Jigsaw Puzzle and Organisations

 

Jigsaw Puzzle and Organisations

In a behavioural training program aimed at enhancing teamwork and collaboration, a trainer organised the participants into two groups of twelve individuals each. Each group was given a jigsaw puzzle to assemble, setting the stage for an insightful exercise on the dynamics of group behavior.

 Group 1 received explicit instructions to work together diligently to complete the puzzle. They were encouraged to communicate openly and coordinate their efforts to piece together the fragmented image. This group quickly embraced the task, sharing their thoughts and strategies, which allowed them to work effectively and harmoniously. They experienced a sense of unity as they progressed, celebrating their collective achievements with cheers and congratulations once they successfully finished the puzzle.

 In contrast, Group 2 faced a different dynamic. While most of this group was given the same jigsaw puzzle, a few select members were removed from the leading group for a private briefing. These individuals were given special instructions that only they understood, creating a disparity in knowledge and expectations among the group members. When the activity commenced, this misalignment led to confusion and conflict. Members of Group 2 began to argue and blame one another, struggling to agree on how to proceed.

 After some time, the group realised that cooperation was essential for success. They decided to set aside their disagreements and collaboratively complete the puzzle. Just as they reached the point of finishing, however, one of the members inadvertently reshuffled the pieces, scattering them across the table. This setback frustrated the group and underscored the importance of synergy in working toward a common goal.

 Following the puzzle activity, the trainer conducted a thorough debriefing session. He emphasized Group 1's accomplishments, explaining that their success stemmed from their shared vision and collaborative effort. He compared the assembled puzzle pieces to the diverse skills and knowledge individuals bring to an organization. The trainer highlighted that although each piece may be unique, they collectively form a cohesive picture when aligned with a common objective.

 In stark contrast, the trainer analysed Group 2’s experience, noting that the conflicts and miscommunication arose from the special instructions given to a few members. These disconnects in behaviour created obstacles that ultimately hindered their ability to work together effectively. He pointed out that while every group member possessed valuable skills and knowledge, the inability to align their actions and cooperate resulted in delays and an unsuccessful outcome.

 To conclude, the trainer reinforced a powerful message for all participants: each carries unique jigsaw pieces representing their skills and contributions. However, these pieces only come to life and achieve their full potential when they are integrated with those of others. The exercise illustrated the profound impact of teamwork, cooperation, and shared goals to succeed personally and professionally.

 M.L. Narendra Kumar