Over the past decades, numerous approaches have been tested in the world of training folklore to enhance collaboration in organizations. Perhaps the most widespread approach involves the leadership team attending a “team-building training,” where they engage in various playful exercises to experience the difference between collaboration and competition or work together in training activities that are supposed to foster “aha” moments. Examples include trust falls, helping each other through spiderweb-like structures made of ropes, building rafts from plastic bottles or bridges from spaghetti, walking on fire, or participating in fun games in a forest clearing. The experiences gathered “then and there” are discussed afterwards, and everyone hopes that once back at work, all friction or siloing will be resolved for good. Unfortunately, that’s rarely the case.
