EcoSeagate

A635.6.3.RB

1. Do you see value in the EcoSeagate team development process?
2. Why would something like this be necessary in a high-performing organization?
3. Could your organization benefit from a similar activity?

After reading about Seagate Technology’s team development outdoor lab, I was very interested in learning more about the event to in order to see what type of activities the participants completed as well as the scale of such an outdoor lab that involves 200 employees at the expense of $2 million. Bill Watkins, the CEO, began this outdoor lab in an effort to develop and build team work within the company. He accomplishes this with holding this team development in New Zealand in some of the most beautiful and austere terrain where teams of five must work together to negotiate challenging tasks. According to Brown (2011),

The outdoor setting is very different from the normal work environment; the learning exercises are so varied, and so typically foreign to the background of most participants, that no one has a distinct advantage. Thus the outdoor lab puts participants on an equal footing. This seems to encourage discussion of leadership styles, teamwork, and interpersonal relationships.

Having served in the military, I can attest that such team building events in challenging environments are highly effective in revealing one’s true make-up (characteristics) and forcing the team to work through constant conflict/friction on many levels. In fact, from day one when entering the service, indoctrination begins with breaking down the concept of “self” and identity is built back up with a concept of “team member.” This point is highlighted by Mr. Watkins when he notes, “I learned a lesson a long time ago in the Army. Nobody really wants to die for their god. No one wants to die for their country. Absolutely no one wants to die for money. But people put their lives on the line for the respect of their platoon mates” (Brown, 2011, p. 274). Indeed, the team work and relationships forged in the crucible of adversity is well known used in the military as a training foundation and replicated (relative) by many corporations/businesses for this reason.

I believe that any event that has a purpose to improve team work and/or team development is very necessary; especially in high performance teams. However, achieving the scale that Seagate was able to accomplish is extraordinary and not practical for many organizations or businesses. Nevertheless, team development can occur in many settings or venues (scalable). What is important is ensuring that the event(s) are well planned, resourced, tied into the organization’s values, and support a much large organizational effort (culture). For example, in the video clip, Robert Cooper states that “trust doesn’t mean you’re in an agreement, it comes with a mutual respect.” If the organization values diversity and different perspectives, trust and mutual respect is essential to managing conflict appropriately while creating an environment for healthy dialog.

Although I do not presently belong to an organization, as I alluded to above, any organization/team could positively benefit from team development when given the proper weight of effort and resources. Such exercises force everyone to stretch beyond their comfort zones and be able to deal with conflict head-on in a productive manner. Furthermore, with creative conditions, innovation has the potential to emerge as team members begin to reinforce each other’s weaknesses and support other to achieve the team’s goals/objectives.

References

Brown, D. (2011). Experiential Approach to Organization Development. Pearson Education. Kindle Edition.

Chao, M. (April 25, 2008). Eco Seagate 2008 1/3. Retrieved from https://www.youtube.com/watch?v=zCOfOFMiLtE.