1. Attitudinal change and personality development-through theatre (Conducted a series of workshop for Indian Oil Corporation Ltd., Western Region, Mumbai)
2. Attitudinal change towards - Gender Sensitivity & motivation for social action for ONGC ( Oil and Natural Gas Corporation of India) organised by Population First.
3. Team Building for HPCL.
4. Strategic management through theatre. Theatre interventions focused on (Conducted workshop for Senior Deputy General Managers-Bharat Heavy Electricals Ltd., -BHEL, Noida & Central Bank of India, Mumbai )
· Strategic issues – envisioning strategic thinking, creativity, innovation, risk taking, venturing into unknown.
· Leadership – guiding, inspiring, teamwork, influencing.
· Competition and competitiveness, Customer Service.
· Change – change agent.
· Personal effectiveness
- Self expression – assertiveness
- Receptivity – receiving feedback
- Perceptivity – sensitivity to others
- Action orientation – motivation to act
· Subordinate development
· Decision making etc.,
Theatre means experience. Theatre means living. Theatre is essentially here and now. Theatre means managing time and space. So the learning cycle applied here is: Experiencing – processing- experimenting- applying and connect again to Experiencing. This is the internal and eternal process of theatre.
Since this programme was out bound so the design was prepared in accordance with the Traveling arrangements, natural locales and real life experiences. The design is based on the ‘Experiential Learning Cycle’.
The participants started their journey towards Mussoorie. The group got the ample time to spent and they got the stimulus from the bus, its speed the coziness, togetherness, no fixed agenda to finish (as they were doing in the class). Along with the movement of the bus, the internal movement started in the participant. A moving vehicle became the close door moving HR lab which brought intimacy in real life situation.
The movement within created ripples. Ripples created bubbles. Bubbles shaped up in a wave. The wave created a sound. Sound turned into songs. The songs brought the managers in to persons, persons in to their own real self. One participant started the song, other joined him and a chain reaction took place. The emotions started following without the worry of right or wrong. Every body open up. Sudden burst of individuality led to the intimate group formation. The group took decision by
understanding and not by discussions, when the arranged break fast at Haridwar – Bhel was not up to the expectation of the participants. The survival skills became functional. The group explores HAR Ki Poudi and had Cholla Puri in the break fast with lassi. It was a delight to stand in the crowd and enjoy the hot Puri after a long journey. A live demonstration of collective leadership.
After reaching Mussoorie the group assembled formally for the training in the hall allocated for the training. The facilitator asked the group what they want to do? The group formally replied. It was interesting to note that the group was not behaving the same way as they were doing in the bus or while traveling. The facilitator asked the participant to behave in their natural way. The participants were surprised by this sentence of facilitator. Because nobody asked them so far to behave as their natural self. After a few awkward moments the group aligned with the facilitator. The facilitator asked the participants to reflect on their individual and group behaviour while traveling. How did it impact them? Four groups were formed on the basis of:
The groups were given 3600 second to spend with each other in the most beautiful locales in Mussoorie (The queen of Hills).
Then the facilitator invited all the participants in his room. The room was small. All 25 persons made space for themselves. After 300 seconds the room became warm. Every individual shared his / her intimate experience. The hard-core engineers started melting. It was visible on their face, eyes and to some in … tears.
- An experience never happened in their life.
- I bonded with the group. Which did not happen in 11 days in HRDI
- They were together in HRDI for more than 11 days but never experienced the warmth of each other
- The method of teaching is unique.
- Communication skill sharpened, specific words, eye-to-eye contact, looking every person in the group.
- Voice tone, pitch and clarity of voice
- Body language i.e. posture, gesture, hand movement, eye movement, facial expression
- Learnt to speak in the group
- Insight about self i.e. confidence, conformability in-group, interaction, sharing with out inhibition, reaching out to other.
- Surprised that the facilitator was observing them.
- First time voiced their opinion.
- How to manage emotions / emotional intelligence
- Nothing wrong in emotional exchange. The power of Emotional behaviour.
The group hugged each other and together at one time. Every body was thrilled. By then the stars were twinkling inside the participants and outside in the sky of Mussoorie.
- Opening of Third Eye (6.00 – 8.00 AM on 26.9.08) Adventuring from Known to Unknown:
The participant assembled at 6.00 AM and did the warm up exercises – saying hello to your physical self. Then the group witnesses the rising sun together. Every participant was thrilled to see the wonderful sight. The facilitator asked the participants to verbalize this experience.
