Here are our case studies, insights, quotes and films.

Studio Why

As a team, we made use of the TeamConnect coaching session. Filling in the questionnaires did not take much time, so I was also very curious how useful the results would be. To my surprise (and that of the entire team), the analysis was This was very on point and things came up that you know somewhere, but that do not surface in everyday life.During the analysis and coaching, things were not ignored in which personal respect was taken into account. direct yet respectful.In our team we can now take steps ourselves due to the practical working methods and direct input during the physical sessions. I am genuinely very surprised by the output we have after investing less than half a day per person.


Part of the hospital wanted an in-depth investigation into the status of the organization. There had been repeated attempts at changes that failed again and again. Our proposal was to perform a quick scan of the organisation, culture and patterns.

TeamConnect filled in the culture and patterns part of this. By having everyone fill in the questionnaire, there was broad support. The feedback was clear and effective and touched the pressure points that set positive dialogue in motion.

Stephan Hausner

Review and experience of Team Connect, with Dees van de Hoef and Jan Jacob Stam.

 The outcome of the survey was an impressive experience for all the Team-Members.

It shed a light on unconscious dynamics in the team regarding the relationship in between the team members but also the team as a whole regarding the purpose of the enterprise.

The presentation of the results drew attention for us as a team and as individuals of what is needed and what are we lacking off, to bring this venture in to the world.

The evaluation of the survey which was filled out in prior to the counseling was a precise mirroring of the current situation our team was facing in that moment.

It gave us valuable hints of action needed to be taken to energize and revive the team to fulfill the vision of VISEON LEBEN.

In our next team meeting we first had a round with the question: what is it that I haven’t shared or held back that might be the elephant in the room and we have set up a blind constellation: all team members and an additional representative for the elephant in the room. As a result one team member left and the ones who stayed became more coherent.

Ekkehard Kuppel

What was the reason for the survey and the constellation workshop:
We are a founder-led organisation with loosely affiliated partners.  While our business is growing, the founder is getting older and we wanted to develop some insights and options to develop the full potential of our company.  Our expectations were fully met, i.e. we were given very valuable insights into our system, we saw a way forward and also started to deals with road blocks that need to be addressed.  For me as the founder, there are some fundamental requirements that I need to work on and create space; and the survey/constellation gave me both trust and conviction to initiate those changes.

What struck you most from the results:

The very first insight was that our system consists of many sub systems; and that my company, sum people, didn’t have an identify of its own.  The questions: what does sum people want? what is the full potential of sum people? represented a break through.

Related to this insight was the appreciation of the precious thing that has already been created over the last 12 years.  And that it would be a really pity if that precious thing disappeared as the founder retires.  There is a calling for the work that sum people does, that is far bigger than the voice of the founder.

What did you change

We established a core development group to explore over the next year or so on how to honour the ‘precious thing’ and how to develop the potential of sum people.  We, including myself, got re-enchanted with our baby and see tremendous opportunities to take the company further, to the next generation and the generation after next.

The core team has since started; they meet weekly and they address the critical questions.

What has also happened is that some of the old patterns need to die; while this doesn’t come without pain, it is becoming increasingly clear that for the precious thing to flourish the terrain needs to be prepared.

I am very grateful for the insights and care that the process brought to us.  And while all looks very clear today, I trust that we will need to get back to your services again in the coming stages of sum people 2.0, 3.0 etc.

Mariana Polic

The reason why you took the survey

Our company is very young, it’s a partnership and we wanted to see if there are any dynamics and patterns that were affecting the entity and us as individuals in an unhealthy way.

How you experienced the feedforward session

The feedforward session was very much a collaborative one, and a continuation of great insights provided in the survey. We received a few invaluable points from both Dees and Jan Jacob that made a big difference in our work once we started implementing them. The session itself felt sacred and deep, and we felt supported by the facilitators. Both have this ability to gently lead the client to an outcome that is in alignment with their truest selves. Surprising, elegant, delightful, forward-moving, magical. 

Insights that were valuable

The roles in the company, as well as positions, that provide the most value for our clients. What is needed and what is next for the company. Discernments of what our business as its own entity needs in order to utilize its great potential 

Improvements that have taken place after doing the survey and feedforward

We switched sitting/ standing positions for when we work with clients. We also reconsidered the direction for next steps in terms of transformation and development, as well as marketing. We identified who will take the lead on which projects that are in alignment with our own potentials as individuals. 

Videos: lessons of teams

The parts and the
whole. (1)

Jan Jacob Stam talks about the system of a ‘team’ and whether we do interventions at an individual or at a Team level. A team acts as a whole, it acts as if it has a mind and body of its own.

Each member is part of many systems (2)

What is happening during a conflict within a team? How can we explore conflict at a systemic level? We are all part of many systems, when there is a conflict, which system is speaking? Which systems are actually in conflict?

Part of a large
system (3)

Every team needs a safe place in the wider system (organisation). If the ‘place’ is unstable, the team will be unstable. This is the number one energy drain in organisations.

Systemic ownership

Who is the teams systemic owner? Or, put another way, for whom are we working? Who benefits from the results of this team? Jan Jacob Stam talks about a team he works with that had many different systemic owners. 

Leading Principles

Leading Principles are part of us individually, part of a team and part of an organisation. t’s the answer to the question:” what are we for the outside world. Jan Jacob Stam talks about a team who worked with in Rotterdam.

Movements of teams in crisis (6)

A team in crisis changes and evolves. If some members have been working from home, and others from an office: people will end up in different places. Team members will no longer feel that they belong.

Identifications in times of crisis (7)

Many people identify with the job. Work creates a sense of purpose. These are good people to have. But during crisis, when some people cannot work, it can lead to a disconnect and a loss of identity.