Many blog posts and numerous column inches in traditional media have been dedicated to criticism of the testosterone-driven management style leading up to the global crash we’re now experiencing. And there’s no denying the part this macho culture played in the demise of economic growth and the current loss stability..
So what motivates companies to continue to use these same stress-filled, extreme style of dealing with people for team building? Recent reports of the growing popularity of British Airways’ crash simulations as a team-bonding exercise may bring joy to BA shareholders and staff, but the underlying message is somewhat distressing. 
Have we learned nothing about good management and team development? If we subject staff to adrenaline-pumping experiences which have the potential to be highly stressful – and we call this team building – how do we then deliver the message that a more considered and balanced approach to business is preferable?
Should we not question the validity of a crash simulation as an exercise designed to help teams work better in their daily operations? In an aircrash, there is no time for planning. There is no opportunity to discuss options. There is no time to get the team’s buy-in to shared decisions. Yes, we may have opportunities to help another person get out of the fusilage. But how exactly does this translate to the smooth daily operating style of a high performing team. There may be a short term bonding experience, but what of the long term learning?
This may be great business for companies with the ability to deliver extreme experiences and package them as ‘team-bonding’, but there are better ways of building teams which aren’t bedded in adrenaline-rich macho culture. Clearly, there are specific types of teams which do have to operate in highly stressful circumstances. For these few, this type of team training may well be absolutely appropriate. But not for the majority of the commercial world. Opportunities to plan, discuss, own, implement and ultimately deliver in an intelligent, considered way are far more representative of the individual and joint roles they will need to play in the success of the organisation.
Knowledge of the individual working styles and abilities of each member of the team, and an understanding of how each person can contribute, provide far more valuable long term learning than a quick shot of adrenaline.
Thanks to Judith of Maverick Mastery for pointing me at this article.
Photo credit: PommeGranny
Article by Vandy Massey
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