户外团建英文

1, Electronic Net:* Participants:Total 10 persons - 4 artificial lead net person,6 artificial help person;* Equipment:Electronic NetRules:* While conducting electricity the net, the net hole that 4 people lead can't be same, most a challenge of the hole of the first floor net hole in the most can use two people;* While conducting electricity the net, need this to lead the net if touch to run into the net line, make it send out the caution sound,, the person re- leads the net;* Reach the mark principle:Four people pass all and smoothly for successful.2, place a substitute by subterfuge:* Attend the number:Total 8 people, can be shouted the password by the senior clerk moreover;* Game prop:8 high and hollow steel pipe* Attend an everybody's left hand each keep one stick, round a, is apart from to one meter or so;* Start the password descend reach after,8 people turn to move at the same time, releasing the stick in hand to take hold of the left side personnel's stick, namely everybody all keeps the stick within the original left side personnel's hand;* Reach the mark principle:Press this operation to carry on successfully 5 times for success, once the stick drops the ground then for failure, then need from the first.3, lie on the back to rise:* Attend the number:Total 10 people,5 among those peoples rise,5 people press the leg;* Game prop:A breadth a mat of ① , a thick tube of ②* After 5 personnels who do to lie on the back to rise need to hold tight the brain together of long stick carry on to rise at the same time;* Reach the mark principle:Hold tight the long pole to carry on lie on the back to rise the number to amount to 10 at the same time for successful.4, the isolated island begs to living:* Attend the number:Total 7 people;* Game prop:A piece of square wooden board* At the same time 7 people are on the wooden board the persistence stands 10 seconds;* At wooden board up stand, any part of the 7 people's body can't touch the ground;* Reach the mark principle:Stand to attain 10 seconds together for successful.5, remote control:* Attend the number:Total 2 people, an among those for lead the net person, an artificial it control from a distance;* Game prop:① The prop square that the charged barbed wire net use in ground, the ② hides an eyeshade;* Lead the net person's eye uses to hide the eyeshade to receive up after, at another one person language guide line under pass the mesh;* The circuit lead is lengthways, from the mesh on carrying to pass another smoothly on carry, if the half-way has the bell 铛 to ring out to then mean to touch to touch, then needing afresh again come;* Reach the mark principle:At did not touch to touch under pass smoothly for successful.6, the 巧 connects the colourful bead:* Attend the number:Total 3 people, an among those persons catch the ball, one person throws the ball, one person picks up the ball;* Game prop:A transparent tube of ① ;5 planks with a piece of and transparent ping-pong ③ of ②* From throw the ball the person put the ball throws the transparent plank one by one in order, the ball needs to fall into the transparent tube that catch the ball hand's take after play inside, can't directly into the transparent tube, needing to fall into after play the ball;* Catch the ball the person can't touch the transparent tube to run into the ground;* Reach the mark principle:Put 5 balls all into the transparent tube under the condition of not violate the rules.

