In the project library of outdoor training in Beijing, there is a very interesting project called "Challenge No. 1". Compared with those classic on-site team projects, this project was introduced from internal training courses by the expansion companies just a few years ago. After modifying and practicing according to its own training significance, the project was quickly embraced and loved by customers after it was launched. It even has the potential to replace the classic graduation wall project. Because both projects belong to the grand summary-style projects, and the challenge project appears to be much safer than the graduation wall project. More importantly, the challenge project is not limited by the venue; whether there are many or few people, everyone can participate. Therefore, it has the momentum to replace the graduation wall.
2011 was a year of rapid development for outdoor training in Beijing. According to statistics, the number of times companies participated in outdoor training in 2011 increased by 20% compared to previous years. Such a quantity was incomparable to the past. In outdoor training activities aimed at team training, "Challenge No. 1" was the most participated project, indicating that this project was very popular among trained companies. For training coaches, the operation of this project was relatively simple. However, the review points of the project were complex and scattered. For coaches with average skills, operating such a project was extremely difficult, which also tested the coaching ability of the coach. Last year, an incident happened where a company participated in a one-day outdoor training at a training base. Due to the limited skills of the coach, what was supposed to be outdoor training turned into an outdoor activity in the eyes of the clients. Although both were related to outdoor training, the difference between "training" and "activity" clearly reflected the level of the coach. This not only wasted the precious time of the clients but also tormented the coach mentally.
The meaning of the project itself comes from the difficulties and unsolvable problems that the team members feel during the operation of the project. Through these difficulties and problems, we review and convey knowledge points based on the methods we thought of during the project activity.
Beijing Outdoor Training Company Projects: Castaway Survival, Crocodile Lake Project, Challenge (Part Two), Challenge (Part One), Special Journey, How to Live in the Wild, Smile of Sunshine - Notes from the Outdoor Training Company, Review of Thunder Array Escape Project Coach Requirements, Beijing Outdoor Training Broken Bridge Coach Requirements.
The occurrence of the aforementioned incidents actually has nothing to do with the project itself and the confirmation of the training plan. The key lies in the understanding and operation of the outdoor training instructor. According to insiders, the reason why this training turned into a "training accident" was fundamentally due to the immaturity and lack of proficiency of the outdoor coach in completing the final "Challenge No. 1", leading to the ultimate failure of the training. The reason is that the operation time of the challenge project is relatively long, accounting for about 40% of the one-day training time. Of course, this value includes the coach's review time at the end, which accounts for 50% of the total project time. As the saying goes, "three parts project, seven parts review." The main reason for the project's failure was that the review part was not done well enough. This also warns us that in training, we must focus on the training effect and not turn outdoor training into an outdoor activity in the eyes of the client as happened in the case mentioned above.
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