Worm Up (팀 대항 기차놀이의 전략게임버젼)

요약 : 20~50 여 명의 사람들이 직접 움직이면서, 그러나 격하지 않게 팀 대항으로 즐길 수 있는 In-door, Out-door 게임.

목표 : 자신의 팀 선두가 먼저 결승선에 도착하면 이긴다.

준비물 : 가로는 팀 개수+4 만큼, 세로는 최소 스무칸 이상의 그리드를 바닥에 만들어둔다. 

바닥에 그려진 직사각형의 한 쪽 끝은 시작점이고, 다른 편에는 두 명의 도우미가 서 있다. 그 도우미 사이가 결승선이다.

X,1,2,3,4,5가 각각 쓰여진 보드판(팀이 많으면 숫자 증가 가능)이 각각 팀 개수만큼 필요하다. 

게임 방법 : 

5명에서 10명 정도의 팀원들이 일렬로 늘어선다. 각 팀의 선두는 시작선에 서고 나머지 팀원들은 선두 뒤에 죽 일렬로 선다.

선두는 보드판에서 임의의 숫자를 고르고, 심판의 신호와 함께 모든 팀이 동시에 고른 숫자를 든다.

이 때 같은 숫자를 낸 팀들은 이번 턴에는 움직이지 못하며, 혼자 다른 숫자를 낸 팀들 중 적은 숫자를 낸 팀들부터 낸 숫자만큼 이동 가능하다.

이동은 직진으로도, 대각선으로도, 좌우로도, 뒤로도 가능하다. 한 칸에는 한 명만 설 수 있다. 팀원들의 칸은 서로 대각선 혹은 면을 닿고 연결되어 있어야 한다.

이동방법은, 만약 3을 내고 직진하기로 했다면, 팀 맨 뒤 3명이 선두 앞으로 이동하는 방식. 선두가 계속 바뀐다.

다른 팀이 대각선으로 이동하여 팀의 진로를 방해한다면 돌아가야 한다. 팀을 뚫고 지나갈 수는 없다.

X를 낼 경우는 결승선을 만들고 있는 도우미 중 한 명의 위치를 변경할 수 있다. 그러나 도우미 사이의 거리는 변함없이 유지된다. 즉 한 도우미를 축으로 결승선이 회전하는 효과. 결승선은 단방향이므로 180도 회전한 경우는 뒤에서 들어가야 승리한다.

WHERETHE WIND BLOWS(안해본 거 말하기 게임)

Summary: Greaticebreaker group game- find out what people have never done before.

Goal: Avoidbeing the last person standing.

Preparation:
- One person needs to start the game by standing in the middle of the circle
- You will need everyone to sit in chairs arranged in a circle.

How to Play Where theWind Blows Game:
1. Theperson in the middle needs to say a sentence of something they have never donebefore. For example, “I’ve never been in an airplane”, “I never been to abuffet”, “I’ve never been the Hawaii”, “I’ve never had a pet”.

2. Ifthe person’s statement applies to someone sitting in the circle, that personhas to move from his or her seat and sit in a different chair.

3. Theperson in the middle will need to try to sit down. One person will remainstanding. The standing person starts a new round by saying a differentstatement.

Note: People cannot move to seatson their immediate left or right. For example, they can sit two seats away, butthey cannot move to the left or right of their current chairs.

To add this game to your website or blog, simply copy and pastethe following URL:
http://www.greatgroupgames.com/where-the-wind-blows

THENUMBER GAME(숫자 게임)

Summary: Workas a team to display the numbers as quickly as possible.

Goal: Foolother teams into choosing your team’s definition.

Preparation:
- Download the worksheet and print the list
- Print the set of numbers (one set of numbers per team)

How to Play The NumberGame:
1. Arrangeeveryone into teams of 6. Hand each team a set of numbers and ask everyone totake a number. Have the team elect one person to be the leader of the team.

2. Thegoal of the game is to be the first team to rearrange themselves to the numberthat you call. The leaders can help rearrange them to their appropriatepositions. Once the team rearranges themselves, they have to raise their handsand stand in place.

3. Thefirst team to arrange themselves correctly receives one point. The team thatreaches 10 points wins the game.

To add this game to your website or blog, simply copy and pastethe following URL:
http://www.greatgroupgames.com/the-number-game

• Training Games 모아 놓은 사이트 http://www.thiagi.com/games.html

Blind Square 
by Nick Smith

This is an activity that I use in almost every teambuilding session Irun--because it delivers results every time. I can take no credit for itsinvention since it has existed from long before my time, in various forms andwith a variety of names (such as BlindPolygon). The activity can be frontloaded to focus on particular issuesby changing a few parameters or altering the instructions. However, I often useit as an activity for exploring overall team building issues to see how theparticipants get on.

Preparation

Before theexercise begins, tie a length of rope (about 20m) into a circle. Also, provideblindfolds for everyone.

Instructions toParticipants

To complete thisactivity, all the team has to do is to form the rope into the shape of aperfect square.You will have 15 minutes planning time, during which no one may touch therope.At the end of this time, everyone will be blindfolded and the rope will beplaced in your hands.You will have 10 minutes to form the square.All the team members must be holding the rope.Once you think that the square is complete, lay the rope on the floor.

