Team development
Brief description
"Are you still working in a group, or already in a team?" A group of people is only a team if they pursue a common goal, are in a relationship with each other and have the freedom to shape the cooperation themselves. As simple as this sounds, it is demanding to put this into practice. For a team to be able to achieve real performance, quite different facets must be coordinated: Psychological security, feedback and communication culture, role clarification and leadership.
Examples - Situations where BWI experts can assist
Project backlog
The project manager of a technology company emphasises how much she values her employees and the level of their commitment. However, the development project is now experiencing a major delay because the resources required in one sub-project have been massively underestimated. The project manager is at a loss, believing that she has correctly applied methodological approaches such as resource allocation or risk management.
The BWI consultant's system diagnosis reveals that there is "no arguing" in this team. What an internal expert says is not challenged. The Belbin team role model provides valuable insights in this case: Each person shows different behavioural patterns in team cooperation, which are useful in normal situations, but can tip over into the opposite direction in stressful situations. These are usually not within the consciousness of the person. In a high-performance team, these patterns can be addressed and dealt with in an "invigorating conflict" situation. Being aware of your weaknesses and being able to admit them openly increases the psychological security in a team. By working with the BWI consultant the team achieves an open way of dealing with each other and can make up project backlogs.
Common understanding
The head of a management unit believes that the strategy and goals for the new financial year are clear to everyone. In a team development workshop, members of the team formulate the strategy and annual goals in their own words and prioritise the objectives. It becomes clear that the individual answers differ greatly and that the focus is on the personal goals. The team members see themselves as lone fighters.
BWI consultants work out the quantitative and qualitative goals for the management team again in a workshop. They then clarify the roles with the mutual expectations and contributions from each person. The "Open-Space" facilitation method is used to really keep up with the real issues of the participants. Useful additions to communication behaviour are always included in the workshops. In this way a common view of goals, roles and expectations can be created.
Our offer and our way of working
In team development we work according to systemic principles: A social system is complex. There are no linear causal chains, but manifold interactions. For us, the focus is always on the connectivity of an intervention: Where does the team currently stand, and what helps it to take the next decisive step forward?
For the experts at BWI, careful clarification of the assignment and system diagnosis form the basis of every intervention with teams. Wherever possible, representatives of the team are always involved in the system diagnosis. Based on the hypotheses developed, the interventions are then planned. Thanks to the wide range of further training courses on offer, aspects from the seminars can be integrated into team developments.
- Place
- On site with you, at BWI or online
- Expert
- Andrea Rutishauser, Christian Bachmann
Please contact us and we will be happy to provide you with an individual offer.