The Great Egg Drop
This activity is centered around customer satisfaction. Again, each of the small groups will be issued a quality challenge, represented by a raw egg. The over all objective will be for the group to construct a support structure that will allow for high quality and withstand a fall onto a hard surface; metaphorically creating an environment at a managed facility that reflects excellence in service. The group will need to design and build a structure that meets the customer needs and utilizes provided resources. At the end of a set time limit, all the small groups will come together and drop test their structures. Ideally, all quality measures or "eggs" will survive the fall. The catch in this activity is that the resources provided will be ever changing to represent day to day challenges representative in real time delivery. It is interesting to observe if the groups collaborate and share resources to save as many "eggs" as possible.

Adventure-based Exercises:
An Adventure-based exercise focusing on "Team Roles" to accomplish a common task. Group wished for an element of high adventure.

Hot Stuff:
This activity is done in small groups. The challenge is to remove a set objective from the center of a quarantined area and pour the contents into another set location. Very few resources are provided and many restrictions are imposed. This activity is heavy in problem solving, communication, initiative, and inter-personal skills.

Vision Hike:
This activity is conducted in small groups ranging from 10-14 participants. The goal is for the group to determine a pathway that will achieve business success by attaining a predetermined goal. This goal is marked by the placement of a bandanna in a visual location. Group members are able to see this goal and are challenged to plot a course that will allow them to find this goal while utilizing blindfolds. The symbolism revolves around company goal setting and then defining roles and resources to attain the goal. Blindfolds represent the unknown element of business. No one or organization may visualize the future, therefore they are "blinded" to see the day to day operations and steps taken to the goal bandanna. An organizational adjustment must be made at some point to achieve the bandanna since the group facilitator will move the goal and/or pathway without announcing this change to the group.

Vision, organizational change, flexibility, and communication of expectations are clear themes that appear from this exercise.

After Action Reviews:
Participants will work with other group members to solve structured exercises that require collaboration, communication, and an understanding of individual / "team" strength and weaknesses. For all activities, an After Action Review (AAR) is an essential means to reflect on the process and articulate the individuals learning. Trained facilitators help participants share their experiences and relate them to their work environment.

Key Punch:
This activity is done in small groups. It requires the group to accomplish a task of depressing items, in numbered sequence, in the fastest time possible. Errors and rule violations are monitored and recorded. The groups have three attempts to demonstrate the fastest time and fewest errors. This activity looks at communication, delegation of functions along with continuous process improvement.

Traffic Jam:
This activity is done in small groups. A grid is placed on the ground and the group is split into 2 sub-groups. Along this line grid, the sub-group members are placed in squares with each sub-group facing the other. The objective is to have the sub-groups find a solution that allows them to exchange positions, from one side to the other. There will be small limitations placed on the group that refer to order and sequence. This activity has a group work on linear communication, examining the benefits and challenges of linear communication, empowerment and project involve as it relates to interest and focus levels.

Across The Great Divide:
This activity is done in smaller groups, typically 10-14 per small group. Two border ropes are placed approximately 25 feet apart. The objective for the group is to cross the span of the two ropes as a connected team. Connected is define by having the outside of everyone's foot in contact with the outside of someone else's foot. This represents the common association of being a Nestle employee. Quality is measured by the group by monitoring the connection with the sides of their feet. If there is a break in the connection, then the entire group must go back to the starting line and attempt the challenge again. This activity is viewed as a small group de-inhibitor while establishing communication styles. The group will undergo various leadership changes and success will only occur after the group engages informally in "brain storming" ideas. Often, success methods may be directly linked to leadership styles mentioned in the book "Flight of the Buffalo."