Background
One team was struggling with increasing friction. Conflicts were becoming apparent in day-to-day work, responsibilities were unclear, and coordination with other departments was inadequate.
Challenge
At first glance, the situation appeared to be purely a ‘team problem’. In reality, however, leadership issues and structural coordination problems also played a significant role.
HOLSTEIN:CONSULT’s approach
First of all, the range of issues was categorised: which conflicts arise within the team itself, which at interfaces, and which due to a lack of clarity regarding roles?
This was followed by targeted team development focusing on:
- Clarification of roles and responsibilities
- Rules on communication and coordination
- Collaboration in day-to-day work
- The role of the manager within a team context
Result / Effect
Cooperation turned to clearity, commitment oft he individual team. Members stabilized reliably. Friction was reduced, coordination with neighbouring departments improved, and the team defined a new level of consistency.
Suitable power:
→ Team development
