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| 6/14/2010
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HRDQ
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June 2010 Edition |
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Rescuing Teams Around The World
Jungle Escape Celebrates its 30th Anniversary
Interview with author Dr. Rollin Glaser |
 Jungle Escape was an instant hit when it was first introduced three decades ago. Now the game that's taken more than 100,000 learners on an unforgettable memorable team-building adventure is celebrating its 30th anniversary. We recently spoke to Jungle Escape co-author and HRDQ founder Dr. Rollin Glaser about the game and why it’s considered a classic in the industry.
Q: Where did the idea for Jungle Escape originate?
A: The concept for Jungle Escape all started with a client in the retail industry, believe it or not. I was training middle managers at the time — and boy, they were a very active bunch. They always hated lectures, but loved doing competitive things in class. One day, a client who had heard me talk repeatedly about teamwork said, “If you’re so convinced that we need teamwork, why don’t you create a team-building experience?” Remember, this was 30 years ago, when teams were a new concept for organizations. After giving it some thought, I landed (no pun intended) on a hands-on activity that would illustrate the purpose of teamwork: when people function together as an effective team, they produce better results most of the time. Jungle Escape was the end result of my endeavors, and it’s been a favorite among trainers for 30 years.
Q: Has Jungle Escape changed much since it was first released in 1980?
A: Yes and no. Over the years, we’ve used different toy pieces for the simulation and we’ve made regular enhancements to the game. But Jungle Escape’s core activity remains the same. That’s because the principles of effective teamwork have not shifted, despite the many changes in organizations trainers have witnessed over the last 30 years.
The first edition helicopters were constructed of Lego pieces. We continued with them until the LEGO® company stopped supplying parts to commercial businesses like HRDQ. We knew at the time that it was a hurdle for us to overcome, but we also knew that the power behind the Jungle Escape experience wasn’t the toys themselves — rather, the true learning that occurs when a team of people attempt to construct something together. Fortunately for us, we found a new supplier and we continue to use those parts today.
Q: Why does Jungle Escape work?
A: The activity is specifically designed so that group planning is needed before construction of the helicopter can begin. This means teams are required to communicate with one another about strategy, roles, and how to go about execution without touching the parts. Not every team realizes this important step, though. It always fascinates me to watch some tables skip the planning and jump right into the building phase. And the outcome is the same every time: the teams who take the time to talk through the project and practice healthy group process skills outperform those who do not. I must say, it’s fun as a facilitator to watch the “a-ha!” moments as participants realize what makes the difference between success and failure as a team.
Q: What improvements were made to the fifth edition?
A: We knew when we set out to create the anniversary edition that the best place to start was to ask our clients what they’d like to see. They know the game best — they know what they like, and they know where we can make improvements.
Their number one response? A new, more creative and engaging introduction. I’m pleased to say we answered this request with a new multimedia video clip that sets the stage for the Jungle Escape adventure. Not only is it more dramatic, we believe it will do a much better job of immersing participants in the learning experience.
There are other exciting changes, too. We replaced the generic canvas tote with a custom, eco-friendly backpack, added a step-by-step helicopter assembly video, introduced full-color facilitator and participant materials, and more.
It hardly seems that 30 years have passed since HRDQ first introduced Jungle Escape. As the author and creator, I believe the game has survived because it’s an effective way to teach sound, fundamental principles, and it serves as a reminder of the universal challenges we face working together as teams.
Click here for more information on the Jungle Escape |
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| The Industry With Lots Of Personality |
 Over 8,000 training and OD professionals descended upon Chicago in mid-May for the annual ASTD International Conference and Expo. If you were among that group and visited the HRDQ booth, you had the opportunity to take What’s My Communication Style and reveal a little about your personal style. We were amazed at the response — over the two and a half days of the expo we administered an assessment every 90 seconds!
There were lots of “a-ha” moments on the show floor as people discovered their personality styles. At HRDQ, we had a few of our own when we tabulated the scores to arrive at an overall “ASTD Style.”