How to build a team?The moment you start doing anything at all with another person, you've established a team. Begin a conversation, pick up the phone, brainstorm an idea and you're in teamwork.Start with Your Ability to RelateEvery possibility, from landing the contract to the romantic evening hinges on your ability to relate. But neither profit nor pleasure are the primary motivation for teamwork. Productive teamwork moves you toward challenge, through change, with more confidence. Working well on any team generates energy and enthusiasm for life.Some are More Skilled than OthersThis ability is learned. You do not need complex interaction formulas. You don't have to be easy-going, well-educated, hard-nosed, or even especially intelligent to build a team. You don't have to be anything other than yourself. You can be effective with people using common sense and a few fundamental principles.1. VisionVision means being able to excite the team with large, desired outcomes.Large outcomes mean devising goals that attract missionaries. The first step in vision is to project such a goal. This goal must be bigger than a pay check. It must contain challenge, appeal to personal pride, and provide an opportunity to make a difference and know it. Then the goal can become a powerful vision.Next, team leaders position the goal by picturing success. Initial questions might be, "What will it look like when we get there?", "What will success be like, feel like?," "How will others know?" When a large, missionary-friendly goal has been pictured and clearly communicated, the vision is complete. 2. CommitmentCommitment can be a dangerous concept because of its attendant assumptions. Some may assume, for example, that commitment means long hours, while to others it may mean productivity. When expectations are defined, success rates soar. When leaders assume that everyone "should" be committed, as a matter of course, we overlook the difficulties many have with certain commitments.If people cannot initially commit, it doesn't mean they don't care. More often, it means they do care, and they are caught up in a process of doubt. This process precedes every meaningful commitment. Effective leaders catalyze this process, so that the critical mass of people can pass through this stage efficiently on their way to genuine commitment and innovative strategies.This pre-commitment process is the same for team leaders and members. When we ponder a new commitment, we climb up to a kind of mental diving board. Commitments contain unknowns, and some warn of possible failure. It is common for people to neither jump nor climb back down the "ladder," but rather to stay stuck at the end of the board, immobilized in pros, cons, obstacles, and worries. In this state of mind, the obstacles begin to rule, obscuring the vision, blunting motivation.When leaders do not understand the commitment process they tend to seek accountability without providing support. Without a means to process doubts and fears, people often feel pressured to commit, but can't. One option, often unconscious, is to pretend to commit, to say "yes" and mean "maybe" at best. The pretended commitment is a form of wholly unnecessary corporate madness.The solution to this set of problems is two fold: establish an atmosphere of trust, and within that atmosphere encourage inclusion.3. TrustTrust is the antidote to the fears and risks attendant to meaningful commitment. Trust means confidence in team leadership and vision. When trust prevails, team members are more willing to go through a difficult process, supported through ups, downs, risk and potential loss. Trust is most efficiently established when leadership commits to vision first, and everyone knows those commitments are genuine. The process for leaders to commit is the same as for everyone else: assess pre-commitment doubts, questions, unknowns and fears. This involves three simple steps: • List the unknowns.• Assess worst case scenarios and their survivability.• Research the unknowns.The list of unknowns reveals some answers and further questions. Some of these questions lend themselves to research (others' experience, a small pilot plan), and some have no apparent answers from our pre-commitment position. These latter comprise the bottom line or irreducible risk. We learn the outcome only after commitment. Every major commitment contains some irreducible risk, some lingering unknowns. We therefore make every major commitment in at least partial ignorance.Leadership now understands the potential loss and gain involved in the new vision. At this point, leadership can commit itself, and prepare to include other team members. That preparation must include a plan for leadership to share visibly both risk and reward with the other team members who will be coming on board.With leadership's commitment to a clear vision, and a genuine plan to share risks and rewards, the atmosphere for trust is in place. We are now ready to include others in our team effort.4. InclusionInclusion means getting others to commit to the team effort, helping others through their "diving board doubts" to genuine commitment. Since leaders now understand this process first hand, we need only communicate with the potential team members to complete inclusion.The best setting to obtain buy-in and build trust is in small groups that facilitate thorough give and take. The basic tasks are to communicate the vision, make sure it is understood, communicate leadership's commitment (including sharing risk and reward, and how), and elicit and address peoples' doubts.Leaders will need three communication skills to achieve inclusion. These are the non-assumptive question, good listening, and directed response.1. Non-assumptive questions ("What do you think?", "Can you tell me what is happening with this report?") invite real answers because they are inclusive, not intrusive. Questions containing assumptions ("Why are you skeptical?", "Why is this report so incomplete?") invite defensiveness. When converting an atmosphere of change and possibly skepticism to trust, added defensiveness is counter-productive.2. Listening means separating the process of taking in information from the process of judging it. Kept separate, both processes are valuable. Mixed, especially when the receiver is a designated leader, the sender is invited to stop communicating or to change the message midstream.3. Directed response. Effective team leaders demonstrate responsiveness. Since leaders have already processed their own pre-commitment doubts, many questions can be answered on the spot. Some require research and a time line for response. And some, which relate to the bottom line, irreducible risk, require a truthful "I don't know. I'm in the same soupas you."5. Help ExchangeThe final step in creating the team is to establish a corroborative, balanced strategy for reaching the committed vision. This plan will consist of all of the tasks and help exchange necessary to realize the overall vision. Your teammates themselves are in the best position to supply this information. Since by this time you have laid the groundwork for trust, and established good buy-in, your teammates are likely to be enthusiastically cooperative.At this point, the leadership role is to catalyze consensus, not to issue orders. Consensus means that team members agree to, whether they necessarily agree with, a particular approach. Consensus occurs easily when most feel their ideas were heard and considered, whether or not the team ultimately chooses those ideas. Obtaining consensus again requires use of leadership communication skills: non-assumptive questions, good listening, and directed response.Effective teams often produce lively discussions of divergent viewpoints before reaching consensus. Diverse views can mean unresolved argument, or they can mean increased team intelligence and ultimate consensus. The difference is a well built team.

户外拓展训练团建

户外拓展训练团建，户外团建是一种体验式的活动，公司团建活动的本质目的是增进友谊和凝聚力，可以缓解团队成员工作压力，可以增进团队成员的感情。以下是关于户外拓展训练团建内容分享。

①传统拓展训练项目

拓展训练传入中国最经典的30个项目，道具简单，适合多种形式的场地，分享点较为丰富，学员受益点比较多。例如：信任背摔、穿越电网、高空断桥、盲人方阵、毕业墙等经典体验。

②运动类团建项目

近年较为就行的大团建概念项目，体验形式较为轻松减压娱乐，道具较为新颖。例如：陆地冰壶、团队飞盘、kin-ball、气模趣味运动会、骑行、攀岩、攻防箭等

③制造类团建项目

近年来流行的大团建概念项目，以学员共同参与创作或搭建一件物品或绘制一幅图案为线索进行主题式团建活动，体验感强，意义重大，无强制分享方向，只要大家一起参与制作完成就足够了。例如纳斯卡巨画、疯狂F1、共筑家园、这是我们的船等

④音乐类团建

近年来就行的大团建概念，利用各种音乐器的配合团队共同完成一段曲谱的演绎，体验感强，氛围热烈，深受年轻团队喜爱。例如杯子舞、团队乐章、朋克音乐会等

⑤旅行类团建

与团队游不同的方式是在旅行的过程中加入很多关于人文历史的探讨与自我内心的探寻，属于高端团建项目，体验好、费用高、经历一次终身难忘。例如：玄奘之路、问道武当山、探秘茶马古道等

