Conflict situations and emotional temperament -team simulation
Playing your way to a closer team
Do you want to build and strengthen psychological safety
Research shows that psychological safety is a team’s most critical success factor. How is psychological safety promoted in practice in your team? Could the atmosphere in your team be more open and constructive? Do ideas go unshared? Do people dare to take risks in their interactions? How could anyone possibly tackle all this in a concrete way? How do you create space and places for people to meet and be heard? It all starts with knowing yourself and your colleagues better.
Conflict situations and emotional temperament team simulation
Elicit open discussion quickly
Something that has proved both a useful and fun way of stimulating open discussion in a team is the Conflict situations and emotional temperament team simulation. The simulation places the team in an imaginary situation, away from the work context. In the heat of the game, the team learns about each other and about how their teammates experience different situations. The game helps people understand how the team members see each other and if this view differs from their own ideas. This fun way to address these issues naturally creates openness and trust in the team.
Why use simulation?
- A simulation session of just 2–4 hours consolidates the team.
- The simulation makes people aware of their assumptions and instantly stimulates meaningful discussions.
- The fun of the simulation loosens the atmosphere and builds trust.
- The simulation encourages the team to reflect together how different approaches to various situations in the game serve the team and how the team benefits from the differing approaches.
- The simulation triggers discussions on roles in the team.
- The kind of open discussion that the game easily leads to is a valuable basis for developing the team, including later on (the results are available as a report).
Simulation suits well for both remote and face-to-face teams
- Who is it for: primarily aimed at existing teams, but playing can also provide a great and unconventional kick-off for a new project team for example, helping people to get to know each other.
- Well suited for both remote and face-to-face teams.
- Suitable group size: An optimal size is 4–12 persons. The simulation is technically possible for groups of 3–20 persons.
- Duration: approximately 2–4 hours.
- The simulation consists of self-assessment and a game, in which the team members select who would act in a given way in various imaginary situations.
- Each participant needs a laptop, tablet or smartphone during the game.
- The most fruitful discussions are attained if the participants already have a WorkPlace Big Five profile, but this isn’t a prerequisite.
- Languages: the simulation and reports are currently available in Finnish and English.
**Playing is not equal to WorkPlace Big Five Profile™ profiling.
How can I start using the game tool?
The Conflict situations and emotional temperament team simulation is never played without a facilitator, but always together with a certified WorkPlace Big Five Profile™ consultant.
The same coach provides you with the team simulations. Easy!
You can either:
- Get a WorkPlace Big Five Profile™ certificate and participate in our advanced “Conflict Situations and Emotional Temperament” training session. You will then be able to use the game tool independently, OR
- Find a Conflict Situations and Emotional Temperament partner for you through us: contact information for certified consultants
Start improving the everyday teamwork with playing!
A fun way to view everyone’s natural ways to react and behave
The WorkPlace Big Five Profile™ personality profiling tool shows our trait combinations that mean certain natural ways to react and behave. With the new Conflict situations and emotional temperament game tool, their relevance becomes visible in a team in a fun, easy way. Conflict situations and emotional temperament -team simulation game tool was created in collaboration with SmoothTeam.
Simulation story:
Your company owns a summe cottage that is rented for the staff. However, the winds of change are blowing. This is a story of your collective efforts. The exercise consists of nine situations. In each situation, choose who in your group would be the most natural person to react in the manner described. Each situation is followed by a facilitated discussion during which the participants explain the reasons behind the solutions, give and receive feedback and hear others’ views.
What our customers are saying?
Here at The WeLaB, we have used the Maslach Burnout Toolkit in management and team coaching. The MBI works well in eliciting discussion on burnout, and even if someone is not suffering from burnout, the six areas of worklife (AWS) have provided useful information on their fit with their workplace culture. We’ve had many interesting and insightful discussions on values and fairness for example.
WorkPlace Big Five is by far the best assessment method that I have used thus far. It’s clear and compact, covering aptly the key areas of a person’s work personality. It is an extremely useful tool in various contexts, such as recruitment assessments, management team development and coaching.
I utilize the WorkPlace Big Five tool for management team development and individual executive coaching, and I’ve found it extremely useful. The tool helps to find a personal and efficient management style and creates a powerful opportunity to benefit from the differences in various groups. With this tool, it’s easy to make visible the potential and the problems in a group’s way of thinking and working. In conflict situations, WorkPlace Big Five increases the understanding of different parties’ way of working—WPB5 provides the keys to learning new collaboration models.
Personality is the bedrock of who a person is, but their EQ is the capstone that forms the whole person. Understanding emotion skills and knowing your own skills is a great basis for self-knowledge and personal development. The EQ-i 2.0 is a comprehensive and concrete method for assessing emotional intelligence, and the best part is that it centers on personal well-being. And for many of us, that’s what matters the most. I combine these two tools, the WorkPlace Big Five personality profile and the EQ-i 2.0 emotional intelligence scale, to provide the client with a useful combination that supports the coaching process regardless of the theme of the coaching.
At Terveystalo, we aim at measurable effectiveness in all our customer work. We use WorkPlace Big Five as a development tool because of its strong scientific basis and because, based on this method, we can make concrete development plans. Our work psychologists use the WorkPlace Big Five tool to promote health and welfare among individuals and work communities. WorkPlace Big Five profiling is also an integral part of the management training we offer our customers.
I use the MBI + AWS scales in my work as a coach for leaders and managers. This method has proved a useful tool in measuring clients’ coping at work. In leadership coaching, sustained well-being at work is one of the most common goals, and the person’s own experience is always the starting point in the process. It’s also essential that a person’s feelings about their coping are seen from a wider perspective. I’ve found it very useful when the measurement indicates that “only 12% of the comparison group is coping worse than you are”. It’s an eye-opener; it provides a perspective on how you feel about how you’re coping and strips the last intentions of bravely soldiering on at work. This paves the way for effectively dealing with the situation and looking for keys to change. The Areas of Worklife questionnaire included in the measurement is also a useful tool in tracking the factors that have an effect on coping.
The EQ-i 2.0 course was well organized. The online course provided sufficient basic knowledge on the subject, and the interactional training sessions gave an opportunity to deepen our knowledge. We felt the course was suitably demanding, truly enabling us to use the method; the final exam also backed this up. It’s good that the trainers make sure the users of the method really know how to use it.
Good leaders have emotional intelligence. They can lead and engage personnel and get better results. They can interpret their own feelings, and they believe in themselves; they are also skilled in expressing their opinions and feelings. They are optimistic, flexible and stress resistant. Good leaders apply their self-knowledge and objectivity to decision-making. In selection processes, it’s important to pay attention to a leader’s emotional skills. In emotional skill assessments, we use the scientifically validated EQ-i 2.0 emotional intelligence scale to help our clients find emotionally intelligent key personnel. Emotional skills can also be developed, so everyone can improve in this.
My clients have felt that it’s particularly useful to see how the various components of emotional intelligence are balanced. Some of the insights on this balancing have resulted in big changes in ways to lead and interact, with very good results.
WorkPlace Big Five Profile brings practical benefits for: Experienced leaders in that it deepens the insight they may have gained from previous personality / performance assessments and gives them the opportunity to focus on specific areas for development. New managers and leaders in that it gives them an easy to understand frame to plan and execute their personal / professional development. Trainers in that it is an easy to administer, credible tool, that brings a practical approach to assist others in developing important skills and mindsets.
