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DHRM trainer cites brain science to make case for workplace team‑building
Summary
Tara Connolly of the Division of Human Resource Management told a virtual staff session that intentional, playful team‑building can speed learning and strengthen collaboration, and shared practical exercises and a slide deck of linked resources.
Tara Connolly, a trainer with the Division of Human Resource Management, told a virtual staff session that deliberate team‑building—when guided by brain science and structured debriefs—can accelerate learning and boost workplace collaboration.
Connolly said research shows forming durable neural connections typically takes many repetitions but that learning paired with play requires far fewer. "It takes 400 repetitions in order for us to build that new synapse in the brain. Unless we're doing it with play and fun, then it's only 10 to 20," she said, citing work she studied while taking classes at Texas Christian University and other sources in her slide deck. She added that laughter and mirthful play stimulate multiple brain regions and release dopamine and endorphins, which can increase creativity and bonding.
Why it matters: Connolly framed team‑building as a productivity tool rather than a break from work. She said activities can put people in relaxed alpha/theta brain states where creativity is more likely, and that organizational engagement research (which Connolly referenced) has found employees who have close friends at work are substantially more likely to show higher enthusiasm and performance.
Practical guidance: Connolly walked participants through a three‑part approach—"what, so what, now what"—to ensure exercises translate into on‑the‑job changes. She recommended leaders tailor activities to team composition (introverts vs. extroverts), set ground rules (no phones, turn‑taking), and involve staff in planning. Examples she described include quick icebreakers, "artifact" show‑and‑tell, lateral‑thinking puzzles (Connolly said a study showed spending five to ten minutes on such puzzles can increase punctuality for meetings), collaborative Google maps, virtual tastings, and simple in‑office practices like shared lunches or lunch‑and‑learns.
Connolly also recommended off‑site retreats when feasible to help teams enter more creative mindsets and suggested gamifying introductions and networking during retreats to create measurable follow‑up items for supervisors.
On inclusivity and adaptation: She emphasized adapting activities for remote and hybrid teams—scheduling five minutes for casual conversation at the start of meetings, assigning nonparticipating members roles such as moderator or scorekeeper, and offering lower‑intensity options for those uncomfortable with spotlight exercises.
Resources and next steps: Connolly said she will distribute the slide deck used in the session, which contains hundreds of linked exercises and supporting citations. She closed by reminding attendees to subscribe to the DHRM YouTube channel and to register for the next "off the shelf" session in August with Dr. Dan Chase.
Ending: The session ran slightly over time; Connolly thanked participants and signaled the deck and recordings would be shared for implementation review.
