1. 1 © Performance Management Company, 1993 - 2003

2. 2 © Performance Management Company, 1993 - 2003 This is a detailed overview that highlights key points of the simulation and shares general themes for your training and team building events or organizational development. This file is useful for those wanting an overview of the exercise, its approach and application. Information is kept current, but this 70-slide file may not be since these files are often passed around. Please contact us directly or visit our website for the most recent information. Hotlink to website - www.squarewheels.comwww.squarewheels.com Email - scott@squarewheels.comscott@squarewheels.com December, 2003

3. 3 © Performance Management Company, 1993 - 2003 This presentation walks through main themes and ideas on applications and outcomes. The purpose is to help you understand why people think this is a great exercise and to help you make a good decision about its possible fit to your issues and opportunities. If beneficial, please contact us by phone. 864-292-8700 800-659-1466 (USA / Canada toll free)

4. 4 © Performance Management Company, 1993 - 2003 PMC has been in offering training and development services continually since 1984. The Lost Dutchmans Gold Mine Weve sold and supported The Lost Dutchmans Gold Mine since 1993. Dutchman Dutchman is used worldwide * for over 10 years with great results -- we have 100s of testimonials and references. Rest assured this is a World Class team building training tool! * French, Danish, German and Spanish translations are available. A Japanese version exists and a Chinese version is in development.

5. 5 © Performance Management Company, 1993 - 2003 As a training company, we use what we sell in our own workshops and events and we support a large global network of users. We absolutely, positively stand behind our products and guarantee your complete satisfaction. We are also very interested in collaborative initiatives and joint ventures in distributing other products that match with our learning philosophies. If you have a ideas for collaboration, contact us!

6. 6 © Performance Management Company, 1993 - 2003 Dr. Scott Simmerman is the developer of the exercise and is active in the delivery and its continual improvement. He is an experienced presenter and workshop leader who has presented in 29 countries (and is open to additional invitations!) He has been consulting since 1978 and holds a doctorate in psychology as well as having senior leadership experience. He uses what he sells and he is totally committed to continuous improvement as well as innovation and collaboration.

7. 7 © Performance Management Company, 1993 - 2003 Dutchman takes about 2 hours to play. We suggest allocating a total of 3 to 3.5 hours to play and debrief it meaningfully. It has worked successfully with 6 to 600 people. Sessions using teams of 6 people and more than 3 teams are optimal, allowing for intra-team challenges of planning and communications as well as themes of collaboration between teams. We sell packages for 4 teams, 6 teams and unlimited group sizes. Multimedia and transparency delivery are possible. We rent a complete ready-to-use version. We can also deliver or lead the exercise for you ourselves or suggest experienced presenters.

8. 8 © Performance Management Company, 1993 - 2003 The exercise is Fun. But it is designed with serious learning purposes. Playing the game mirrors the issues of working as teams within an organization. The many metaphors in the exercise all link to real world situations and opportunities and the culture of the organization will reflect itself in the play. One goal is FUN but the real goal is learning. In the exercise, we learn things about each other and decide what we might do differently to improve how the organization really works!

9. 9 © Performance Management Company, 1993 - 2003 The design generates opportunities for discussion. The many metaphors in the game link elegantly to individual and organizational improvement initiatives. And it readily links to other training materials. It is a great way to kickoff a team building session, a leadership development course, a program on thinking or personality styles, etc. Many organizations and consultants are using this as part of a multi-day training package.

10. 10 © Performance Management Company, 1993 - 2003 Main themes for debriefing include but are not limited to: collaborationGeneral Team Building - were told Dutchman is the best exercise in the world focused on collaboration among team members and especially between teams. Motivation - how to motivate people and organizations Leadership training and supervisory skills development Communications skills training Personality / Thinking Styles Training - its easy to link MBTI, DISC and other instruments right into the delivery. Project Management / Strategic Planning Innovation and Creativity Executive Development Retreats Sales Management Retreats and Conferences Staff Development Retreats and Celebrations Realigning missions and visions to goals Quality - TQM, and service quality improvement

11. 11 © Performance Management Company, 1993 - 2003 The setting is the modern-day American Southwest in the Superstition Mountains of Arizona. Our situation is that teams have sufficient but not excessive resources for a 20-day journey to and from the famous Lost Dutchmans Gold Mine of Jacob Waltz. The challenge? To work together, spend as many days as we can in the mine and to Gold Mine as much Gold as We can!

