.Category
{Team Building Applications}
.Stage
{Type as Template}
.subcat
{(with intact teams)}
.Title
{The Horseshoe}
.Minimum
{8}
.Ideal
{15 - 20}
.Maximum
{35 (This exercise will work with a larger team but it becomes difficult to manage.)}
.TimeMin
{60 minutes (15-20 minutes per preference scale)}
.TimeMax
{80 minutes}
.Object1
{To allow an intact team to physically place themselves in relation to each other according to preference strengths}
.Object2
{To involve the team in a discussion of the implications of their type on the functioning of the team for each preference dichotomy}
.Object3
{To allow team members to talk to each other using type terminology and language}
.Material1
{Type and preference strengths for each participant (could use OKA Report Form)}
.Material2
{Name tags}
.Material3
{Flipchart paper (several sheets) for each group}
.Material4
{Markers}
.Instruct1
{Ask team members to write their type and preference strengths on a name tag with a marker so that others can easily see it.}
.Instruct2
{For one preference dichotomy at a time (S/N, T/F, E/I, J/P), have the team assemble in a horseshoe with the strongest of a preference (for example, E45) facing the strongest of the opposite preference (for example, I35).  The two strongest preferences form the open end of the horseshoe.  All other participants should locate themselves in descending order of preference strength on the appropriate side of the horseshoe to complete it.  Leave a small space or empty chair at the closed end to mark the split between the preferences.  The team can do this exercise standing or seated.}
.Instruct3
{Ask the team a number of questions for each preference dichotomy.}
.Instruct3a
{Ask the I's, "What is it about E's that you admire?"}
.Instruct3b
{Ask the I's, "What are some of the things about E's that you don't understand or that drive you crazy?"}
.Instruct3c
{Repeat the questions for E's, by asking questions about I's.}
.Instruct3d
{Ask the team to look at the configuration and mix of the E/I preferences and ask if it explains any of the issues with which the team may be dealing or ask them what implications this mix of preferences may have for the team's functioning over time.  Record these on flipchart paper.}
.Caution
{Depending on the team's level of understanding of type, they may talk about preferences using inappropriate language.  For example, "S's are always so focused on deadlines."  These comments represent excellent opportunities to clarify language and make valuable points about each preference dichotomy.  For example, "It is J's that are focused on deadlines.  If you are talking about an SJ, that statement may be true.  If you talking about an SP, that statement is not accurate."}
.Instruct4
{Repeat above questions and discussion for all preference dichotomies or just choose those that the trainer wants to highlight and discuss.}
.Debrief1
{The debriefing of this exercise, to a large extent, occurs as each of the preference dichotomies is discussed.  However, the trainer may want to ask the team to discuss any learning they had about teams and type as a way of reaching closure.}
.Debrief2
{The discussion about each preference dichotomy and the implications for the team's functioning that were recorded on flip chart paper reveal many type-related team issues and strengths and weaknesses which the team needs to address or at least understand.  After completing the exercise the trainer could do many team related activities or plan for follow-up team building sessions to include action planning on problem areas, establishing new team norms where needed, or resolving conflict that is impeding team functioning.}
.Caution2
{This exercise can be very revealing about a team's effectiveness both at a team level and at an interpersonal level.  Be prepared for some "hot issues" to emerge.  For example, although you asked the team to talk about preferences, they will most likely start to talk directly to or about others on the team.  (For example, "You constantly criticize my ideas, and I am tired of it.")  This will provide specific opportunities for facilitating needed dialogue between team members, and to record emerging team issues.}
