Organizational Rules

Awareness
Ha-Ha
Intergroup Issues
An Intergroup Activity	An Intergroup Competition
Technology For Tomorrow	A Process Observation Activity
Building The Winning Team	Demonstrating Hidden Agendas
Effects of Differential Information	Empowerment Collection
Examing Competition and Collaboration	Examining Task Group Processes
Experiencing How Groups Function	Group Selling Advertising Group Value
How To Build A Team	Intergroup Competition part 2
Learning About Group Skills	Left Brain Right Brain Problem Solving
Need For Team Building	Preferences That Affect Group Work
Simulating Systems	Studying Group Dynamics
Team Building	Team Climate Survey
Team Development	The Search For Balance
Team Motivation	Team Quips And Quotes
Three Team Traps	What Is A Team?
What is Team Building
Problem-solving & Decision-making
A General Approach	Brainstorming Process
Build Quality Into Your Team	Conversation As Comunication
Groups That Work	Group Decision Making
Meeting Management	Multi-Way Tug-of-War
PersonaL Time Management	Planning A Project
Problem Solving	Problem Solving And Decision Making
Skills for Emergent Managers	The Art of Delegation
The Human Factor	The Most Common Decision-Making Mistakes
The Steps Of Delegation	What Makes A Great Manager
Roles
An Appraisal Role Play	A Firo Role Play
A Management Role Play	A Multiple Role Play
A Series Of Role Plays	Communication A Paired Role Play
Exploring Roles To Develop Staff	Not Listening A Paired Role Play
Organizational Rules	Power Personalities
Practicing Both Roles	Developing a Team Norm
Roles Impact Feeling	Role Efficacy
Role Stress	Steps in Changing One’s Own Behavior
Strategies Of Changing	The Supervisor's Changing Role
Tri-State A Multiple Role Play	Who Gets Hired

ORGANIZATIONAL RULES

Goals

? To examine both written and unwritten rules of an organization.

? To discuss the impact of rules.

? To take action on outmoded rules.

Group Size

Any number from the same organization.

Time Required

Forty to fifty minutes.

Physical Setting

Any comfortable setting with surfaces on which to write.

Materials

? One copy of the Supreme Court Rules Sheet for each participant.

? Pencils or pens for each participant.

? Flip chart and felt-tipped markers.

Process

1. Introduce the activity by explaining how rules within organizations are sometimes written and sometimes not. Ask for a few examples of each type in the participants’ organization and write them on the flip chart for reference. Tell participants that they will create lists of both written and unwritten rules for their organization.

2. Give each participant a copy of the Supreme Court Rules Sheet and a pencil. Tell participants to first list the rules that are written within the organization. Encourage them to write as many as possible and not to begin the list of unwritten rules until told to do so. (Five to ten minutes.)

3. When everyone has finished, ask participants to create a second list, this time of unwritten rules within their organization. Once again, encourage them to write as many as possible. (Five to ten minutes.)

4. If the group is large, form pairs to share and consolidate the lists.

5. Go around the group, asking for items—first for written rules, then for unwritten. Write what they say on the flip chart.

6. Lead a brief discussion of their organizational rules with the participants, using the following questions:

? Which rules are similar in scope and purpose?

? Which rules are different?

? Were any rules listed of which you were unaware?

? Are there any rules with which you disagree? Which ones? Why?

? Which list was easier to create? Why?

? What is the impact of having both written and unwritten rules on individuals in this organization?

(Twenty minutes.)

7. Conclude with a brief discussion about the impact of both written and unwritten rules on individuals and the organization.

? How do these different rules impact the organization as a whole?

? What actions could you take when you return to work as a result of this discussion?

Encourage them to discuss the impact of unwritten rules in particular on newly hired people, long-time employees, customers, the organizational culture, friendships, and reporting relationships. (Ten minutes.)

8. Encourage participants to take action on any outdated rules when they return to work and to be explicit about unwritten rules.

Variations

? If you have a large group (more than twenty-four), this activity could be completed in subgroups of six to eight people. Each group could then present its list to the other groups on flip-chart sheets.

? Action plans can be developed if desired.

Supreme Court Rules Sheet
Instructions: You have been appointed to the Supreme Court of your organization. This is a very special role, with the task of reviewing the “rules” of your organization. A number of rules have been established, some of which have been around for a very long time. Some rules are written down—and even etched in stone. Other rules are unwritten and must be learned through time and experience. First, list all written rules of your organization below. Wait until the facilitator calls time, then you will be asked to fill in as many unwritten rules as possible.

Written Rules Unwritten Rules

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ORGANIZATIONAL RULES