12. 12 © Performance Management Company, 1993 - 2003 The delivery of the exercise is simple and straightforward: Introduction, description of the myth and our overall goal Overview of the Rules, Processes and Procedures 15 minutes of Planning and Strategic Planning time Team selection of roles, route, resources, risk, etc. 20 days of 2 minutes each, with changing weather patterns Team summary of Inventory and Results Break Debriefing of results, behaviors and key learning points It can be completed in 2.5 hours, but that makes it more of a fun event than a learning opportunity and a discussion of possibilities for change and improvement. Smaller groups are inherently faster than larger groups.

13. 13 © Performance Management Company, 1993 - 2003 Teams can be as few as 2 people but we prefer 5 to 6 people on a team. That way, themes of thinking styles, risk taking and strategy emerge. The structure of the exercise allows us the flexibility to operate the exercise for 2 to 100 teams -- a really nice learning event is 6 teams / 36 people. Ideally, a collaborating group of 3 teams would work together to generate optimal success for all three and the overall group. Generally, however, teams compete against each other rather than collaborating to maximize results. Remember, our goal is to: Gold Mine as much Gold as WE can!

14. 14 © Performance Management Company, 1993 - 2003 The role of the Expedition Leader is to help teams be successful and maximize ROI.

15. 15 © Performance Management Company, 1993 - 2003 Note: In many other exercises, the expedition leader is put into an administrative or often an adversarial role. In Dutchman, the expressed role of the leader is to be supportive and helpful. The goal is to optimize overall performance. Leadership is there to explain the game and support the teams, giving advice and support when asked. Return on Investment represents the resources and investment made in the teams to mine as much gold as they can -- overall. Leaders help if teams ASK for help. We structure delivery for collaboration and optimization and position leadership as a resource for improvement. This allows us to discuss team and organizational issues as well as model good leadership and motivational practices.

16. 16 © Performance Management Company, 1993 - 2003 Generally, Nobody ever asks Expedition Leaders for Advice! It is a key leadership and team building / learning point!

17. 17 © Performance Management Company, 1993 - 2003 Another design feature of the game is that every team will be successful and all will mine Gold. We de-empathize Winners and Losers and focus on teamwork to optimize overall results. Of course some teams mine more gold than others but every team contributes to our overall results. Thus, teams making planning mistakes or other non-optimizing decisions live to play another day! They are thus more open to debriefing discussions and less defensive. The focus on collaboration between teams is a focus on how your business really operates!

18. 18 © Performance Management Company, 1993 - 2003

19. 19 © Performance Management Company, 1993 - 2003 The following is basic information on the design of the game and the play of the teams. Heres how Dutchman really works:

20. 20 © Performance Management Company, 1993 - 2003 Our Agenda Introduction / Overview The Mechanics -- How Things Work Tips for Success Planning Time - 15 Min. Start of Exercise Debriefing

21. 21 © Performance Management Company, 1993 - 2003 Your Goals: Work Together Get to the Mine Mine as much Gold Mine as much Gold as We Can as We Can Return to Apache Junction Have Fun!

22. 22 © Performance Management Company, 1993 - 2003 We start at Apache Junction, a lovely little village nestled in a corner of the Superstition Mountains National Recreation Area in Arizona

23. 23 © Performance Management Company, 1993 - 2003 There are 20 days for the journey You move each and every day Each day will be 2 minutes long Facts of Life

24. 24 © Performance Management Company, 1993 - 2003 We show them the map to the mine and the choices they have.

25. 25 © Performance Management Company, 1993 - 2003 Teams have limited but sufficient resources for their journey. Teams cannot afford to make bad decisions!

26. 26 © Performance Management Company, 1993 - 2003 Each team starts with a Grub Stake of Resource Cards of Supplies, Fuel Cards, Tents, Batteries, Spare Tires, and maybe some Cash. Each is valued at $750.

27. 27 © Performance Management Company, 1993 - 2003 Fuel Cards Each team gets a vehicle that use fuel each day. You also use fuel for lighting, heating and cooking. You thus consume Fuel Cards each day.

