Team Development
Shaping successful cooperation:
Stay on course with team development and achieve goals together
A crew at sea must be composed in such a way that a ship can always be safely guided under all conditions – depending on the area and area of operation – with differentiated requirements for the crew. The interaction of the crew – as a team – is crucial for this.
We think this is a nice picture, because it also applies to tasks and projects in companies. A successful cooperation is usually the claim, wish and goal of everyone involved.
Unfortunately, disagreements and conflicts are inevitable.
Here, it is worth taking a look at the expectations of the team members, those between the team and management, the common understanding of cooperation, roles, tasks, rules and communication. After all, successful teamwork always means continuous reflection, the work of each individual on themselves, on their own and the common understanding of the team. This includes managers, because they naturally have a special role in managing, developing and supporting their teams.
How can you enable successful teamwork right from the start?
You can already ensure the best possible start for everyone involved when setting up a project team. This can be done in a variety of ways as for example through trust building, the definition of the common working basis, a vision or common ideas, values, goals and much more.
What can you do if your team has problems?
Latent and unsolved problems that arise in the cooperation, hidden or open conflicts, can lead to lasting disruptions. The effects will sooner or later become visible and noticeable for everyone.
You should pay particular attention to the following dysfunctions and take action:
- Decrease in the willingness to perform
- Decrease in enthusiasm for work and commitment
- Orientation changes from result-driven towards problem-oriented
- Openness and trust are dwindling
- Communication and collaboration suffer
- Disinterest, distrust and unofficial communication are increasing
- Withdrawal and avoidance behavior become more noticeable
Our individually designed team development workshops create clarity and understanding here, serve to break down obstacles and thus form the basis for a jointly supported new start.
We achieve this with a mixture of active knowledge transfer and model-based learning, with sufficient space for exchange, reflection, personal opening and mutual commitment. We think that every measure should have a visible, noticeable added value that can later be put into practice in everyday life.
Contact us if you need support on the following topics:
- Support teams optimally from the start: Enable teams to get the best possible start, define a common working basis, goals and rules
- Strengthening leadership and teams: (Re)shaping cooperation together
- Driving change: Mastering change processes safely. Strengthening, supporting and motivating teams in difficult situations
- (Re)designing team collaboration and team processes:
New impulses and tools for improved collaboration - Moderate team conflicts: Make conflicts visible and work out solutions together
1. Accompany teams optimally at the start
Setting up a team for a new task is commonplace. But what actually turns a team into a functional unit? How does a team come about and how does a high-performance collaboration succeed? At what point can team management and team support each other meaningfully and sustainably in order to achieve efficiency and motivation? We work on and clarify these and other questions in tailor-made workshops. In our workshop, your team-building process is in professional hands. Possibilities are diverse and range from the development of common goals and visions to the establishment of a common team understanding, common working principles or processes, from agreements and rules for open communication and real cooperation. We offer you tailor-made solutions for a successful team launch.
2. Strengthening teams and leadership: (Re)shaping cooperation together
Regardless of how long a team has been working together, what goals, challenges, topics or problems it may have: We will find the right lever to strengthen the team and manager and to (re)design cooperation together. This can be necessary for various reasons: In the event of a reorganization, a change in management or when ongoing problems occur. This also applies when realigning to new goals or tasks and when teams would like to analyze their communication, procedures or processes. The result is improved collaboration. We design your measure to suit your concerns, with a focus on a lively mix of knowledge transfer and workshop work.
3. Driving Change: Mastering change processes safely
Changes are also commonplace in companies. Regardless of whether new software is being introduced, new work processes are being considered, or a reorganization requires a new way of working together at all levels. There is one crucial thing in common: People often find it very difficult. We support you, management, executives and teams through individual training, workshops or temporary, intensive support. We focus on THAT, which can be actively and self-effectively changed. Together we set the course for a new, productive way of working together with space for personal and team-oriented reflection, positioning and reorientation.
4. (Re)design team collaboration and team processes
Every team experiences stormy times. But where do you start when performance, communication and enthusiasm for work suffer, when opportunities and potential are no longer fully exploited? The solution can be found on different levels. If conflicts go undetected or escalate openly, tension, aggression or silence can be a result. If tasks are not completed or goals are no longer achieved, it may be due to unsuitable framework conditions, structures, processes or working methods. And unspoken demands on the management can also be the cause. In these cases we offer managers and their teams a targeted analysis and joint solution finding workshop format. We open the space for exchange and consensus so that cooperation can be redesigned and lived.
5. Moderation of team conflicts
How many people do you need for a conflict? I ask this question in the course of workshops, the aim of which is to uncover and resolve team conflicts. The answer surprises many, because initially it is only ‘one’ person. The process starts with an inner conflict that usually remains undiscovered and that seems rather subliminal until it is revealed. Open conflicts then lead in their course to opinion leadership and hardening. Sooner or later this influences motivation, mood, communication, performance and achievement of goals, affects actions and decisions. To a certain extent it is possible to reopen the space for an open and objective exchange, to make a conflict visible, discussable and solvable. We support you in this exchange in order to pave the way for a new, appreciative and common togetherness.
