Many companies invest significant resources in terms of time, money, and people, in “team-building” programs. Team-building activities can include games, retreats, “talent” shows, and, of course, employee dance presentations (which is the worst among all of them btw). Management always see the good in them. (Seriously, why are only the extroverts in charge of stuff like this). And while I understand that they may improve morale, teamwork, and workplace culture. But good intent doesn’t always guarantee a good outcome.
Table of Contents
Problem #1: Forced Participation Undermines Employee Autonomy
Activities presented as “mandatory fun” may pressure employees to participate regardless of personal comfort. This in turn ignores individual differences. Introverts may find public performances stressful. People with low self-esteem may not like activities that can put them in the spotlight. Some employees may even have physical limitations.
This then raises the question: Are these employees fully engaged with the activity? Or are they simply following a mandate?
Problem #2: A Waste of Time and Resources
Companies set goals and deadlines to meet various stakeholders’ expectations and key performance indicators. And sometimes, these deadlines are non-negotiable. Rehearsals, preparatory meetings, and events could consume time that could be used for actual work. And because of such, these are often scheduled beyond working hours or on day offs. What could have been a rest hour or rest day is spent on team building.
Some departments lack budgets and fundings—budgets that could have been spent on training, equipment, or employee benefits. There is often little evidence that a dance presentation improves job performance.
Problem #3: The Question of Genuine Relationships
Genuine relationships develop naturally. In fact, research suggest that a team functions better when they are formed on trust and friendship[1][2][3]. Trust is built on repeated, meaningful interactions and collaboration. Friendships form without a recipe or manual. Simply hanging out, eating dinner together, and talking about literally anything under the sun grows friendship and trust better than any artificial activity could[4].
Conclusion
While I do not fully condemn team building, I suggest that organizations should rethink how they foster workplace unity ask, “Do these activities really improve team cohesiveness and productivity?” They could perhaps organize simple optional gatherings that allows employees to participate without being forced to. Or perhaps offer spaces, equipment, and time for sports and games (video games or even table-top games). In fact, manageable workloads would even contribute more to a good team morale.
But that’s just my opinion. I’m not a business administration guy. 😉
[1] Wang, S., Jiao, G., Chen, Y., & Li, Y. (2025). Why and when Workplace Friendship has a differentiated effect on relationship norms and helping behavior: A relationship motivation theory approach. Humanities and Social Sciences Communications, 12(1). https://doi.org/10.1057/s41599-025-05836-2
[2] Mogård, E. V., Rørstad, O. B., & Bang, H. (2022). The relationship between psychological safety and management team effectiveness: The mediating role of behavioral integration. International Journal of Environmental Research and Public Health, 20(1), 406. https://doi.org/10.3390/ijerph20010406
[3] Durrah O. (2022). Do we need friendship in the workplace? The effect on innovative behavior and mediating role of psychological safety. Current psychology (New Brunswick, N.J.), 1–14. Advance online publication. https://doi.org/10.1007/s12144-022-03949-4
[4] Chung, A. (2026, June 26). The Science of How Friendships Form and the Hours It Takes. Bubblic Inc. https://www.bubblic.app/blog/how-friendships-form.html