How play can be the human connector in dispersed workforces

Dispersed workforces and the hybrid work setting are the new normal, writes Dara Simkin.

Many companies have teams and individuals operating in isolated silos, making it increasingly challenging to foster connections between teams, which makes everything from engagement to productivity suffer.

When it comes to bringing people together – whether online or in person, there is still a lack of engagement and interest. To get people physically into the office, you need a good reason for them to come in. And once you have them there, thought must be put into why they are there and how they can get something out of making the effort; otherwise, it’s wasting everyone’s time.

Incorporating play principles in the workplace is a highly effective way to build better connections between dispersed teams, break down isolation barriers, create a sense of community and encourage collaboration.

Play and productivity

But play has a PR problem. It’s mostly viewed as a distraction or “nice-to-have” when it comes to workplace culture. Yet play is often the glue that brings us together and builds trust faster than any other pedagogy.

When we play, we tap into the truest expression of ourselves, which makes connecting more authentic. There is a sense of joy and lightness that comes along with having fun.

Play is inclusive, breaks down barriers and is not hierarchical. From a play science perspective, when we play and laugh, our body releases a cocktail of feel-good hormones like dopamine (D), oxytocin (O), serotonin (S) and endorphins (E). A daily DOSE of play can help dispersed teams feel a deeper sense of connection and belonging.

“We learn more about a person in an hour of play than in a year of conversation.” – Plato

Diversionary play v serious play

I am currently running a research collaboration with RMIT University, where we are exploring the effects of playful work design on team dynamics and performance.

Our preliminary research uncovered an exciting distinction between “serious” play and “diversionary” play. Serious play is playing with intention. It is play, as a means and work as an end. Play is integrated into work tasks to make them more enjoyable and engaging.

Diversionary play, on the other hand, is an escape from work – think ping-pong tables and video games. While it serves a purpose as a “brain break”, it doesn’t integrate work and play together, which in doing so, creates better business outcomes. We all know the obvious link between workplace satisfaction and productivity.

Using play to build connection

So, how can we make meetings more engaging, productive, and enjoyable whether we’re gathering dispersed teams online or in person? Through intentional play.

I’ve had the pleasure of working with the incredible David Pearl, a creative genius and author of several business books, including Will There Be Donuts?

During COVID-19, David took me under his wing and shared with me how to design amazing virtual experiences. Because my business was solely in person, my team and I had to quickly pivot to virtual to survive.

The real objective for bringing people together who are widely dispersed is about creating “intimacy at a distance”, and here’s how to do it:

1. Make the intention clear: I can’t stress enough how important intention is. Each meeting should have a clear purpose and objectives. Participants should understand why they are meeting and what outcomes are expected.
2. Give people permission: Encourage active participation from all attendees. Foster an environment where everyone feels comfortable sharing their ideas and perspectives because you’ve given them permission to do so.
3. Design a structure and agenda: You can also be intentional by creating a structured agenda that outlines topics to be discussed and time allotted for each. Stick to the agenda to keep the meeting focused, concise and on track.
4. Start the meeting as human beings: Use simple check-ins, prompts or questions that get people talking about themselves or their lives outside of work.
5. Utilise virtual tools: Use breakout rooms, the chat box, music, and collaboration tools like Miro to make the virtual gathering more engaging.
6. Bring in creativity and play: Incorporate elements of creativity and play into meetings to spark new ideas and solutions. You can use techniques like “Yes, and” from improvisation to improve brainstorming or Edward de Bono’s Six Thinking Hats.
7. Consider the environment: Consider the physical and virtual environment of the meeting. Ensure it is conducive to productive discussion and interaction. Some examples are asking people to use their cameras, to stay on mute when they aren’t speaking and be somewhere quiet.
8. Use facilitation skills: Make sure those leading meetings can guide discussions effectively, manage group dynamics and ensure everyone has a chance to speak up and contribute.
9. Create actionable outcomes: End each meeting with clear action items and next steps. You can also follow up to ensure accountability and progress.
10. Ask for feedback: Seek out feedback from participants to continuously improve meetings. There is always room to learn something new.

There is so much to gain when we transform our physical, virtual and hybrid meetings from mundane, time-wasting events into dynamic, purposeful gatherings that drive collaboration and achieve results.

By bringing play into the way we meet and connect our people, we’re creating a shortcut to better collaborations and turning on the tap of creativity.

We don’t have to be all work and no play to help our people thrive in a dispersed work environment.

Dara Simkin is the founder and chief play officer at Culture Hero.