Sales teams were pitted against one other in this intensely competitive game. The rivals' name boards were strategically placed around the game to have the employees 'fight the snot out of one other.' The winning team humiliated the losing team by forcing them to wear diapers, feeding them baby food, and tossing pies at them at the end.

Employees sued the firm after the incident, and the corporation was forced to pay USD1.7 million in damages! What a disgrace to good intentions!

Many team-building games fail because they contain at least a few - if not all - of the criteria listed above. They believe that the finest team games pit teams against one other in intense competitions that produce obvious victors and losers. This is paradoxical because most firms want more employee collaboration rather than intense competition. They want to work in an environment where information is shared and achievement is shared. So, what's the point of choosing team-building activities that emphasise competition over collaboration?

The following are some of the primary reasons why team-building games fail:

There is a lack of awareness of the end aims and objectives: Many bosses enjoy surprising their staff, but this strategy might backfire. There may be considerable antagonism between participants if they are unaware of the final aims. Companies should instead tell team members about the teambuilding programme. Companies can even go a step further by empowering employees to make their own decisions. Companies take the first step toward effective team building by respecting the team's ideas and judgments in the subject and providing them what they desire.
Attempting to frighten employees into forming a team: As the initial activity, facilitators occasionally throw a tremendous task at the employees. Naturally, this causes over 90% of the participants to pull back from providing their best effort. Facilitators must plan games in such a way that activities are properly sequenced, beginning with games that address the group's current state of being. Do the team members have a good working relationship? Is there a squabble that has to be settled before the team can function as a unit? To guarantee that everyone can participate equally, the degree of complexity must be gradually increased.
Stiff competition = competition: Cooperation, not competition, is the foundation for teamwork. According to research, teams who choose a cooperative strategy rather than a competitive approach gain an edge more than 87 percent of the time. The reasons are not difficult to come by. Everyone loses when you strive to make one team (or team member) win. People's performance suffers when they believe they aren't good enough. Competition frequently brings out the inner jerk in players, and some may even resort to unethical tactics in order to win. Furthermore, when individuals are battling with each other, they learn far less. As a result, rather than focusing on discovering and paying winners, team building games should focus on teaching lessons.
Lack of commitment: Sometimes management makes the mistake of thinking of the programme as a futile exercise carried out to keep the staff amused. This emotion is automatically communicated to teams, and the outcomes are poor. Team building is a value goal, and top management must believe that the firm thrives on a culture of teamwork.

Choosing the incorrect consultant: Finally, the quality of team building games is just as excellent as the team building Event Company with which you are collaborating. Experts in the subject have the technical knowledge to assist management in selecting the most appropriate activities for their objectives. When looking for a team building consultant, it's critical to locate someone who is enthusiastic about what they do and willing to collaborate with you to ensure your team's success.

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