28. 28 © Performance Management Company, 1993 - 2003 Supply Cards Teams consume Supply Cards each and every day during their journey.

29. 29 © Performance Management Company, 1993 - 2003 Teams can expect Arctic Blasts to occur on occasion. Arctic Blasts use up extra supplies & fuel, everywhere.

30. 30 © Performance Management Company, 1993 - 2003 Each forecast requires one battery. A Battery is for getting a weather forecast A 5-Day Forecast is available on Days 5, 10, & 15 Each forecast requires one battery.

31. 31 © Performance Management Company, 1993 - 2003 Teams are provided with cell phones to get Weather Forecasts. Weather Forecasts are accurate and complete but phones are hard on Batteries. If you plan on getting a Weather Forecast, remember to keep a Battery.

32. 32 © Performance Management Company, 1993 - 2003 You must plan to have shelter for the days your team will be mining Gold

33. 33 © Performance Management Company, 1993 - 2003 Tent Cards are included in some Grub Stakes and are also available from your Trading Post or from exchange at any Supply Depot.

34. 34 © Performance Management Company, 1993 - 2003 Resource Consumption Spare Tires are useful in case of Ice Shards. Ice Shards are Very Rare.

35. 35 © Performance Management Company, 1993 - 2003 Teams can exchange resource cards any time before leaving Apache Junction

36. 36 © Performance Management Company, 1993 - 2003 Just in case... Should your team find it has not planned well and run out of goods, use your Beacon Bring to the Trading Post for extra resources. But you must get back to Apache Junction. Note: This is not a rescue operation! Your team gives up half its gold to our charity for team education

37. 37 © Performance Management Company, 1993 - 2003 Managing your resources is critical to your overall success.

38. 38 © Performance Management Company, 1993 - 2003 Resource Consumption If you are waiting at Apache Junction, you will consume: One Supply Card and One Fuel Card.

39. 39 © Performance Management Company, 1993 - 2003

40. 40 © Performance Management Company, 1993 - 2003 Weather affects the consumption of Resources.

41. 41 © Performance Management Company, 1993 - 2003 Final Summary

42. 42 © Performance Management Company, 1993 - 2003 Teams will have 15 minutes to plan and trade at the Trading Post

43. 43 © Performance Management Company, 1993 - 2003 ONLY You can exchange resources ONLY at Apache Junction or in a Supply Depot

44. 44 © Performance Management Company, 1993 - 2003 Quick Summary Plan for weather patterns Plan for all 20 days Plan for fuel and shelter Free Videos of the Region Tortilla Flat The Mine and Its Gold Work together. Have Fun!

45. 45 © Performance Management Company, 1993 - 2003 Remember: Our goal is to get to the mine, mine as much gold as we can, and safely return to Apache Junction. Have Fun. Maximize ROI

46. 46 © Performance Management Company, 1993 - 2003 Some effectiveness thoughts: Have an immediate focus on getting a good startHave an immediate focus on getting a good start Establish standards and norms for communicationsEstablish standards and norms for communications Set shared goals and mutual objectivesSet shared goals and mutual objectives Deal with conflict smoothlyDeal with conflict smoothly

47. 47 © Performance Management Company, 1993 - 2003 Now, we being the 15 Minutes of Planning followed by 20 days of 2 minutes each. Then, the debriefing after a break.

48. Some thoughts on benefits of Dutchman, Pricing and other purchasing information...

49. 49 © Performance Management Company, 1993 - 2003 One of the features separating our exercise from our competitors is our policy of one-time cost. We do not have annual licenses nor do we charge per-participant costs. You can purchase accessories from us (because we are always finding new sources, adding innovations and getting better deals), but you pay a single price for the use of the game. You can use the exercise as much as you want for as long as you want.