Debriefing

Ask questions todraw out responses that focus on any of these types of topics:

• Attention to detail
• Collaboration
• Communication
• Creating a square
• Evaluation
• Planning
• Problem solving

Variations

Don't tie the ropeinto a circle at the start.

Status Cards
by Kat Koppett

(This activity is taken from Kat Koppett's book Training toImagine: Practical Improvisational Theatre Techniques to Enhance Creativity,Teamwork, Leadership and Learning.)

Overview

Participants aregiven a playing card that indicates their status. Each participant “wears” hercard on her forehead without knowing what it is. Pretending to be at an annualemployee meeting, participants treat each other according to the status indicatedby the card. At the end of the roleplay, participants line up in order of theirperceived status.

Alternative Uses

• Warm-up
• Energy building
• Team building
• Communication

Supplies

A deck of playingcards for every 52 participants

Time

10-20 minutes

Number of players

5-100

Flow

Distribute aplaying card to each participant. Make sure that there are a variety ofnumbers, low to high.

Instruct the participants not to look at their cards as you distributethem.

Have the group place the cards face out on their foreheads, still withoutlooking at the cards.

Set up a roleplay. Explain that everyone is at an annual company meeting.Each participant should be treated with the status indicated by her card. (Acesare high; twos are low.) As participants get clues about their status, theyshould take on the behaviors that are associated with it.

After a few minutes of mingling, ask the participants to form a line withthe lowest card at one end, and the highest at the other. Participants shouldplace themselves where they think they belong, still refraining from looking attheir own cards.

If there are fewer than 20 players, ask each one to guess her card outloud.

Invite participants to look at their cards.

Debrief the participants using these types of questions:

• What kind of signals did you get as to your status?
• What kind of signals did you give?
• How did it feel to be at a very high status? Very low status? In the middle?
• Who were you most comfortable talking to?
• What assumptions did you make about people with different statuses?
• Those of you who did not guess your card correctly, what made you misperceive your status? What mixed signals did you get? What internal assumptions did you make?
• How did you feel when other participants behaved in ways that contradicted their assigned status?
• How does this activity reflect real life?

Variations

• Set up a different scenario for the roleplay (such as an office party, an awards ceremony, Santa's workshop at the North Pole, or a board meeting).
• Play without speaking.
• Play more than one round, so that each person gets to experience more than one position.
• Play a round in which people see their own card, and not the others.
• Play a round in which everyone sees all the cards.

Source

Adapted from MattSmith, Rebecca Stockley and Seattle Theatresports

 Zooming Around 
by Kat Koppett

The same series of events or information can be transformed into a myriadof stories. This exercise helps the storyteller work like a moviecamera—zooming in for close focus, zooming out for a broader picture—in orderto highlight elements of a process that is being relayed. The storyteller canzoom in or out on an action, a descriptive detail or an emotion.

The key element of this interactive story is that the storyteller tellsthe story and is periodically instructed by a “director” to “zoom in” or “zoom out”.

Purpose

To review andreinforce key steps and principles in a work process.

Participants

Any number,organized into pairs.

Time

10 to 20 minutes.

Flow

Divide theparticipants into pairs. Have the pair identify one person as “A” and the otheras “B”. Ask B to act as the storyteller and A as the Director.

Explain how the storyteller and the director interact with each other:

• The storyteller begins telling her story.
• The director periodically instructs the storyteller to zoom in. The storyteller focuses on a detail within the story and provides additional information.
• From time to time, the director instructs the storyteller to zoom out. The storyteller moves to a higher-level view.
• Sometimes the director may say “zoom in” or “zoom out” more than once in a row to get wide variations of levels in the story.
• The director continues in this way until the process is finished or time is up.

Announce a suitable time limit of 5 to 10 minutes. Ask storytellers tobegin. Start a timer.

Circulate among participants, eavesdropping in on different stories.However, don't interfere with the flow of the activity.

When the allotted time is up, stop the activity.

Ask the directors and storytellers to exchange roles and repeat theprocess.

Variations

Have participantswork alone, writing their stories on paper. From time to time, call out “zoomin” and “zoom out” to the whole group.

Use the technique as an interactive lecture. Encourage participants todirect you to zoom in and out during your lecture presentation.

Have members of one team tell a story while members of the other teamdirect the flow of the story.

A Sample Application:Telemarketing

Facilitator: Please begin.

Storyteller: Once upon a time there was anoutbound sales rep named Peter. Every day, Peter called prospects from hisdatabase.

Director: Zoom in.

Storyteller: He clicked on the dial icon on hiscomputer and waited for the dialer to ring a prospect. Once the prospectanswered, Peter said, “Hello.”

Director: Zoom out.

Storyteller: Peter greeted the prospect andattempted to make a sale.

Director: Zoom in.

Storyteller: Peter probed to uncover theprospect's needs.

Director: Zoom in.

Storyteller: Peter asked open-ended questionsabout the prospect's current situation.

Director: Zoom out.

Storyteller: After identifying the needs, Peterasked the prospect how he might help him. Working with the prospect, Peter someservices that his organization could provide.