthand the pros and cons of each engagement style:

Isolation: Team members enjoy full autonomy, "flow," and freedom of expression — but quickly encounter the limits of working with only their own resources, perspective, and ideas.
Cooperation: Team members experience resource sharing, synergy, and flexibility emerge as real benefits of working together— as well as the challenges of communication, conflicting ideas, and compromise.
Collaboration: Unexpected innovation and shared ownership become possible — alongside the complexities of joint decision-making, personality differences, and group dynamics.

KEY TAKE-AWAYS

This experience gives groups a compelling, hands-on way to explore:

Balancing quiet focus and “flow” with dynamics of input and feedback – when are each necessary
Ownership of ideas – independent and/or shared
Differences in style (who likes/dislikes working alone)
Differentiating “Cooperation” from “Collaboration.”
Unequal allocation of resources — and what that means for equity and fairness
Negotiating for additional resources
Competition vs. Collaboration – is sharing resources hard?
Leadership / Communication dynamics (who speaks a lot/little)
Dismantling work you’ve already done to accommodate others
Group decision making
Team identity: Me vs. the Team
Time Management
Evaluating Multiple Options and Visions
Being intentional about independence vs. collaboration

WHAT'S INCLUDED

Everything you need for three participants:

1 Set of Facilitator Notes (available 5/20/2026)
3 Participant Workbooks
3 Bags of LEGO pieces (each a different single color — one per player; NOTE: color packs will be selected randomly from 7 different options –red/purple, yellow/green, blue, white, brown, black))
4 LEGO minifigures (distributed to one player only)
4–6 LEGO wheel sets (distributed to one player only)
3 Paper Dividers (for privacy during Round 1)

Developer, John Riordan, Explains the Experience

Note: Players do not receive identical sets of bricks — and that's intentional. Differences in piece type, quantity, and shape naturally spark conversations about resource scarcity, inequity, and fairness.

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