Reasons for team development
We support Berlin-based companies and organizations with tailor-made team development workshops. Here are some typical scenarios:
- new teams are formed and need support in the “start-up phase”
- a team jointly develops goals (agrees “annual goals” at the beginning of the year) and defines measures designed to better achieve those goals
- new challenges arise and the team wants to further improve cooperationin order to be able to meet the demands and any potential additional work efficiently
- existing teams need a “ team check” in order to eliminate friction in their cooperation and thus be able to work together even more efficiently in the future
- there are conflicts within the team, which we can successfully work on as part of a team development or through conflict mediation
- due to restructuring, existing teams have been “dismantled” and new ones “thrown together” – as a first step in team building, now the task is to clarify roles, responsibilities, procedures, and rules of cooperation and to agree on common “rules of cooperation“
This is what teams require for efficient cooperation
The basic prerequisites for well-functioning teams are always the same:
- Clearly defined assignments (“I know what to do!”)
- Well-defined objectives (“We know our common goals!”)
- Clearly demarcated roles and responsibilities (“I know my own role and who is responsible for what!”)
- Defined processes (“We all know how we work together internally.”)
- Defined interfaces (“We have hardly any friction losses in our cooperation.”)
- Seamless communication (“I will be informed about relevant matters immediately, in a clear and timely manner – there are no irrelevant emails.”)
If some of these factors are not given or not given in sufficient measure, teams become inefficient and conflicts often arise because of the “lack of direction” and orientation.
How we can help
In our team development workshops, we ensure that
- the team objectives are clearly defined and transparent
- your team develops an action plan to achieve the goals set in the given time
- roles and areas of responsibility are adequately and meaningfully distributed according to skills, inclinations and workload
- processes are optimized and interfaces are clearly defined
- efficient communication tools are deployed, the team has numerous “communication arenas” to coordinate on a regular basis
- team meetings are used efficiently and only relevant topics are dealt with there
- conflicts are dealt with promptly and purposefully (because they always harbour real development opportunities for the entire team!)
- overall, there is a good team culture and a good atmosphere within the team and that the team members and executives are happy to come to work.
In doing so, we use effective methods, e.g. from systemic organizational development or, among other things, helpful approaches from Gestalt therapy.
Also, models like the “Team Development Clock” are often helpful for joint reflection with executives. There are answers to questions like
- How is your team currently positioned,
- what kind of leadership is needed now,
- what could be the next meaningful steps in the team development process?
In answering these questions, Bruce Tuckman’s “Team Development Clock” model helps:
The typical four phases of team development after Tuckman
You will have probably already seen this model of the “classic” 4 phases of team development (“Team Development Clock after Tuckman”) somewhere. It gives guidance on typical team development processes and hints on what teams need in which development phases in order to become efficient “Performing Teams” of the “4th phase”.
The key messages of this model are:
- Each team goes through the 4 phases of team development.
- The 4 phases can only be gone through one after the other.
- Only in the fourth phase, the team turns into a high-performance team.
- As new team members join, or tasks or contexts change, teams often have to go through these four stages anew. This can be faster than the last time – but it does not have to be.
- Some team members go through the four phases faster than others. Here, the executive is required to use their ability to provide situational and individual leadership, to compensate for such occurring “asynchronisms”.
