Learning in Focus


A space to practice, a, ai, reet an commit together


Nobody needed a lecture. The


workshop made the pattern visible. Through a playful environment, the team had enough safety to challenge, reset and adjust. They regrouped and connected 16 of the 18 images: an 89% success rate.


Power of play


Team Dynamics’ Collaborative Games workshop – where teams discover their strengths and how to channel them to work together effectively


Team days should do more than boost morale. For one senior leadership group inside a 3,000+ employee FMCG organisation, Team Dynamics used play as the route into honest discovery: helping the team to connect, practise, fail, reset and commit together to what they needed to stop, start and continue.


At some point, we all stopped playing. The workplace became serious, so development became serious too: slide decks, polite nodding, and team days that created the buzz of feel-good moments, but not always a useful shift. For this senior leadership group, the challenge was not morale. It was how the team communicated when pressure, history and habit entered the


60 | learnevents.com


room. Long-serving colleagues and newer leaders were working across different sites. Generational gaps, silos and dominant voices drove decisions. Team Dynamics’ Collaborative Games workshop was a space to ractice la fail reect and commit together. This was not a judgement of individual performance, a psychological assessment or a scorecard. The aim was to expose behaviours, patterns and working habits, then use the Stop, Start, Continue discovery model to help the team decide what mattered. During one exercise, participants


had to connect 18 image cards through description, listening and planning. They quickly created a plan, then split into smaller groups. Communication broke down, as they echoed the silos they were trying to move beyond.


The team’s discovery could be summarised simply: •STOP: letting silos and the loudest voice set the rhythm. • START: pausing to actively listen, align and decide together. • CONTINUE: using resets as a route back to shared commitment. There was impact. Participants began apologising for interruptions. Active listening replaced competitive talking. Cross-generational and cross-site dialogue emerged as connect not opposition, and uieter oices gained confidence. The session led to 100% engagement


from 18 senior leaders, three concrete next steps with different process leaders, six additional colleagues volunteering to support implementation, and follow-up engagement secured within one week. For  leaders this is not a uick fi or


a replacement for existing programmes. No magic wand. No personality labels. No one-day transformation promise. The workshop acts as a discovery tool: supporting, informing and strengthening leadership, culture and team development in place. The Discovery Pack is the “what


next?”. It captured what surfaced, shaed the teams reections and turned the session into something L&D leaders and the overall team could keep working with afterwards. The workshop got people moving. The pack helped the learning stay useful.n


teamdynamicsuk.com


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