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Pressure Point™

Pressure Point Case Study

Management Decision-Making, Prioritisation, Risk Management

"How can I possibly decide between projects which are all so valuable?

We need to do all of this...but clearly we can’t."

Pressure Point originated in a request from the International Red Cross for a development tool which they could use in their selection and training of highly qualified medical professionals who were likely to be managing complex, multi-layered projects in emergency situations or disaster-relief areas. The Red Cross needed a tool which would enable them to observe managers and assess their potential or existing skills in areas related to Project Management under pressure. These skills were so relevant to operational managers in a wide variety of organisations and industries that the activity was developed for more general use.

This toolsets activity is an extended one for a group of 8 people: it takes a minimum of 2 hours to maximise the learning from the task. However, the wide range of observed behaviour, the differences in personal styles and values it demonstrates and the opportunities for discussion and consensus-seeking it provides make the investment of time worthwhile.

Pressure Point is particularly recommended for trainers looking for activities for use in Management Development Centres.

The specific management isues this exercise demonstrates are:

  • The importance of grasping the ’big picture’ and the ability to maintain an overview of a situation when actively involved in individual / routine tasks.
  • The principles of effective team-working so that all participants can contribute fully to agreed team objectives and procedures.
  • The need to apply long-term thinking whilst still achieving short-term results.
  • The ability to manage complex information, time and a range of tasks and priorities as well as anticipating and responding positively to change.
  • Sensitive reactions to the needs of others and the use of different strategies to ensure that communication is successful even under pressure.
  • Objectivity and neutrality in approach, allowing balanced rather than emotional responses.

Pressure Point raises interesting ’ethical’ questions and challenges values in a team. It demonstrates clear differences in personal style and, owing to the number of different skills involved, offers an enormous amount of ’observed behaviour’ which can be used to focus individual coaching and personal awareness.

What do I get?

A carefully researched and designed group learning activity from RSVP Design’s toolbox range. The activity includes two lightweight metallised boards along with the game materials. The activity comes complete with a set of magnetic and card components, full participant briefing instructions with two alternative sets of project briefs, facilitator’s manual and a suggested review process, based upon predicted learning outcomes.

How does it work?

The exercise involves a management team of betwen 4-8 people (8 is an ideal number) who must work together to make management decisions about the allocation of resources to on-going projects. The context is either a not-for-profit organisation in which every project has ’humanitarian’ value; or a retail business where decisions need to be made with respect to initiatives that will contribute to the achievement of their corporate responisbility and sutainability goals. None make profits: each is a drain on scarce resources. Each participant represents a project manager responsible for maintaining a specifc project for as long as possible. As the exercise develops over a series of 8 rounds, it becomes clear that hard decisions must be taken in order to see some projects through to completion.

What are the learning outcomes?

The facilitator determines the key learning through the use of the review process.

Key learning can be identified in areas of:

  • Group decision-making
  • Managing team discussions and meetings
  • Balancing many different objectives
  • Influencing and persuading others


Give me an example of how it is used.

Members of a finance team within TNT were involved in a programme with a focus on managing meetings and building ’chairing’ skills. Pressure Point was used to simulate a real decision-making meeting, with content which was both financial and values-based. As the team worked together they were able to explore the ’technical’ skills of managing the meeting (eg. time managment, objective setting, questioning and listening skills) but they also learned valuable lessons about individual motivation, influence and perceptions. Sharp divisions arose between those treating the exercise as a ’numbers game’ and those making decisions based on values and beliefs. As they worked together they were able influence each other and move towards consensus.

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