Someone once told me, “The way you play is the way you work.” Over the years, in my work with countless teams, I have seen this truth play out again and again. The way people react in the space of play, whether it is a challenge, a simulation, or an unusual activity, mirrors how they behave at work when faced with ambiguity, pressure, or unexpected hurdles.
One Friday not too long ago, I was reminded of this during a team building workshop with the senior leadership team of a corporate giant. The challenge we gave them was deceptively simple: cook a full meal.
Nine individuals were split into three groups, each handed two hundred rupees. The only additional items given were a vessel, a ladle, a chopping board, and a knife. No ingredients, no stove, no extras. Just as importantly, we emptied their pockets of anything else that could help. The instructions were clear: cook a proper meal with a starter, a main course, and a dessert.
At first glance, it sounds almost comical. Here was a senior leadership team, people who handled millions in budgets and strategy, now asked to whip up a simple lunch. But that was the whole point. The challenge was never really about food. It was about something deeper.
Ambiguity on the Menu
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One of the constants in today’s workplace is ambiguity. No matter how well you plan, change lurks around every corner. Projects are altered midway, budgets shrink, timelines shift, and markets evolve. Teams have to adapt, often with incomplete information and limited resources.
That was exactly what this cooking challenge represented.
As soon as the instructions sank in, the objections came pouring out.
“How can we manage a full course in two hundred rupees?”
“Where do we even get the ingredients?”
“Where do we cook?”
“Three hours? That is not possible!”
“But none of us can really cook!”
Resistance, hesitation, and even some frustration filled the air. We smiled, shrugged, and wished them luck. Reality began to set in. This was their lunch. If they failed, they would go hungry.
It reminded me of the story of Hernán Cortés, the Spanish conquistador, who ordered his men to burn their ships after landing in Mexico. There was no turning back. Adversity can be the greatest motivator. The same spirit began to emerge in our makeshift kitchens.
Ingredients of Personality
As the activity unfolded, the natural tendencies of individuals came to the surface, just as they do in the workplace.
Some went into a thoughtful silence, gathering ideas in their heads before speaking up. Others jumped straight into action, talking as they thought, rallying their teammates. Some waited cautiously, looking for direction before contributing. A few leaned back skeptically, smirking as if to say, “Let us see where this leads.”
There were those who said, “Let us make a list of what we need.” Others countered, “Let us just go to the market and figure it out.” The diversity of approaches was striking.
Yet despite the different styles, consensus began to emerge. These were senior leaders after all, people who were used to solving problems. Slowly, plans were made, roles distributed, and the energy shifted from frustration to determination.
This is exactly why behavioral training for employees emphasizes understanding natural tendencies. When people learn how they and others operate, collaboration improves and friction decreases.
Fire in the Kitchen
The execution phase was just as fascinating. Each group took a very different approach.
One group went by the book. Someone found the nearest market, hitching a ride along the way. Another located a place to cook. A third figured out how to start a fire.
Another group decided to innovate. One member walked up to a nearby home, requesting to buy vegetables directly from the refrigerator. The resident was puzzled but agreed. A different group tried their luck with the hotel pantry, negotiating access to ingredients. Call it innovation or call it jugaad, resourcefulness became the name of the game.
Before long, three makeshift fires were burning side by side. It was amusing to see how industries often cluster geographically, and here too, teams naturally gravitated toward one another while still competing.
But the heat of the fire was not only physical. Tempers flared under pressure.
“You were supposed to get the fire ready.”
“Now that it is done, maybe you can help with kindling.”
“Could you not chop the vegetables closer to the stove?”
“Do not just stand there, give us a hand.”
The familiar tensions of teamwork surfaced. Miscommunication, finger-pointing, role confusion. Yet just as water finds its level, so too did the teams. Slowly, tasks were balanced. Everyone found a role, whether assigned or assumed.
It reminded me of workplace situations where conflict management becomes critical. How conflicts are handled often decides whether a team grows stronger or fractures under pressure.
The Taste of Success
When the dishes were finally presented, the sense of pride was unmistakable. Plates were laid out, each group’s creations ready for tasting. Teams that had begun the morning with doubts were now celebrating shared success.
In many workshops, this is the moment I love most. The cheer that erupts is not forced. It is the natural high of people who have struggled, adapted, and achieved something together. The playful presentations by self-appointed “chefs” made the room ring with laughter.
Food, it turned out, was the least important part of the exercise. What mattered was the journey.
The Secret Recipe of Teamwork
As facilitators, we often ask ourselves: what makes a group of people transform into a team? What is the elusive elixir? We may never have a single answer, but patterns do emerge.
A cooking challenge like this one reveals those patterns clearly:
A shared sense of purpose
“It is our meal.”
A shared sense of destiny
“If we do not cook, all of us go hungry.”
A shared sense of responsibility
“I do this best, you do that best, but only together can we create a meal.”
A shared sense of fun and camaraderie
“Let us try it. So what if we fail? At least we will laugh together.”
These are the same ingredients that make any workplace team effective. They transform a group of individuals into a unit that can handle change, ambiguity, and adversity.
Explore: Team Dynamics
From Kitchens to Workplaces
So what does cooking a meal have to do with the workplace?
Everything.
The ambiguity of missing resources mirrors the uncertainty of business environments. The scarcity of money mirrors budget constraints. The pressure of a deadline mirrors client commitments. The personality clashes mirror everyday workplace dynamics. And just like in the cooking challenge, success depends not on one individual, but on how well the team navigates it together.
A single talented cook might prepare a decent dish. But to prepare a banquet, you need a team.
Also Read: Translate Your Vision Into Reality
A Reflection on Leadership
I was struck by how quickly leaders revealed themselves in this challenge. Leadership was not about title or authority. It was about who could inspire calm in the chaos, who could create structure, and who could encourage others to step forward.
Leadership in the workplace is the same. It is not always about who has the designation. It is about who shows courage, empathy, and adaptability when the heat is on.
Explore: The Leadership Challenge
Lessons Beyond the Kitchen
Reflecting on that afternoon, I was reminded once again of why I believe so deeply in experiential learning. When you put people in situations where they must stretch themselves, they learn lessons that last far longer than a lecture or a presentation.
The cooking challenge was not about food. It was about resilience, adaptability, collaboration, and trust. And those are the exact skills that matter most in a world of constant change.
Also Read: Why Having a Bias for Action is Important in Leaders
The Takeaway
Cooking up a meal may seem trivial, but in this challenge it became a mirror. It showed people how they react under pressure, how they work with others, and how they handle ambiguity. It reminded them that success is always sweeter when shared.
In our workplaces, the same truth applies. The projects that succeed are rarely the ones with perfect resources or clear instructions. They are the ones where teams come together, adapt, and create something meaningful despite the odds.
One person can cook a dish. But if you are looking to serve a feast, you need a team.