Martin Delahoussaye, Vice President of Publishing for HRDQ, summarizes our findings: “We’ve administered What’s My Communication Style to thousands of individuals, and the statistics show an almost equal split of the four styles across the general population, as you might expect. Clearly though, training professionals show a markedly lower preference for the Direct style in comparison. On average, they are more Systematic, Considerate, or Spirited than the general population, with the Considerate style gaining a slight edge.” He adds, “Interestingly, almost 10% of the sample shared the Spirited and Considerate styles as their co-dominant style.” (See Table 1 below)
Table 1
STYLE |
TOTAL |
DIRECT (D) |
SPIRITED (SP) |
CONSIDERATE (C) |
SYSTEMATIC (SY) |
Single Dominant |
35 |
120 |
128 |
103 |
D / SP / C |
2 |
2 |
2 |
2 |
|
SP / C |
14 |
|
14 |
14 |
|
SP / SY |
7 |
|
7 |
|
7 |
D / SP/ C / SY |
2 |
2 |
2 |
2 |
2 |
SP / C / SY |
2 |
|
2 |
2 |
2 |
C / SY |
4 |
|
|
4 |
4 |
D / SP |
3 |
3 |
3 |
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|
D / SP / SY |
2 |
2 |
2 |
|
2 |
Co-Dominant Style |
9 |
32 |
24 |
17 |
Dominant Style |
26 |
88 |
104 |
86 |
n = 386 |
35 |
120 |
128 |
103 |
And there’s more. Delahoussaye continues, “Where a trainer has a preference for the Spirited style, this preference is statistically stronger than the norm. In other words, trainers are much more Spirited than the general population who share the same style. Correspondingly, where a trainer has a preference for the Systematic style, this preference is statistically less strong than the norm. This data makes sense to me when considering the characteristic traits of each style.” (See Table 2 below)
Table 2.
STYLE DIMENSION |
ASTD MEAN |
GENERAL POPULATION MEAN |
VARIANCE |
Direct |
4.30 |
4.51 |
-0.21 |
Spirited |
6.71 |
5.28 |
1.43 |
Considerate |
7.00 |
7.01 |
-0.01 |
Systematic |
5.99 |
7.13 |
-1.14 |
The data presents an interesting story. But how is this significant, and why is communication style so important?
A person’s dominant style exerts a powerful influence on many choices, preferences, and aspects of behavior. One fundamental behavioral aspect is the manner in which the person habitually communicates with others, both verbally and nonverbally. The What’s My Communication Style assessment brings this truth to conscious awareness, enabling learners to understand their own dominant style and gain insight into the styles of others. That understanding can dramatically improve one’s ability to communicate effectively and persuasively — and to work more productively with bosses, subordinates, co-workers, and customers.
The power behind What’s My Communication Style, like all assessments in the HRDQ Style Series, lies in a simple but effective model for understanding certain deep-rooted predispositions in human behavior. Based on the well-researched personality theories of Carl Jung and William Marston, the HRDQ Style Model identifies two basic dimensions of personal style: Assertiveness and Expressiveness. Assertiveness is the effort a person makes to influence or control the thoughts or actions of others. Expressiveness is the effort a person makes to control his or her emotions and feelings when relating to others.
Combining the two dimensions results in a four-quadrant model with four distinct personal styles. HRDQ calls them Direct, Spirited, Considerate, and Systematic. The simplicity of the HRDQ Style Model makes it easy for trainers to facilitate, and memorable for managers and employees as they strive to apply their new insights on the job and elsewhere. It’s no surprise that each communication style has its strengths — but also its limitations. Here are some of the characteristic traits of each style:
Direct
- Gets to the point quickly
- Prefers to be in control
- Thrives on competition
- Likes to take risks
- Overlooks details
- Likes to argue
- Does not heed advice
- Tends to be a workaholic
- Good at storytelling
- Focuses on the big picture
- Uses motivational speech
- Builds strong alliances
- Tends to exaggerate
- Does not manage time well
- Generalizes
- Responds poorly to criticism
- Listens well
- Uses supportive language
- Cares for others
- Tends to be reliable
- Avoids conflict
- Allows self needs to linger
- Resists change
- Overemphasizes feelings
- Seeks out information
- Makes decisions based on facts
- Excels at problem solving
- Prefers clear guidelines
- Can be terse
- Does not take risks
- Fears personal disclosure
- Delays decision making
Communication style is important in many aspects of organizational and personal life. It affects our interactions with others every day. Being aware of your own style — as well as those of others — allows you to learn how best to use your behavioral tendencies in any situation.
