Personal Maps – Management 3.0

One of our clients asked us to prepare a Team Building activity for one day, it would be the first time the company would organize such an activity.

As the team building was going to last one day, we had to prepare several games for the team, and one of the games we thought of testing to start the day of activities was precisely Personal Maps, one of Management 3.0 practices (

This practice consists of the team drawing a colleague’s personal map, and filling in the information of one of the colleagues, in order to take into account what each one knows about the colleague, and if the information is correct.

We knew that this team was made up of leaders, but that not all of them worked in the same place, so their contacts were limited.

We also realized that there were several new staff in the company who were going to participate in the team building, and we believe that this game was ideal for people to get to know each other better and understand commonalities, creating closer ties.

To carry out the activity, we distributed blank sheets and colored pencils to everyone, and we sat the participants on the floor in a circle, to generate closeness.

We asked one of the people if they could volunteer to start the game, and one of the participants collaborated with us.
We write his name on the blank sheet in the middle and define as interest categories for this activity:
education, home, hobbies, family, goals, company work area, pets, values.

We explained to everyone that with the development of the map they could add other categories and information relevant to the map and that would characterize that person.

Our volunteer remained in the room, but could not help colleagues fill in the map information.

We now ask the team to work together so that they can fill in the map and gather all the information about the different categories concerning the colleague.

We immediately realized that there were people who knew very little about each other, and that there had never been any concern to look at the coworker in a more empathetic and comprehensive way.

However, when we asked the volunteer to participate and one of our consultants for the activity read the map information aloud so that the volunteer could confirm that what the colleagues had written was correct, there was great interest and collaboration on the part of everyone to fill in the categories correctly, and to know more about the colleague, and the person he really was.

so the map was being complemented with additional information, and person after person, began to generate greater familiarity among the participants.
Laughter and surprise comments of “I also have a cat as a pet.”; or “I studied at the same university” were usual.

Everyone started to have a faithful portrait of their colleague and the person they were, as a human being with a story, and with goals.

At the end of the experience, the General Director of our client asked each of the leaders present there to replicate that exercise with their teams, since it was notorious that there was a lack of communication between people, but also the short time that they really go together, as colleagues who had worked at the company for years knew little about each other.

This game allowed people to bond, get to know each other better, and also helped to demystify false ideas and rumors among peers. This is very important.

The feeling of confidence grew after this exercise and we noticed throughout that day, that people got the feeling of really knowing who was who, and because of that, they gained more desire.

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