In order for collaboration to work well and for all team members to contribute their skills, competencies and ideas to the implementation of their tasks, the actors need a clearly defined framework. The guidelines for this are the goals, roles, interactions and processes in your team. We support you as a manager and your teams in defining the GRIP (Goals - Roles - Interactions - Processes) * that is right for you and create the clarity that makes self-organized and responsible action possible in an action-oriented framework that actively involves everyone.
* The GRIP model highlights the four core elements of collaboration: goals – roles – interactions – processes
Integrating new employees into the team? Adapting the modalities of cooperation to current circumstances? Implementing new tools and procedures? Developing a shared understanding of roles and responsibilities? Reinforcing trust in the team? As diverse as the challenges can be for a team, the topics that we put on the agenda in team development and develop together with you are just as diverse. From individual workshops to modular programs - one thing is always in focus: the need to want to improve as a team.
Resolving tensions - staying productive.
Wherever people come together and work collaboratively, tensions arise. Sometimes those involved are unable to resolve these situations and lasting conflicts develop that paralyse cooperation. So, what should you do when individual interests in a team seem irreconcilable? When differences lead to accusations and disharmony disrupts work processes?
Whether in individual cases or as part of team development processes - we help with conflicts between employees or between employees and managers and support those involved in negotiating conciliatory arrangements. Our way of working is always based on a systemic way of thinking and the ideas of non-violent communication by Dr Marshall Rosenberg.
