Resonate, intervene: maintain balance
The need for collaboration and cooperation is growing: because it is absolutely essential for success to integrate a wide range of expert knowledge from the most diverse specialist disciplines in order to arrive at the best possible solutions. For this to succeed and to be able to draw on the extensive store of knowledge and experience of the "team", it is important to work not only "in" but also "on" the "team" system.
We offer a wide range of team coaching and team development formats for the many different questions and problems that can arise in teams: From boot camps and supervision workshops to Liberating Structures events. And "it" can also be light and fun: this is how the whole really becomes more than the sum of its parts.
Team coaching and team development are terms that are not clearly differentiated in theory or in practice. We are therefore guided by the definition of coaching: (team) coaching is the professional support of development, performance and problem-solving processes (DBVC 2025). Team coaching is therefore the overarching term for us.
We define a team as a group of people who work together over a certain period of time, have a clear membership structure and common identity, are more or less interdependent in terms of their results and whose results are evaluated by a higher authority.
We find working with teams both fascinating and challenging at the same time: being able to swing along and go in between, discovering and (re)acting on opportunities and possibilities in moments, enduring unpredictability - all of this demands our experience and professionalism.
Time and again, we experience that working with teams provides impetus that has a positive impact on the entire organization: change processes are accelerated, new energy is generated and innovations are driven forward.
Team coaching can be initiated on an ad hoc basis or can take place systematically at regular intervals, for example for project or executive teams.
Starting points for team coaching can be, for example...
When head, heart and hand work together: Becoming even more effective with metaphors in team coaching
How we could supplement content-related work with metaphors
- Sound teaming: e.g. trash drums..., to drive innovation forward even when conditions and resources are tight
- Walk store: ... to advance strategy development by means of mountain and cave hikes
- Magic workshop: ... to fool yourself and expand your own mindset
- Art teaming: ... to use art to question your own realities and open up spaces for reflection
- Crime workshop: ... to strengthen team awareness and problem-solving skills by means of a crime tour through the city
Conflict Coaching & Mediation
"There are no conflicts here" - we hear this again and again in a wide variety of organizations! "Really?" we are compelled to ask, because
- then we would have to assume that there is stagnation instead of development in this organization and
- the question arises "How honest are we being with each other here?"
There are no conflict-free zones - neither in a private, professional or social context.
On the contrary! Conflicts are on the rise. This has to do with a wide variety of aspects: Ever-widening worlds of values and convictions, multi-rational perspectives from various professional disciplines, digital transformations in almost all organizations, scarce resources, an omnipresent uncertainty that is characterized by fear of loss and a lack of individual creative perspectives... Each of us could probably continue this list. Especially in our world of enormous complexity, interdependence and constant transformation, conflicts are omnipresent. As smouldering, subliminal or hot and flaming issues, they cost productivity and put a strain on cooperation. Conflicts are all too often avoided. Why? Be aware ...
- Having conflicts is not a sign of incompetence
- Engaging in conflict is not a sign of social incompatibility
- Conflicts do not have to be destructive; on the contrary: conflicts are a necessary prerequisite for development and learning (see Klaus Eidenschink 2024)
Repression strategies and "sitting it out" block the opportunities that lie in every conflict. If, on the other hand, the energies tied up in conflict are used correctly ("Let's go to extremes and talk to each other"), opportunities for further development and productivity open up. It is therefore extremely important to tackle conflicts at an early stage in a solution-oriented and goal-oriented manner.
