It is part of our counselling work to support teams in finding each other again as a trusting team, regardless of their working methods, or to maintain this closeness in the long term.<\/p>\n\n\n\n
They found the following: Teams that trust each other and in which clear rules for productive cooperation are practised cope better with working from home than teams that lack certain rules and a basis of trust.<\/p>\n\n\n\n
This makes it clear that in most cases the type of work is not decisive for the quality of the team.<\/p>\n\n\n\n
Less physical proximity merely makes it clear which strengths and weaknesses are already present in the team. Our analyses have shown that the most common causes of conflict that have an inhibiting effect on trusting teamwork are<\/p>\n\n\n\n
To help teams become aware of their strengths and areas for development, we recommend taking a holistic look at the team as a starting point for a joint development process. In the team wheel we have developed, we analyse 18 criteria that provide a very good overview of how trusting the team is, what strengths make up the teamwork and which aspects of the team need to be developed further.<\/p>\n\n\n\n
A team analysis via the team wheel, you can conduct it with us and receive a presentation of the results within 2 weeks, including team strengths, areas for development and concrete recommendations for action.<\/p>\n\n\n\n
What happens after the team analysis?<\/p>\n\n\n\n
Based on the results of the team analysis, we work with you to develop the concept for an initial joint workshop. A 2 - 3 day time frame has proven successful for this.<\/p>\n\n\n\n
In an initial joint workshop, we work on both the \"hard\" team topics such as clarity of objectives and roles, as well as the \"soft\" topics. The benefits of this integrated approach are<\/p>\n\n\n\n
A target image with which everyone identifies is, besides trust, the \"glue\" of a team<\/p>\n\n\n\n
The key questions we will consider in this workshop are:<\/p>\n\n\n\n
The greatest friction losses and potential for conflict arise from unclear roles and responsibilities. Therefore, it is a central task of the team to define these clearly. Ideally, they are aligned with the strengths of the respective team member. <\/p>\n\n\n\n
The whole should be more than the sum of its parts. This guiding principle characterises our work with teams. <\/p>\n\n\n\n
We therefore look at the values, strengths and talents of the individual team members and consider how these can be most effectively brought into dialogue with each other so that they complement each other.<\/p>\n\n\n\n
You can find more information in these articles:<\/p>\n\n\n\n