At a time of rapidly increasing complexity and pace in the work world, managers and employees are faced with increasingly demanding and sometimes unpredictable management tasks. These challenges inevitably overwhelm the skills and expertise of individuals and make teamwork essential. Leadership has increasingly become enabling and managing communication that accesses the collective knowledge and skills of the many. And not just on the task-related subject level.
Rather, it is important to support a team's ability to overcome the hierarchical and departmental boundaries that impede their work by, among other things, addressing the relationship level in order to allow, for example, open communication for conflict management. So a differentiation is needed between the social systems "team" and "organisation" as a whole. The structure of a team results from the interaction of individuals participating over the course of the team's existence. The organisation's structural formation must primarily accommodate substantive tasks and goals, in order to ensure its survival. Communication within the team always moves simultaneously from task orientation to the fulfilment of individual expectations and to relationship qualities. This dual focus formation, therefore, requires specific approaches in the building and in the steering of teams, as well as in advising and supporting them.


Through our many years of experience in advising teams and executives in different cultural and organisational contexts, we have developed an awareness of how teams are made and how they differ from the organisations as a whole. Teamwork, team building and team consulting are essential architectural elements for a long-term successful implementation of major change projects in organisations. Teams serve not only to fulfil core tasks of the organisation, but also as a motor that can propel the organisational, reflective learning in changing systems. When advising teams and leaders, we place particular focus on

  • Communication where the individual, group and the organisation levels interface
  • Illuminating the areas of tension around cooperation and competition
  • Dealing with contradictions, for example, horizontal cooperation in vertical structures
  • System boundaries, shared values and mental maps of teams
  • Group dynamics and leadership of team processes
  • Potential and reflection in teams
  • Assessing team performance
  • Workload


  • Team coaching in its constitution: team contracts, clarification of roles, responsibilities, mandates
  • Support in the task-oriented design of team processes: strategy development, interface design, conflict management
  • Advising the collaboration between several teams and in intercultural contexts
  • Coaching of leadership on issues of team development
  • Facilitation of management feedback


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