In team developments, in which the guiding process team parameters comes into focus, the team developer needs tools which help to process the following foci: In many teams it requires processes, which reliably regulate the attention on entry and departure. Usually, entry and departure rituals that are fitting to the team, can help. In particular, …
In order to examine and possibly improve the structures and processes of team reflection, one must put on the table what the team ‘thinks about’, and where it simply ‘works’. Reflecting always means that one sees something as contingent. It could, in principal, also be different. A list of questions for team developments: Which things …
At first contact it is significant as to which person this takes place with: team leader, HR, team member, boss of the team leader? If it is not the team leader, then the first contact (usually on the telephone or maybe by email) serves substantially to bring about active contact with the team leader (if …
The contract clarification with the human resources department or their representative/business partner requires particular attention. In larger organisations, a procedure to commission a team consultancy is, as a rule, part of the process, which is or can be helpful and important. The contact is important for two reasons: Firstly, the team developer gets a highly …
The search for factors, which make a high-performance team, fills entire libraries. The investigations and studies arrive at totally different, or even controversial results. These research findings fit the conclusion reached in the thinking on guiding processes presented here. As there are no right decisions but only suitable decisions, which fit the team’s past, present …
If one seeks the functional added value, which teams can produce for organisations, one quickly arrives at the need of modern organisations to solve two problems: firstly, the coordination of parallel-running tasks and decision-making processes as well as, secondly, the reduction of temporal, social and factual complexity. The first requires competence in the processing of …
During which decision-making situations can teams be of particular use to organisations? Decision-making theory can identify five particularly important ones. Here is one of the five: Whenever decisions need to be taken, which have uncomfortable consequences for many people, decisions by teams are more favourable. Why? • Those who are affected by the negative consequences …
During which decision-making situations can teams be of particular benefit to organisations? Decision-making theory can identify five particularly important ones. Here is one of the five: A situation which distinguishes itself by the fact that: • the competences, which were responsible for past success are no longer enough for the foreseeable future • the factual …
During which decision-making situations can teams be of particular benefit for organisations? Decision-making theory can identify five particularly important ones. Here is one of the five: Non-trivial situations are characterised by the fact that there are no clear causalities (when – then). As soon as a task (such as product development, marketing, logistics, production planning …
During which decision-making situations can teams be of particular benefit for organisations? Decision-making theory can identify five particularly important ones. Here is one of the five: There are decisions which are characterised by not being clear about • which knowledge is necessary for a foundation • who has this knowledge, • where this knowledge can …