Press Distribution List



Do you want to receive the latest product information released by VeMEMaS?

Please enter your details in our press distribution list


  Mandatory fields

Name
Company
Email

Corporate Development
| 09.01.13 |

Team development as a basis for smooth collaboration


During team development, the interaction of several people belonging to a group is examined closely. Usually, there exist specific issues and objectives identified by the client. On the basis of these, group solutions serving to optimize collaboration within the company and change established behavioral patterns are developed.
Naturally, when doing this, the behavior of each individual group member is analyzed in particular. In contrast to coaching, contemplation of individuals is only of minor importance during team development.

Edeltraud Borsik is working as a systemic coach for VeMEMaS GmbH. She is an expert when it comes down to optimize collaboration within a group. “There are always plenty of reasons for the behavior of people, i.e. how and why someone behaves towards his environment in a certain way. During team development, the underlying causes are determined and pointed out to the individual team players; afterwards, new attempts at a solution are developed for the team taking the relevant circumstances into account“.

There are numerous mechanisms obstructing the work of a team: continuous conflicts of competence and hierarchy can paralyze a group's quality of work just as much as non-structured meetings or schedules not kept.

When such problem patterns are recognized within a company, suitable reactions can be contemplated. This is hardly ever possible on one's own initiative, however: An outsider is by far better suited to judge the situation since he is neither involved in the daily routines nor knows the members of the team personally.
With this, a start has been made, however, “the solution which the client hopes for can only be established durably in the group if the needs of all members of the teams are taken into account“, says Edeltraud Borsik, and mentions not meeting deadlines as an example for this.

“If, for instance, the preparatory department is always delivering documents at the last minute or a superior under stress wants to verify the relevant data as a matter of principle, the assistant is not able to deliver the documents on time.“

Behind this example mentioned, one could suspect conflicts of competence between individual departments, a superior who always wants to have everything under his control or possibly an assistant not up to her task. Accurately observing team mechanisms will show quite clearly in interaction which aspects are actually behind these behaviors. “Only when the basis of the situation has been changed, the complex relationships can also be modified, because if this is not the case, the behavioral patters of the employees are only shifted to some “secondary battlefield“, Edeltraud Borsik has come to know. “When problems occur within a team, this has only rarely to do with the case at hand but rather with individuals and their behavior.“

It is also important during a team development process to have a close view at the potentials of the employees and make use of them accordingly. Naturally, it requires a great deal of perceptiveness conveying to the employees that changes offer new possibilities complying with their skills.

Already altering the initial situation only slightly can lead to positive knock-on effects. Cross linking of all team players does not only lead to more efficient work, it also strengthens loyalty and close identification with the company.

All the instruments involved in team development can be used in enterprises with more than two employees. It is quite important to individually address the relevant team: “Stereotyped patterns are not suitable for working intensively with human beings“, stresses Edeltraud Borsik.

VeMEMaS moderates and accompanies the team development process. Group-dynamic exercises , organizational constellations to make reciprocal relationships transparent, internal processes and structures as well as resource and solution-oriented systemic reflections are amongst the “tools“, Edeltraud Borsik is offering as basic modules for possible new structures. On the basis of these specialist instruments, the team players are developing their own solutions the team as a whole can also identify itself with.

 

 

Responsible for press information and enquiries:

Janina Krah

Telephone +49(0)7031 - 688-40-18
j.krah(at)vememas(dot)de