- Hope
- Freshness
- Happy
- Delighted
- Fire
- Readiness to face the challenges
- Leader
- Unique
After this sharing, the facilitator asked the participants if they are ready to face the challenge. The group said ‘Yes’ in unison. Then the facilitator asked them to close their eyes. Be honest to your own self. The facilitator reminded the group that there was danger to their life in that challenge. Because the participants were standing on a plateau, they were supposed to go to a unknown destination by climbing three different level of heights, they had to make their way through stones, steps, plants, trees, grass and flowers. The only help will be provided from the facilitator was a sound of clap. The participants will follow the direction of clap.
The participants took this challenge and started their Journey. Some participants crawled on the grass, some rushed and crushed against stones but unhurt. Some did not move from their place. Some lost the direction of the clap sound. Some got hold of other and followed. 25 people took one hour to reach 25 meters.
As the participants closed their two eyes, their third eye started functioning i.e. Visual sense, sense of touch, smell, alertness, risk taking, listening, feeling, living with the moment & movement, positive attitude, analyzing, survival instinct, applying the whole experiences of life, firmness to achieve, adventures, getting to known what is inside oneself, self belief and trust in the leader.
After completing the exercise the participants shared their experiences:
- Eye opener
- Confidence increased
- Unique
- Curious
- Memorable
- Unforgettable
- Amazing
- Ability to survive
- Darkness to light
- More assertive
- Agility
- Assertive
- Flexibility
- Soul Searching
- Enlightened
- Not to be complacent
- How I survived or I reached?
- Life time experiences
- No words
- Unbelievable
- Trust
- Self Belief
After sharing, facilitator asked the participants to revisit the space & path with both the eyes open and find out their answers and share with the group.
- Evolving – streamlining the unsaid agenda (9.00 – 10.00 A M):
The facilitator streamlined the unsaid agenda like a visit to Kempty fall, visiting Mussoorie Bazaar or Gandhi Road. A schedule was prepared and one leader was appointed to lead in each activity by the group itself.
- Experiencing the Eternity: A drop conquering the mighty mountains: Kempty Fall – a live experience 11.00 AM to 2.00 PM:
The participant experienced a thrill at Kempty fall. Most of them bathed in the cold water for hours. Took the ropeway to reach the water.
- Processing the Kempty Fall experience: 3.00 to 5.30 PM:
The facilitator asked the participants to form 3 group and consolidate the leanings form Kempty fall experience and present in the form of a play. After the presentation of three performances the participants verbalized the following:
- Constant
- Consistent
- Speed
- Force
- Energy
- Direction
- Purpose
- Relentless efforts
- Achievement
- Will power
- 360 degree view of situation
- Making your own way – come what may
- Experiencing as a Team
- Vision
- Team Building through Human Pyramids (Govinda example of breaking – Dahi Handi in Mumbai):
The facilitators carry forward two words from the sharing:
The facilitator asked the participants to depict their vision of Kempty fall by involving all the members as a team and make a four-storey Kempty fall in 5-10 minutes. All the members got to the task and made the Human Pyramid depicting Kempty Fall.
It was heartening to see that the collective leadership style was adopted. Every member volunteered him self & herself. The role was distributed by assessing each member’s strength.
After the task every member’s energy was flowing like the Kempty Fall. Wonderful!
- Visionary Leaders implementing Their Vision (6.00 to 9.00 PM):
The facilitator asked the members who would like to implement their vision. Four persons two male & two female raised their hands in no time. Rests of the members were asked to choose their leaders. Four groups were formed. Then the leaders were asked to got out in open in different direction and click a picture of their choice in their mind of the Mussoorie valley and mountain.
In the mean time the teams were instructed not to follow the leader. After five minutes the team & leader got together and the leader was asked to form a picture of his vision using the team as tools and objects in 600 seconds.
After 5 to 7 minutes the harmony was lost. The leader was shouting. The members were arguing. The team and leader were in two extreme positions.
Then the group processed the experience and find out:
- Leader lost confidence when he/ she was questioned
- Leader was leading by position
- Leader was threatening the team members with dire consequences
- Learnt to say no when needed
These finding led the group to understand the role of leader to highlight:
- Vision
- Aligning people with the vision
- Ensuring Execution
This also led the group to ponder upon different style of leadership.
- Autocratic
- Democratic
- Collective or by consensus
The participants were made to understand to adopt their own style of leadership while leading their own team.