Responsibilities for executives in team development
How should you lead your team as a leader in the four phases of team development? Here is an overview of the 4 phases with the respective appropriate leadership behavior:
|Phase||Merkmale||Aufgabe der Führungskraft|
|Forming||Die Orientierungsphase, in der sich die Gruppenmitglieder kennen lernen. Vieles ist unklar, die Leistungsfähigkeit eingeschränkt, man ist fixiert auf den Leiter. Fragen wie „Was soll ich tun?“ oder „Wo stehe ich?“ werden gestellt.||Führungskräfte sollten in dieser Phase Sicherheit und Orientierung geben, Aufgaben aufzeigen, klare Anweisungen geben und die Arbeitsergebnisse regelmäßig kontrollieren.|
|Storming||Die Nahkampfphase, in der die Ziele zunehmend klarer werden. Es gibt unterschiedliche Auffassungen, eine Rollenverteilung bildet sich heraus, erste Machtkämpfe entstehen.||Führungskräfte sollten hier auf die Disziplin achten, zu Konflikten ermutigen, jedoch Angriffe unterbinden. Hier bieten sich bestimmte Kommunikationstechniken an. Außerdem können sie mit ersten vom Team erreichten Erfolgen die Motivation aufrechterhalten.|
|Norming||Die Organisationsphase, in der klare Strukturen und Verabredungen getroffen werden. Wichtige Fragen sind „Wie können wir das Ziel erreichen?“ oder „Wie wollen wir miteinander umgehen?“.||Führungskräfte helfen ihren Mitarbeitern am besten, indem sie z.B. Aufgaben übertragen, Wortführer stärker einbinden, Teambesprechungen ansetzen und Erfolge sichtbar machen.|
|Performing||Die Integrationsphase, in der die Selbstorganisation in den Vordergrund tritt. Teams werden kreativer und flexibel im Umgang. Fragen sind „Wer hat was zu tun?“ oder „Wie können wir das Ziel am effektivsten erreichen?“.||Führungskräfte sind nun gut beraten, Aufgaben weiter zu übertragen, sich zurückzuziehen und dabei offen für Neuerungen zu sein.|
Team building or team development?
Both terms are often used as synonyms in colloquial speech. But team building and team development are actually different things:
Above all,team building serves to build affective trust (“I like you!”), which surely is a prerequisite for successful cooperation. Affective trust can be helpful especially for young, freshly assembled teams. Such processes can be supported by outdoor activities .
Team development, above all, promotes the development of interpersonal trust. But at least as important is cognitive trust (“I know we can work well together”). This is an even more important factor for the quality of the results. Cognitive trust develops especially when continuous positive experiences can be made while working together in real work situations.
This requires, among other things, the framework conditions already mentioned above. Providing them is an essential and ongoing task of the team leadership, which we effectively support through our workshops, by clarifying and solving the above-mentioned questions and anchoring the results in the team together with the team leader in a sustainable and effective way.
Selected team development tools
To give you a first impression of what awaits you at our workshops, we will briefly introduce you to some of the many team development methods in our “tool case”:
The following topics are explored using a “compass-like” visualization:
- Current status
- Desired status
- Improvement requirements and measures
- Goals and “reason for existence” of the team
- Division of labour in functions and roles
- Processes, procedures, regulations
- Cooperation, communication, conflicts, climate
- Especially suitable for communication and interface analysis.
- Division of the team into functional groups
- Each group formulates what they need from the other groups to work successfully
- Targeted groups react to the requirements with “Yes, we will do that” / “We can only do this, if…” / “We will need…” etc.
- Visualization of requirements and reactions in a large matrix on a high wall
- Evaluation, discussion, action plan
- Positioning of team members in the room following trigger questions
- For collection and differentiation of opinions
- To make opinions, attitudes, differences and similarities in groups visible
- To “warm up” at the beginning of a workshop
- To gauge opinions and attitudes, e.g. “On a scale of 1-10, how much do you agree with the following statement:”…. “
- To warm up at the beginning of a workshop, e.g. length of affiliation with the organization, place of birth
If you would like some more examples – here is a selection of some of the other workshop methods we use.
Effects of our workshops and trainings
Our team development workshops have the following effects:
- The team identifies with its goals and the goals of the organization.
- The team’s performance improves.
- Responsibility for the implementation of the results is shared.
- Working relationships within the team become closer, the communication between team members is improved.
- The trust and the cohesion within the team have increased.
„Sie waren eine echte Bereicherung für unsere Teamentwicklung. Vielen Dank dafür!“
Ich habe gerade auch zu Ihrer Moderation ein sehr positives Feedback erhalten. Mehrere Workshop-Erfahrene berichteten, dass sie mit eher geringen Erwartungen kamen und äußerst positiv überrascht wieder gingen.
Vielen Dank für diesen Teamentwicklungs-Prozess. Ich bin froh, dass wir Sie gebucht haben.
→ Team development in the Berlin region and in Brandenburg
We conduct our team development workshops and seminars in Berlin, Brandenburg and throughout Germany.
In short, we will come to where you need us! Click here to schedule a free intial consultation:
Unser Angebot in Führung und Zusammenarbeit
Sie möchten die Zusammenarbeit im Team verbessern oder brauchen kompetente und erfahrene Unterstützung bei der Entwicklung eines Hochleistungsteams?
Initio Organisationsberatung Berlin