Contract clarification is a reciprocal event. It doesn’t revolve around a team leader giving a definite contract and the consultant making an effort to obtain it. In this case, no team development is taking place – rather, the consultant becomes the long arm of the team leader in order to train the team to his …
Like people, teams can develop very stable structures. To orientate oneself more easily in and with teams, one can give a name to these patterns. Every categorisation of a structure is ultimately wrong, but this is exactly why it is helpful. As a structure-giving principle one can draw upon the three dimensions of psychodynamic basic …
When combining the closeness pole, the security pole and the belonging pole, teams develop a family structure. These are characterised by a sense of community and belonging. Regardless of performance, you feel like a team member, taken care of and valued. The human, rather than the function or the competence, is important. Conflicts tend to …
If one combines the closeness pole, the freedom pole and the belonging pole, teams develop with a work team structure. These are characterised by trust, relatedness, flexibility, joy in collaboration and motivation. The shared enjoyment for the work is just as highly ranked. Therefore, it is not the individual who stands in the foreground, but …
If one combines the distance pole, the freedom pole and the belonging pole, teams develop with a cluster structure. They are, in fact, in the colloquial sense, a (an) often wild, cluster. Examples of businesses, where this occurs more often, would be law firms, architect offices, organisational consultancies, general practitioners or specialist teams: You have …
If one combines the distance pole, the security pole and the belonging pole, teams develop with a regimental structure. In a regiment, it is clear what must be done (=secure), a team member with personal concerns tends to be a nuisance (=distanced) and everyone definitely knows that they belong to the regiment and will not …
If one combines the closeness pole, the security pole and the uniqueness pole, teams develop with a clan structure. Unlike in family structures, the significance of the team stands dominantly in the foreground. If anyone harms a member, everybody in the team becomes their enemy! The willingness and the obligation to engage oneself unconditionally for …
If one combines the closeness pole, the freedom pole and the uniqueness pole, teams develop with a dream team structure. Teams of this kind find themselves magnificent as a ‘team’. The members enjoy the connectedness and have the feeling that they can go through hell and high water. One works hand in hand and has …
If one combines the distance pole, the freedom pole and the uniqueness pole, teams develop with a star ensemble structure. The members need the team to bring expression to their uniqueness, i.e. they are something special, because they belong to this team (‘The Three Tenors’, ‘American Allstars’). In principle, everyone can also manage without the …
If you combine the distance pole, the security pole and the uniqueness pole, teams develop a secret society structure. Such patterns are characterised by a conspiratorial environment, a shared way of communicating, often barey decipherable for outsiders – language, ‘secret codes’, rituals and rigid forms of joining and leaving. Usually, it is not so easy …