Practical Knowledge Team Development

At the start of the year, many teams are working on the measures and priority issues that should be on the content agenda for the new year.

Too little attention is paid, in our opinion, to the interpersonal component. But we all know that if there are problems with cooperation, the substantive issues also make slow progress. Therefore, in this article you will get concrete approaches on how to improve the culture in your team.

Team development in SMEs should be a matter for management, as a healthy team culture for these companies is of central economic importance.

If this team culture is missing, demotivation, a drop in performance, internal resignation, high absenteeism and ultimately also external resignation are almost inevitable consequences.

We explain, how you recognise a healthy team culture and what you can do to develop a trusting team culture in your company.

The need for a structured Team development grows. Especially in the current period, when many months of home office have caused communication, cohesion and collaboration to dwindle in some teams, returning to the corporate office requires a fresh start to some extent.

We recommend that you also take time for this outside of your daily office routine and outline in this article how a "new beginning" can succeed.If you would like to start this new beginning on the basis of a well-founded analysis of your current situation in the team, our Team analysis be an entry point into the process of team development.

In order to be effective in teams and companies to work together trustingly at eye levelanswering the question about the value of individual people has a key function: "Do I feel like an equal member of a team?" and "To what extent do I see all other colleagues as equals?". In my work with teams and organisations, I see time and again that the principle of equality is questioned and the value of the respective members is linked to the salary they receive or the measurable value they bring to the company. This prompted me to take a closer look at the topic in this article.

For national or international teams in professional sport, it is a must if you want to play sustainably at the top: Teamwork. In the top echelons of industry, it sometimes comes up short. But why is it no longer enough at board or executive level to hire a group of competent alpha personalities? Why do we also need a well-functioning high-performance team at C-level?

In many companies, the term "team" is used as a synonym for a "working group". In this article, we present what distinguishes a team from a working group and what characterises a high-performance team. Our Team check helps you analyse your own team.

Agile teams with a high level of conflict resolution competency can be recognised by the fact that they have a high level of trust in each other. They have the confidence in themselves as a team to resolve the conflict and they have the ability to recognise the first signs of conflict, to address them constructively and to transform them into a joint solution. The process takes time and should be accompanied by experienced facilitators.

Who wouldn't want that: a well-functioning team in which the individual members mesh like cogs, complement and support each other perfectly and act like a smooth whole. Accordingly, a lot of time and thought is put into the composition of teams, and new team members are carefully checked for their team skills and "personal fit". Friction is to be avoided as much as possible, because this could be an indication that the cooperation is not running "like clockwork" and that the employees do not yet form a real unit. What is fundamentally overlooked is this: Friction is not caused by distance, but by closeness.

When we look at companies in the Team development We are often greeted with the message: "Actually, everything is fine with us. We just want to see if we can improve the little things! When asked if there is a lot of arguing in the team, the answer is often a relieved "No.". Fortunately, we don't have any quarrels. There are hardly any conflicts either.

But this relief is deceptive. Because: A healthy and constructive culture of dispute and conflict is an expression of trust.