⑥赛事类团建

通过团队之间不断的PK比赛的形式磨合团队成员的荣誉感以及韧性，增加团队向心力！例如：定向越野、彩虹跑、野外生存、迷你马拉松等

⑦高绩效团队建设

通过高强度、重刺激、轻引导的`情景设置，帮助销售团队建立强大的自信心与狼性精神，提高团队抗压能力与开拓市场的信心，提振团队士气。例如：魔鬼训练、城市生存等

团队户外拓展活动方案

一、活动背景

在大一新生刚刚开始大学生活之际，正是班级凝聚力成型，大学价值观领悟的关键时刻。为此，交通学院心理学研会举办户外素质拓展活动。

二、活动目的

第一，帮助同学们融入集体，提高团结协作能力，加强班级凝聚力;第二，丰富大学课余生活，体会大学魅力。

三、活动主题：热爱班级，体验凝聚。

五、活动时间及地点：11月3日—11月4日图书馆东面

六、活动安排

（一）前期策划宣传工作

3、各班心理委员于10月31日（星期三）晚10;00之前，将本班报名人员名单发送至cslgjyxlxyh@163。com。

（二）活动组织

1。11月1日（星期四）组织部将报名人员统计分组，安排活动时间，并通知各班心理委员。

2。组织部安排活动各时段负责人和负责部门，负责部门须提前十分钟到场，参与正常活动组织，突发情况应对及器材交接收集。

（三）活动环节

1、主持人开场

2、爱的抱抱（热身活动）

3、队形队旗设计（团队意识）

4、珠行千里（团队协作）

5、无轨列车（团队协作）

6、感谢参与，结束语。

七、活动反馈

八。活动经费

九、注意事项

1、各班心理委员需确保报名人员全部准时到场参与活动，如遇突发情况，需提前一天向组织部部长刘梦瑶请假;（20xx年元旦班级联欢活动策划书）

2、每场活动结束，负责部门须收集好活动器材;

3、如遇下雨，则活动推迟，时间另行通知;

户外拓展有哪些好处?

1.户外拓展运动越来越吸引了人们的目光，日益成为关注的焦点。另外，由于我国地理条件的得天独厚，拥有良好的广大自然资源，也为户外拓展运动提供了一个广阔的空间。

2. 营造和谐的团队，提升企业业务绩效，增强企业核心竞争力，使企业面对各种变革与挑战更为从容、有序。

3. 参与性强，老少皆宜。登山户外拓展运动与其他运动项目的最大不同，就是参与性很强，年龄可大可小，方式也很多样，登山、远足、渡水、露营等都可以，不断变换，形式自由，有利于个性张扬，挖掘潜能，顺应了社会发展的时代潮流的需要。

4. 户外拓展运动，每一个参与其中的人都应该保持一份理智清醒的认识，不可盲目，但也不能因噎废食。有效提高参与者的安全意识和技能的同时积极开展户外拓展运动。

下面是三个有趣的团建活动游戏，非常适合公司团建。

项目一：飞盘团建

飞盘团建衍变自传统的飞盘运动。在飞盘团建中结合了有趣、挑战、配合等特色，让参与者在一次次投掷中去找寻到那份运动、本质的快乐。

项目二：扎筏泅渡

要想杨帆远航，必须造就一艘能挡风浪的船只。利用所有的工具，去制作出属于团队的大船，下水远航，前往胜利的彼岸。

项目三：团队攻防箭

搭弓射箭，对准敌方选手，这是一个不错的选择。戴好护具、海绵的箭头，在保障安 全的前提下，更多的是伙伴战术的配合和乐趣的体验。

户外团建有什么好处？接下来，成都猎奇者带你一探究竟！

1、增进彼此了解和团队凝聚力

其实团建的意义就是增进员工之间的沟通和企业融合感。我们知道新同事会和老同事或上级不熟。往往一个团建可能会让我们很快建立起感情。平时部门之间沟通不多，合作不顺畅的时候，可以做破冰互动游戏，在小组建设的过程中了解彼此的工作内容和性质。

2、体现公司关怀 实现劳逸结合

都说看一个公司是否值得长久发展，一看薪资奖金二看团建福利。一个公司有多关怀员工多重视员工的发展全体现在这两点上，所以团建也就成为一个公司企业的一个重要福利项目，团建的好坏能很直接的让员工感受到企业的实力和对自身的关怀。

3、激励团队

团队意识使团队成员能够知道个体的个体差异，使团队成员能够取长补短，从而努力发展到更强的位置。当一个团队执行一个自己做不到的任务时，反而会激励团队，提高团队意识。

4、挖掘个人潜力与展示

生活节奏越来越快，工作分工越来越细，工作压力越来越大。很多时候，员工的潜力无法充分挖掘，团建活动是一个很好的方式。团队目标必须与组织保持一致，但除此之外，团队还可以制定自己的目标。让团队成员的技能进行互补。