50. 50 © Performance Management Company, 1993 - 2003 We have 5 versions of the exercise for sale plus a rental option. For up to 4 teams (24 people), you might find our cd-based Dutchman 4 of benefit. Presented with a multimedia projector after printing out handout forms and support materials.$795 For up to 6 teams (36 people), use Dutchman 6. This is for multimedia presentation or you can produce colored transparencies.$1,495 We have a High Risk Version of Dutchman 6 which adds complexity and more interactivity toward the end,$1595 HBDI Dutchman for up to 5 teams, with roles specifically designed to match with HBDI profile structures and a debriefing that integrates with these behavioral instrument. Done in collaboration with Herrmann International. $1,595 If you present to large groups or desire a variety of delivery options, our Professional Edition is suggested. You have enough materials to run about 20 teams and can easily add cards to handle more. You have a variety of delivery options tailored for quality, project management, sales, etc. People build training businesses around this version! $7,995

51. 51 © Performance Management Company, 1993 - 2003 We support all of our games with extensive supporting documentation -- all the materials needed on a single cd. These are designed for trainers and consultants. Our Professional Edition is much more detailed and offers a variety of delivery options. Pro offers the highest possible delivery flexibility and is bundled with High Risk, the Assay Office and Inventory Management options and other materials not available in the other versions. Pro was designed for large groups such as management retreats or for large organizational teambuilding events.

52. 52 © Performance Management Company, 1993 - 2003 We also have a variety of programs that link to Dutchman as well as other games that can be used for follow-up and reinforcement. We sell Square Wheels® toolkits, Seven Seas Quest, Military Might, The Collaboration Journey and some other programs are under development. Contact us for more information. The Search for The Lost Dutchmans Gold Mine is most certainly our flagship program and has the most impact and application. We have a diversity / privilege framework and other tweaks that can align the exercise to specific desired organizational outcomes.

53. 53 © Performance Management Company, 1993 - 2003 1ReadMe.rtf (Overview) 2Training Slideshow.pps 3Trainer's Guide.pdf 4Provisioner Training 5Preparation Checklist.rtf 7Preparing.pps Delivery SlideShow IntroSlides.pps WeatherSlides.pps Debriefing Materials Debrief - Video Content Debriefing Compendium On Mining Gold.rtf Leadership Brainstorm.pdf Managing the Mud!.pdf Motivating People Plan.pdf Personal Action Plan.pdf Shared Goals and Missions.pdf Square Wheels One.pdf The Goal - Maximize.pdf What does Mining Gold mean.pdf What Energizes Teams?.pdf A complete set of fonts Handouts / Worksheets Inventory Mgmt Delivery Option LD Inventory Mgmt.rtf Tracking Form.pdf Preparation - paper.pdf Rules Summary Handout.pdf Final Scoresheet.pdf Grubstake Summary.pdf Large Team Pack Envelopes Card Envelopes (for Grub Stakes) Color Map w/ Logo.pdf History.pdf Folder of Tent Cards to print The Map - b & w.pdf Videos Weather Forecasts to print Day 10 - Cover.pdf Day 10 Forecast.pdf Day 15 - Cover.pdf Day 15 Forecast.pdf Day 5 - Cover.pdf Day 5 Forecast.pdf Final Results Scoresheet.pdf Optional Mine History.pdf Game Cards to print Supplies.pdf (alternate Supply Card.pdf) Battery.pdf Beacon.pdf Fuel Cards.pdf Gold Cards.pdf Money.pdf SpareTires.pdf Tents.pdf Team Pack Forms (in color) Resource Tracking Form.pdf Assignment Form.pdf Consumption Pattern.pdf Exchange Form.pdf Final Inventory.pdf Grubstake Summary.pdf Rules Summary.pdf Weather Tracking.pdf ReadMe.rtf for The Videos Paper Type "Videos" to Print Plastic Case Videos to Print ReadMe.rtf CaveCover.pdf Caves.pdf CaveTxt.pdf OneTurbo.pdf (version for sales) Turbo Cover.pdf Turbo Text.pdf Turbos.pdf Some of the files and materials you get, with easy instructions for use

54. 54 © Performance Management Company, 1993 - 2003 Some thoughts on using experiential exercises for organizational improvement:

55. 55 © Performance Management Company, 1993 - 2003 What are the costs of poor team work to our organizations? Company objectives cannot be achieved Increased Staff costs (unnecessary politics, poor internal communication, increased turnover and recruiting costs, increased training costs, poor internal relations, decreased morale, decreased trust / increased mistrust) Increased Production Costs (time, increased waste, decreased innovation and efficiency, reduced quality, reduced productivity) Reduced Profitability (loss of customers and image)