- Vision of my BHEL (9.00 to 9.30 PM): The Facilitator asked the four groups to make a picture of Vision of their BHEL. The groups engrossed in the tasks. Innovative ideas started flowing. Every group presented their creative & innovative vision picture. The out come of the presentation:
- My BHEL as the world leader
- I have to work as a global leader
- Long Live BHEL!
After the thrilling achievement moments the group said: HUM Hain! Greeted each other and cherished the dinner and Campfire with the songs for celebrating their achievements.
- Reflecting and assimilating learning :(8.00 AM to 6.00 PM on 27.9.08) Mussoorie to Noida HRDI.
The young managers reflected with in themselves and in the group. The emotions were running high. They channelised emotions by singing substantial cherishing songs. Some also played quiz games to rationalize themselves.
Cohesive group lived together in the moving laboratory for 10 hrs.
WHY OUTBOUND TRAINING:-
- Emphasize on process learning (Natural laboratory)
- It involves a actual physical journey to help the participant to measure their growth (learning process)
- Builds an environment for natural expression & behaviour
- Creates Substantial experience of group learning
- Real life learning
- Abundance of emotive & simulative environment for energizing & refreshing
- Natural visionary images for Envisioning process
- Motivation natural example (Kempty fall)
- Reinforces the survival instinct
- Symbol of Natural excellence. Excellence is not one time achievement but a constant & consistent journey (like when we reach to the top of one mountain we see the other bigger mountain.)
OUT BOUND TRAINING USING THEATRE METHODOLOGY
- PARTH SARATHI
BACKGROUND
Out bound training started with the aim of taking training outside the confine of class room and creating new experiences for the participants in natural surroundings. For most of people this type of training is an opportunity for getting away from serious learning’s and enjoying the freedom outside. The structured exercise like rope climbing, mountaineering and river rafting etc. provided thrills and adventures but often these questions stirred the mind does it have any benefit in the personal and managerial life also?
These type of outbound training becomes more popular with the Software and I.T Companies – it was to break their monotony, stress relieving and sometime for personal interactions. Interactions with the participants in dozens of outbound training revealed only one thing that they enjoyed the journey and outside exposure, when asked about the learning; the stereo type answers were received like risk taking, team building and leadership skills have increased although there was little evidence of this acquisition in their post out bound training behavior in their personal and work life.
At HRDI BHEL we took the initiative to evolve a methodology which would not only crystallize the learning’s in the class room but also gives new experiences and the insights congruent with the expected learning, programme objectives as well as personal and organizational roles. For the first time in the year 2002 a 2-days module using theatre methodology was introduced in the Strategic Management Programme of BHEL HRDI directed by Parth Sarathi for very senior participants. This methodology had been used as a substitute for outbound training. With the initial negative reaction of participants, this module started in some what sluggish manner but by the end of the afternoon, things has changed and participants started responding positively.
By the end of the programme the participants had internalized some of the basic tasks of leadership i.e envisioning, aligning people towards, the vision and ensuring execution. The sharing of experiences and process observations opened the door for evolving a different type of outbound training programme.
Getting a facilitator, this module was very difficult. The Programme Director himself being a Behavioural process facilitator, needed somebody who is strong in theatre but is quite well versed with sensitivity and process skills at the same, able to understand the programme objectives such as influencing, self-awareness, motivation, interpersonal effectiveness, risk taking, emotional intelligence, giving and receiving feedback etc.
Manjul Bharadwaj, who is the Chairperson of ‘Theatre of Relevance’, was the first name which flashed in mind. Manjul has been a Social Activist, Leader, Theatre person and had learnt the behavioural process skill through systematic training. He was one of the process lab participants of the undersigned in the early nineties and had shown the sparks of an unusual professional. Over the years he has gained maturity.
It has now been established that the theatre approach has a great potential for experiential barring based programmes. It has also proved to be a good substitute for the conventional ‘outbound training programme’.
Subsequently this methodology was used for different programmes and the results were excellent every time. Although theatre approach was in the background but exercises, activities and insights were different.
The most recent experience is a 2-day outbound programme (Sept. 25-27, 2008) at Mussorrie for the participants of 33rd Young Managers Programme (Sept. 15-27, 2008).
In this write-up an effort has been made by Shri Manjul Bharadwaj the facilitators of this outbound module to document the experiences, processes and insights which the participants had.
This experience is based on experiential learning cycle given by Kolb.
