Kolb (1984: p. 38) describes experiential learning or learning as “…the process whereby knowledge is created through the transformation of experience.”

The basis for all of our Team Building and Team Development is outdoors in nature through practical and active experiential learning. Nature is a great playing field, where ideas can be tried out in real life, while learning based on experiences in the team.

That means that team members are activated in various exercises and they receive continuous feedback to learn and adapt.

Overall, experiential learning can be categorised by David Kolb’s (1984: p. 30) four-stage learning cycle:

1) Concrete experience, i.e. either having actual experience or re-interpreting an experience
2) Reflective observation, i.e. reflecting on the new or re-interpreted experience related to existing knowledge
3) Abstract conceptualization, i.e. learning from the experience and/or modifying abstract concept
4) Active experimentation, i.e. trying out and applying what you have learned

Teams and Groups are different constellations and it is worthwhile to distinguish between the two terms as they are often wrongly used interchangeably. However, that clarification is important when outlining Team Building and Team Development. 

Katzenberg and Smith (1993) defined a Team as “a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”

For a Working Group on the other hand, individual accountability is most important (Katzenberg & Smith, 1993). Focus for a Group is always on individual goals and accountabilities, so group members don’t take responsibility for results other than their own (Katzenberg & Smith, 1993).

So a Team is characterised by sharing a common purpose and working together to achieve individual and common goals and results. A Group is on the other hand only focused on individual goals and accountabilities.

Teams are established and the cooperation is developed to high performance through different development stages and my Team Building and Team Development address these different stages of development for teams.

These stages are well illustrated below by Bruce Tuckman’s Team Development model:

Bruce Tuckman’s Team Development Stages (Tuckman, 1965)

1. Forming: Team is established (formed) and meets for the first time, a phase of orientation and getting acquainted.
2. Storming: Team is experiencing conflict, tension and competition due to different behaviours and ways of working.
   Team performance might decrease during this stage.
3. Norming: Team conflicts resolved, mutual norms established, more unity, trust and role clarity evolves.
   Team performance increases due to better collaboration.
4. Performing: Team cooperation is well-established, strong team cohesion, now a High Performance Team.
   Team performance is at its highest level.
5. Adjourning: Team accomplishes its tasks and/or is dissolved or re-organized as a Team.

Below is outlined in detail what our Team Building and Team Development are to clarify definitions and distinguish between them for your overview. We are able to switch between the two depending on the purpose and outcome needed for your team and their development stage as a team. 

The Team Building and Team Development are based on the safety and professional guidelines by BFTL – The Danish Trade Association for Team Building & Leadership Training. Both are targeted at specific team development stages as above.

The Team Building is based on its specific outcome:

Outcome 1. Where the experiences/activities have the sole purpose to strengthen the social interaction, create motivation and for team members to experience each other in different ways. 

Characterised as Team Building to establish and build new cooperation in teams (aimed at teams in the Forming stage).
Is often shorter in duration (e.g. 3-4 hours to a whole Team Day) involving fun, social and motivating activities.

Outcome 2.
Where the exercises are not the outcome in itself, but means to show a behaviour, which can be evaluated and afterwards process developed with the team.

These are Team Development activities involving team process consultancy (aimed at teams in Storming-Performing stages)
Here exercises can be part of the process as means to develop the team towards becoming a high-performing team.

References.

¹Kolb, D. A. (1984) Experiential learning: Experience as the source of learning and development (Vol. 1). Englewood Cliffs, NJ: Prentice-Hall.

²Katzenberg, J. R. and Smith D. K. (1993) The Discipline of Teams (March-April). Havard Business Review.

³Tuckman, B. W. (1965) Developmental sequence in small groups. Psychological Bulletin, 63(6), pp. 384–399.

So, Why choose our Team Building and Team Development?

We offer Team Building and Team Development specifically designed to take place outside in nature as a soothing playground and immersive experiential learning space.

Nature-based activities and/or expedition-style teamwork will create new and unfamiliar contexts that participants have to adapt to and new skills teams need to adopt to become successful as a team. It may drive them into new patterns of action where they learn new habits and working styles.

However, nature-based activities that might involve simple, basic and primitive contexts being outdoors can also build certain routines revolving around expedition-style teamwork (e.g. to pack, navigate, set up camp together, create shelter, build a fire, break camp etc.).

All of that will enable you to experience each other in your team in different ways or the exercises and activities outside in nature can show behaviours or behavioural patterns that can be process developed with your Team to create high transferable organisational or business impact.

Furthermore, our Team Building and Team Development have an added purpose of creating increased interest for the great outdoors, for nature.

So, How does Team Building and Team Development work?

The activities are based on two different framework activities (tailored around your needs), i.e. a 2-Day Team Expedition focused on Team Development and a Team Day of ½-1 Day, which can be either focused on Team Building or Team Development. 

We use a development process to ensure transferable value for your team and business or organisation based on 4 phases:

P-D-L-T process:

PLAN: First phase is the main planning and preparation, e.g. the Why, What and How of the development process: Purpose, outcomes and goals of activities are planned and the different aspects needed for preparation are clarified. 

That entails 1 x 60-90 minute sign off and planning meeting with Team Leader and Business Sponsor to agree on:

• WHO: Participants, who does what, roles and responsibilities
• WHAT: Kind of activity, logistics, what to bring, food, water, rent of equipment, expenses for use of location, transportation etc.
• WHERE: Location, venue for activity
• WHY: Purpose of the activity, outcomes and goals to gain from it (e.g. development needs of team)
• HOW: Preparation involves assessing the team development stage (Tuckman) and cohesiveness as a team (Five Behaviors)
• WHEN: Planning of timeline (e.g. 4-6 weeks in advance of activity)
• SAFETY: Consider risks, safety aspects and create planning overview of any injuries or disabilities to ensure inclusion

DO: Second phase is the doing phase, where the activities are conducted, e.g. the execution of the planned development: This involves my facilitation of the exercises while having attention on the individual and team as a whole.

Time for the execution of activities and the exercises themselves depends on the team members and whether it is a 2-Day Team Expedition or Team Day of ½-1 Day. 

LEARN: Third phase is continuous learning review and debriefing of activities and what happened: lessons learned, what to improve, what worked well to continuously adapt in the team. Involves evaluation related to future business impact.

TRANSFER: Lastly, the fourth phase is about ensuring transferable organisational or business value through knowledge transfer that can be impactful for your team when you all return to your organisation.

This entails implementing knowledge and learnings from activities and the actions agreed upon.

Those post-activity actions can be complemented by:

1) Team Coaching in corporation or organisation after activity
2) ½-1 Day of “shadowing” of team and Team Leader in own organisation
3) Testing and evaluation of the learnings from activities in own daily context