Click here for more information on What’s My Communication Style? |
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| The Ultimate Training Resource |
 Here’s a resource every trainer needs to know about. The Pfeiffer Library, Version 4.0, is a compilation of more than 2,500 tools and resources from the complete collection of the well-known Pfeiffer Annuals and Handbooks.
Contained on one CD-ROM are 40 years worth of reproducible and ready-to-use classroom exercises, assessments, and theoretical backgrounds from many of the most respected authors in the training industry — all in one compact and convenient resource.
And that’s not all. With Version 4.0, there is also access to every major learning theory, as well as hundreds of training games, ice breakers, openers, closers, energizers, and other quick, fun classroom activities.
In addition to being the most comprehensive and informative resource available to training professionals today, the Pfeiffer Library probably is the most directly useful. Everything in this library is easy to find. Nothing has to be returned. Everything is yours to keep, reproduce, adapt, distribute, and put to work for your own training needs.
From leadership and communication skills, to negotiating and problem solving, this is the ultimate trainer’s toolbox.
Here is what’s included:
- Assessments
- Experiential exercises
- Handouts
- Essays
- Case studies
- Ice breakers
- Games
Click here to learn more about the Pfeiffer Library |
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| Leadership + Style = Leadership Style |
 Without skillful leadership, an enterprise struggles even in good times, fails to adapt to change, and buckles in the face of adversity. The claims that Hersey and Blanchard made years ago still apply today: effective leaders positively influence the behavior of their followers, getting them to work toward shared goals (Hersey & Blanchard, 1982). But leaders are individuals, and because of that, they have unique ways in which they tend to influence others. While one leader may rally the troops around a cause, another may focus on bolstering a team’s self-confidence. Whose way of leading is the best? It all depends on leadership style.
“Leadership” can be defined as the process of influencing others to work toward predetermined goals. “Style” can be defined as the way a person usually behaves when he or she is able to do things his or her own way. Put the two together, and you get “leadership style:” A person’s unique way of influencing others to work toward goals.
Individuals can demonstrate a variety of leadership styles. Some may even combine styles that seem to be contradictory. But even so, most people have a dominant leadership style — the style they feel most comfortable using. The bottom line? All different leadership styles can (and do) function effectively as leaders. Rather than asking, “Do I have what it takes to be a leader?” it is far more productive for leaders to ask, “What does this particular situation require from me?” Only then are leaders able to decide if they need to adjust their leadership style, and if so, how.
Find out your leadership style in 15 minutes for FREE
Limited offer expires 6/25/10
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| Launch A New Learning Initiative At A Special Price |
 We know it’s difficult to get your arms around all of the learning resources we have to offer. That’s why we offer special savings on some of the popular HRDQ training products you may not have considered. Each week, we hand-pick a few titles and discount the price of the facilitator materials. These offers don’t last long so be sure to stop and visit this page often!
Special Offers Starting This Wednesday:
Save 10% on these Facilitator Guides, 6/15/10 through 6/22/10:
- Cave Without a Name
- Leadership Practices Inventory
- Effective Team Member Profile
Click here for this week's special offers!
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| Inside HRDQ |
 Join the conversation at our blog Inside HRDQ. Recent posts:
- Hear about the new Jungle Escape 5th Edition
- Tell us if your “Blinky” is still blinking
- Find out more about today’s training classrooms
- Get the scoop on Legacy Leadership, the latest in development at HRDQ
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HRDQ | 2002 Renaissance Blvd. #100, King of Prussia, PA 19406
Order online at HRDQstore.com or call toll-free 800-633-4533 |
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