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Team Benefit during ’We Can’t Continue Like This’Team Benefit during ‘Discomfort’Team Benefit during ‘Non-Locality‘Team Benefit during ‘Non-Triviality’Team Benefit during ‘Not Knowing’AgilityChangeabilityGuiding Process Team ReflectionGuiding Process Goal SettingChoice of the Basic GoalWhy have Teams?Time Pressure and Reflection

Team Benefit during ’We Can’t Continue Like This’

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 goals which have hitherto ensured success, lead to the ‘wrong’ future
• the speed with which one adapts to the future developments will not be sufficient and leads to it that a simple ‘keep it up!” must be replaced by the question “How else?”.

The processing of this question demands another, disparate procedure than the optimisation of the existing. Here it revolves around dealing with an unknown future, which is, however, not totally arbitrary. It can be structured into scenarios. The development of such scenarios is necessary, so that the occupation with strategy and visions does not degenerate into wishful thinking or lead to the success-loving updating of the past. Teams, more than individuals or small groups, are pre-destined to shape the volatile, complex process characterised by self-doubts of the ‘how else?’. However, this only applies under the pre-condition that the guiding process team reflection is marked by less taboos and the interaction is well practiced regarding the question “Could this not also be completely different?”.