Here are our case studies, insights, quotes and films.
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.
Videos: lessons of teams
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
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.
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 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.