Use higher order thinking to develop strategies and analyze the organization as a system. Use superordinate goals to reorder priorities.
Establish a vision for the organization. What happens as a result of these activities? Conflict develops between the Midders, Greemers, and the Top Performers over scarce resources and the rules governing the simulation. Midders and Greemers discover that the Top Performers have the power to make the rules for the simulation. The Midders and Greemers must decide how or whether they are going to participate.
They are then challenged to change the organization in ways that create a healthy productive work culture. The experience is debriefed with the goal of making the learning points described below. Learning Points: As a result of the simulation, managers and employees learn: How to use superordinate goals to overcome conflict among groups.
How to communicate a vision of the organization that will make it possible for all groups to work effectively together toward a common goal. How the power prone can develop a participative style of management. How those who are power averse can use power effectively. How leaders can use higher order thinking skills to analyze and fix their organization.
It will help the participants understand: The impact that a top-down management style has on the morale, effectiveness, and productivity of everyone in the organization. The importance of developing the special communication skills required of a leader.
The importance of knowing how to effectively deal with the complaints and concerns of the people they are leading. How the structure and practices of the organization affect the employees both positively and negatively.
How important it is for a leader to constantly be evaluating the practices of the work culture and seeking ways to improve them. The skills they need to develop to become a more effective leader. Logistics: A three winged board is used to simulate an office environment.
Power of Leadership is ready for you to use: The business version of our world class leadership simulation is designed for the training professional to use right off the shelf. For the Participants: Everything the participant needs is included in each set of participant materials which comes as a workbook.
What materials do I need to order to run Power of Leadership training? The Director's Kit is reusable and includes everything needed for the facilitator to run and discuss the simulation. StarPower Kit includes all materials necessary. It is best to plan one and one half-hours for the playing of the game and a half to one hour or more for discussion. If time is an issue, it can be played in one fifty-minute period and then discussed the next period.
A minimum of 18 and a maximum of 36 can participate. It can be run with as few as 12 participants but we recommend a minimum of Preparation requires approximately one-half hour to one hour for the inexperienced instructor; less for the person who has been through it or is an experienced simulation facilitator.
For instance a facilitator concerned with improving relations between two racial groups, between employers and employees, or between men and women, might discuss the parallels between the powerlessness felt in situations created in the simulation. This can be an important experience in interpersonal relationships, helping members of the groups to understand their reactions to authority, competitive situations, etc.
Each of us may be more vulnerable to the temptation to abuse power than we realize? But after the simulation, they assert their belief with a new respect for its validity. At least the Circles and Triangles do. The Squares sometimes have a hard time admitting that they abused their power or that they enjoyed exercising it.
The Circles and Triangles are generally quick to point out instances where the Squares did not treat them fairly such as arbitrarily rejecting proposals by the Circles and Triangles, claiming special privileges, restricting the right of the Circles and Triangles and so on. Also, such non-verbal behavior as pulling their chairs close together, laughing devilishly and being unusually animated as they made their rules, would seem to suggest that perhaps they enjoyed it.
And that, of course is the point. The reason power is corrupting is that it is intensely satisfying, makes one feel supremely important and creates an insatiable desire for more power. Few people can resist its influence. If this is so, then the clear implication is that we must not only try to avoid abusing power ourselves, but also guard against its abuse in politics, business, schools, families and in on-to-one relationships with others.
The idea that power corrupts as well as the other ideas which are listed below are often known by the participants before they participate in the simulation. In looking into this seeming contradiction of participants placing value on learning concepts which they already knew, it seems that the playing of StarPower has given new strength and validity to old but important ideas.
It is one thing to know that power corrupts everyone, it is quite another to realize that power might also corrupt Ted or Mary or even oneself. Few people are likely to participate in an endeavor if they feel powerless. When the Circles and Triangles realize that the Squares are not going to be fair with them, they generally drop out psychologically or, physically, try to sabotage the efforts of the Squares, or seize the power for themselves.
This is not a new or surprising idea, but experiencing it directly can often help people see the behavior of those who are reacting to powerlessness, real or imagined, with a new tolerance and understanding. If rules do not have legitimacy, they will not be obeyed. When the Squares are given the power to make rules they are told they can make any rules they want but they must also enforce any rules they make.
They rarely pay much attention to the enforcement part of the statement until the Circles and Triangles decide to disobey them. Then the often appeal to the director to make the Circles and Triangles obey them, and they have to be reminded that it is their duty to enforce the rules.
They generally respond by piling on more rules which also are not obeyed. This raises several interesting questions. Under what conditions is it possible to make unfair rules and have people obey them?
Is it worth the price? Are people justified in disobeying unjust rules? What seems fair to those in power, is not likely to seem fair to those who are out of power. Even when the Squares willingly admit that their rules are not fair, they often cannot understand why the Triangles and Circles are so upset. It is this discrepancy which often creates serious communication gaps between administrators and teachers, management and labor, the legislators and the people, the rich and the not-so-rich.
But using power effectively is not an easy task. There are many challenges that, if not met, will create disastrous results for individuals and the organization. This simulation teaches leaders how to use power to resolve conflicts, communicate effectively, solve problems, and manage positive change in the corporate culture. It helps participants understand why the decisions, behavior, and attitudes of leaders are often misperceived by their followers.
It helps participants who are power averse understand what they must do to improve their effectiveness and helps those who are power prone understand what discipline they must employ to use their power effectively. The Power of Leadership brings reality and context into the teaching of leadership. It's easy to tell a group that a leader should do this or do that. What's hard is leading under the types of pressure every leader faces. For example, how do you lead people when individuals or groups:.
The simulation is conducted in rounds and is governed by two types of rules; inherited rules and rules of nature. At the end of each round, participants have a chance to change the inherited rules if they desire. The rules of nature are the permanent rules that govern the simulation and cannot be changed by the group. A three winged board is used to simulate an office environment. It's a board that sits on a 6-foot round table. The three wings create three separate areas similar to cubicle walls.
The Top Performers sit behind one set of barriers, the Midders behind another, and the Greemers behind another. They cannot communicate with one another except by written messages passed through a hole in the barrier. The board is meant to represent the barriers to communication that exist in an organization.
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