Retreats, Diagnostic Retreats, and Holiday Retreats

Retreats. The QWLC management retreat has two functions: 1. to remove the management team from engagement so that it can more readily take stock of its conditions, and 2. make adjustments as necessary so that future engagement will be more effective and efficient. Retreats are conducted in off-site and away-from-the-ordinary places to assure participants are not called away from the retreat by routine business. Rarely does an agenda include "lecturette" material as learning is based almost entirely on past or current organizational performance. The QWLC retreat also varies from the traditional retreat in that it includes an additional compliment of cultural facilitators.

Top Three Benefits:

• Opportunity for participants to construct an agenda consisting of topics that are only important to them.

• An opportunity to "clear the air" of topics that may have been "hidden" from each other.

• Create a unified plan for continuing the engagement with added support from facilitators.

Retreats of any kind are aimed at:

• Relieving organization tension or stress.

• Collaborative problem solving by key decision makers in the organization.

• Team development activities that are both fun and serious (experiential in nature).

• Getting key decision makers off-site in a more informal atmosphere.

• Leveling the playing field for a fresh start.

• Re-energize individual performance.

• Renew a sense of team productivity.

• Refresh work group innovation.

• Restore optimum organization effectiveness.

• HAVE FUN LEARNING AND TALK ABOUT IMPORTANT TOPICS!

A retreat is a short duration off-site workshop designed to "regroup" an organization and "reform" an approach which will better lead to success.

A diagnostic retreat is a retreat during which information is collected and presented that will more clearly enable higher quality decision making concerning alternative courses of action.

A holiday retreat is a "light" retreat options that favors an organization celebration for all employees. Normally, the holiday retreat is a bonus provided by QWLC as a reward for exceptionally high participation over a specific period (normally one year). Exceptionally high participation means that over 85% of the organization has completed both a survey and inventory, and over 90% of the organization has participated in at least one team activity during the period. Additional criteria may be established to sweeten the holiday retreat attractiveness!

• QWLC handles the entire retreat process so that everyone present gets to participate.
  
  All too often we find that organizations assign internal people the responsibility to manage the retreat. When this happens, people in the group often participate minimally, or not at all. Key players are neglected at the retreat and the full benefit of the event is diminished. ODI retreats are totally managed by QWLC staff. We provide the link to everything from the off-hours entertainment to managing meals. This way everyone gets to focus on what's happening during the sessions.

• We use our own organizational surveys and interpersonal style inventories.
  
  Our own materials are unique to QWLC and unique to organization development. Rarely do we encounter people who have taken, or even heard of, our "RGB Inventory." Everyone is "in the dark" together about what the inventory results mean - this levels the playing field so that everyone learns together.

• QWLC retreats are designed for fun and serious work at the same time.
  
  People have fun playing hilarious games, and enjoying each other while focusing needed attention on the serious aspects of continuous cultural improvement the same time. Options for tailored memorabilia is decided in advance to assure every participant goes away with memories that will last an organizational lifetime.

• QWLC provides a complete retreat package that includes comprehensive services that others just can't match.
  
  Our retreat services include a comprehensive preparation cycle, and a complete follow through regimen. Every detail is well planned and designed for exacting follow through. Comments from retreat participants are available on request that testify to our superior client satisfaction.

I. Introductions with a Twist

We begin with an overview of the session, and move into intros that provide an opportunity for participants to portray their overall fit in the organization. Our intent is to break the ice and some of the barriers that may exist. Our outcome is to facilitate new perspectives and expanding work relationships.

II. Learning Games

We use card games or puzzles with a focus on learning about life in the organization. They provide fun with a point, usually generate laughter and open the opportunity for some good-hearted banter. We facilitate learning about coworkers and "how things really happen" around the workplace.

III. Data Collection and Feedback

We collect data as a way of assessing the current conditions of worklife. We use informal methods such as "walk-around" charts and "galactic wand voting," as well as more formal methods-inventories, surveys and observations. Our teamwork and software allow us to process data collected and provide analysis and feedback during the session.

IV. Action Planning

Being on retreat often allows participants to expand boundaries and think in new ways as opposed to the circumstances at work where they might be inhibited by familiar surroundings and everyday pressures. We help groups capitalize on the energy and synergy generated. We facilitate practical commitments by the appropriate people to be met in a realistic time frame.

V. Re-entry Preparation

Whether time on retreat lasts one day or one week, returning to the everyday workplace is a challenge. Participants have had an experience that included organizational learning and perhaps even significant revelations. Coworkers who did not attend have been in the midst of "the same old" issues, probably with an extra workload as they covered for those attending. It is important that stories from the retreat are told, learnings are shared, and that there be consistency so that ownership in the results of the retreat can be widely shared.

• How often should a retreat be scheduled?
  
  We recommend that retreats be scheduled twice yearly, normally Spring and Fall.
  
  Most organization retreat on an annual basis, however. Routinely those on an annual retreat cycle complain that they wished they'd had more time, or they commit to a follow-through that rarely occurs. Naturally, an organization ought to retreat in the face of any significant condition (such as reorganization, or downsizing, etc.)

• Who should attend a retreat?
  
  We recommend a "slice" of the organization weighted toward senior management.
  
  If a union or other bargaining unit exists, representatives should be considered for attendance. We also recommend that some selected non-management personnel attend. These are typically key influential people who can accurately tell the story of what happened at the retreat and provide valuable "front line" information about what is going on in the depth of the organization.

• Where should a retreat be conducted?
  
  Retreats ought to be held away from the normal work site.
  
  The importance of decisions that are made in a retreat environment cannot be overstated. Out-of-the-box thinking is required and is nearly impossible to stimulate in the routine environment. Often, getting out of town completely is the right thing to do, but at minimum retreat planners ought to "get away" to a suitable environment where lofty thoughts are more predictable.

Copyright 1998 Leadagement Technologies, Inc. - All rights reserved.
(757) 727-7705
Reviewed: 5-15-02 as "www.ltodi.com/retreat.htm"