56. 56 © Performance Management Company, 1993 - 2003 What are benefits of an experiential exercise in training and management development? Gets team members involved and actively participating Speeds learning and generates perspective Will apply directly to real-world workplace situations We can take others roles or styles and share their feelings Fun and kinesthetic and thus very memorable Makes people more open to other people and their ideas It improves communications It produces shared experiences they talk about afterwards It stimulates thinking and reflection People see themselves in the mirror of their own behavior It increases power and impact of the key linked themes and ideas

57. 57 © Performance Management Company, 1993 - 2003 What might "Mining Gold" represent to your organization? Mining Gold is a great metaphor for organizational improvement. We usually ask teams what it might mean and link ideas such as collaboration between teams / departments. Gold can be found in: 1. Vision A sense of purpose A clear Mission Statement, shared values and goals Leadership - involving and engaging 2. Process Team building Planning and project management Communications - within and between people 3. Results Profitability and Productivity Quality Improvement and Cost Reduction

58. 58 © Performance Management Company, 1993 - 2003 Why do teams compete when collaboration obviously offers more impacts and benefits? Evaluation / Reward Systems do not support teamwork Its a dog eat dog world… Organizational objectives are unclear Human Nature - we are competitive Past Experience precludes collaboration and has rewarded competition Lack of a Trust or a positive relationship with others Collaboration takes extra time and effort to accomplish Benefits of collaboration not supported by leadership Impacts and payoffs are not obvious to those involved Teams do not have a history or experience with doing collaboration or generating better impacts by it …and Im wearing Milk Bone underwear!

59. 59 © Performance Management Company, 1993 - 2003 We cannot become what we want to be by remaining what we are. Max DePree

60. 60 © Performance Management Company, 1993 - 2003 Why don't most teams get their Expedition Leaders actively involved? We are conditioned by education, bad experiences and culture There is a fear of losing Face or Status (ego, insecurity) Personality (were not proactive but quiet) Were too involved in our own work and forget the existence of the Expedition Leaders Were afraid of losing time, thus we sub-optimize results We are really not clear of our roles or the role of the Leader There is an assumption that not asking means we get all of the praise and recognition for our good performance / ability Us and Them mentality -- Leader is not part of team No access to Leadership - we cant get their time so why even ask Its not part of the rules of how we normally play The Game Trust is the residue of promises fulfilled. And we have not built up much trust...

61. 61 © Performance Management Company, 1993 - 2003 What do people learn about team work and communications from playing the exercise? There is a need for networking Small teams work better than committees / larger teams Someone needs to take on the role of team leader We must compromise individually and collaborate collectively to succeed Dont dominate - listen to others views THINK COLLABORATION and Trust Share a common goal or goals Share Ideas and Information Plan before Acting, Check Have a division of labor and roles and think creatively Initiate support from others Have Empathy for others Identify others needs Be Creative Be a good listener Build on others ideas Recognize Interdependence Move quickly, take some risks We probably have sufficient resources - use them wisely Some feedback from a workshop:

62. 62 © Performance Management Company, 1993 - 2003 The competitive aspect of the game: How might it be harmful in an organization? Not sharing information for personal reasons will suboptimize overall results Damaging relationships and trust Duplication of efforts Not utilizing resources in best or optimal way Sub-optimization -- Not seeing whole picture Undermining the efforts of others Overall, we do NOT Maximize our overall Company Results and Efforts of our People.

63. 63 © Performance Management Company, 1993 - 2003 You can readily generate a meaningful discussion of possibilities by linking the game to real workplace experiences, issues and opportunities.

64. 64 © Performance Management Company, 1993 - 2003 I love it when a plan comes together. George Peppard, The A Team

65. 65 © Performance Management Company, 1993 - 2003 We feel we offer the best game in the world focused on collaboration and team building. Were a little guy in the marketplace, which limits our advertising but reduces our costs and increases our customer contact. People tell us Dutchman is extremely flexible, powerful and clean in its metaphorical links. It works well in a wide variety of developmental situations. We are also totally committed to supporting our users.