Experiential Training
Looking for a new and truly effective way to train your team?
- Duration: 120 to 180 min per session
- Participants: 5 to 30
Our method is divided into 3 musical sessions in which we work on…
Our method is divided into 3 musical session in which we work on...
LISTENING AND COMMUNICATION
Acting as a real team is an art! The secret? Learning to listen to your own emotions and be present for others. Only then can you create a genuine bond of trust.
LEADERSHIP
The concept of leadership has changed dramatically over the years. A modern leader is a facilitator and coordinator of others talents. What better metaphor than an orchestra?
CHANGE AND INNOVATION
We live in a technological era where no job is safe from changes that are often radical. Companies have no choice but to embrace uncertainty and innovate to survive.
THE PHASES
TRAINING OBJECTIVES
We analyze the company culture and identify the specific skills that need to be developed. This allows us to establish the primary metaphors.
EXPERIENTIAL ACTIVITY
Playing is the best way to learn because we truly absorb knowledge when we’re having fun. We conduct a customized musical activity based on the established metaphors.
DEBRIEFING
A logical-rational and emotional-affective reflection on the experience. This is done through discussion, sharing feedback, and open dialogue to identify mental models and principles that can be applied to one’s professional role.
FOLLOW UP
We check in after some time has passed to support the team in applying the training principles within their specific work environment.
OUR TRAINING PROGRAM
- Duration: 120 to 180 min per session
- Participants: 5 to 30
RECYCLED ORCHESTRA
Have you ever thought about making music with the things you throw in the trash? We will build musical instruments from recycled materials, transforming ourselves into a sustainable orchestra.
The metaphor is mutual listening.
DRUM circle
An exhilarating experience with drums and percussion, where participants also get to experience the role of the orchestra conductor.
The metaphor is shared leadership.
CORPORATE JINGLE
The time has come to write our corporate jingle by rewriting the lyrics of a famous song, followed by an audio-video recording performance.
The metaphors are change and innovation.
Anatomy of the Training Session
The facilitator leads the participants towards the awareness to belong to a unitary group, giving them the basic language and tools of the facilitation, with “full group” games at 360° such as stop cuts, call and response, volume up and down.
It is the moment in which participants are into an “individual awareness”, with a learning of basic technical skills, purpose, education, information and listening to themselves according to the new experience.
The facilitator leads the members of the circle towards the awareness of being creating an “ensemble” of different elements which form a song, through revealing “ongoing” interaction between the different musical tones and through games such as “sculpting” half of the circle in order to develop mutual listening.
Participants begin to realize that they are not just part of a group, but they are also forming a creative dialogue with each other.
It is the moment in which participants are in the “group awareness”, with a learning of the team organization chart, roles, responsibilities, relational skills and self-listening according to the group.
The facilitator leads the members towards the awareness of the uniqueness of each person’s contribution to the current song and the “special” relationship between the various elements and sounds they produce.
This helps them to reveal complex rhythmic relationships that can come out from the ‘ensemble’ in order to discover even more the beauty and quality that they are spontaneously showing from the void, that depends on the agreement of mutual dialogue.
It is the moment in which participants experience the know-how of the performance: dialogue, cooperation, enhancement of individual talents, vision of the scenario as a group and final qualitative result.
Called “orchestra conductor”: the group is normally able to “self-facilitate” and to sustain itself during the various transition points: the members now know that music shows itself moment by moment in a way which continues to change and to evolve according to their availability.
They are open to discover with curiosity what the next moment will bring as an opportunity for interaction and they are open to the fact that the contribution of the other will bring them to a new creation.
Participants can be invited to listen from the center or lead the group by revealing leadership dynamics.
The facilitator plays with them and makes games just to emphasize what they play or spontaneously offer in a relationship of overall trust, to then facilitate a “choral” final.
It is the moment in which participants experience the ongoing listening of the scenario to bring new creative ideas and it is often the moment of best musical expression.
Tuckman Model
High dependence on leader for guidance and direction.
Little agreement on team aims other than received from leader.
Individual roles and responsibilities are unclear.
Leader must be prepared to answer lots of questions about the team’s purpose, objectives and external relationships.
Processes are often ignored.
Members test tolerance of system and leader.
Leader directs.
Decisions don’t come easily within group.
Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members.
Clarity of purpose increases but plenty of uncertainties persist.
Cliques and factions form and there may be power struggles.
The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues.
Compromises may be required to enable progress.
Leader coaches.
Agreement and consensus largely form among the team, who respond well to facilitation by leader.
Roles and responsibilities are clear and accepted.
Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group.
Commitment and unity are strong. The team may engage in fun and social activities.
The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team.
Leader facilitates and enables.
The team is more strategically aware; the team knows clearly why it is doing what it is doing.
The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader.
The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively, and necessary changes to processes and structure are made by the team.
The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. Team members look after each other.
The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted.
Team members might ask for assistance from the leader with personal and interpersonal development. Leader delegates and oversees.