Inside teams as well as across teams, cliques form in organisations. One of the reasons for this kind of informal union is the shared resistance against (organisational) interests, which cannot be tackled elsewhere. Such cliques can act on the factual level by jointly questioning the authorities or incorporating mistakes into the work process, i.e. continuing …
One considerable aspect of team preservation is which environments are seen as relevant and thus included. Here, too, one must distinguish between the formal and the informal aspects. Formally, there are usually clear structures and processes that determine, organisationally, which other teams and positions in the organisation are relevant for the team members. However, whether …
The explicit regulation of team parameters usually is, at least in hierarchical contexts, reserved rather exclusively for the formal leader: employment and dismissal. The first tends to be emotionally easier, the second many find difficult. If one looks for the inner, psychological competences which people need to employ and dismiss well, one quickly finds that …
With regard to reflection and communication barriers the leader often has much influence. Frequently, he dictates on his own, which topics arrive on the agenda of meetings, what can be discussed in one-to-one meetings, whether and how team exercises and workshops take place, whether these are moderated, whether external consultancy is called upon or not …
How can I best prepare if I wish to carry out a team development? Which methods should I apply at which point? These initially understandable questions hide the danger of a great misunderstanding: No team development (here seen as an exercise taking place externally) can really be planned in advance. It is also problematic if …
Team development techniques can fulfil very different functions. One helpful feature is common to all team development techniques and another is always problematic. Helpful techniques serve the function of making a process or a structure ‘concise’. Conciseness in a team becomes a phenomenon, when ‘all’, at the ‘same’ time, find something ‘important’ with regard to …
In order to work with a team on goal setting, the following variants are usually at play: Analysis of the existing state. What is important here is to find out if all team members have a similar source for their goals, i.e. what significance is has, if there are inconsistencies. As an intervention in this …
To develop their goal processing patterns with a team, the following possibilities are conceivable: Initially, it is important that the team actually knows the difference between problem and interest orientation and its significance, and that they can discuss it together. With regard to interest orientation, one can undertake a stakeholder analysis. This can, in a …
The guiding process interaction patterns is the classical field in which, usually, team development processes are utilised. The handbooks and workshop books regarding this are endless. If one wishes to work with the team dynamic principles developed here, then the most important thing is to choose techniques which avoid normativity (“This is how a good …
If one examines the literature regarding team development tools, then it is noticeable how one-sidedly many concepts focus on the development of the ‘team’, understood as the group of team members. Just as if the existence of the team were only dependent upon the wellbeing of the members. Therefore, it is of particular concern to …