As a rule, team development is always individually adapted to the team and external factors. Every trainer and provider will fall back on standards and thus also on proven methods, but team development only becomes targeted through individualization.
Aspects that can influence the individuality of team development:
1. objectives: The specific tasks and objectives of the team and the company as a whole determine the development needs and the focus of team development. Due to the diversity of challenges, different teams usually also need to develop different skills in order to achieve the goals set.
2. team composition: How a team develops depends crucially on the individual skills, experience and personalities of the team members. Different working styles, training and life circumstances also shape the dynamics of a team.
3. team dynamics and communication: A team that resolves conflicts constructively, communicates effectively and cultivates positive team dynamics will start at a different point in team development than a team that first has to build up psychological security.
4. organizational context: the culture, structures, processes, etc. of the organization in which the team is embedded also play an important role in the individualization of team development. Not forgetting the value an organization places on the development of its teams and employees.
5. external influences: Teams in stable environments will need to develop in a different way to teams operating in rapidly changing markets or technological change.
There is therefore no universal model for team development, as every team is unique. An individual development strategy needs to be implemented for each team.
Can the interim period be used effectively for team development?
In most cases, team development approaches, events and measures relate to separate events that are organized with the aim of building and strengthening the team. But there is another way. One of the biggest trends that has emerged in team development is the efficient use of the time between workshops and meetings. In most teams, the exchange between team members does not come to a standstill. This time window therefore offers considerable opportunities to accelerate creative processes and increase the efficiency of teamwork. There are many different approaches to effectively organizing this time in between meetings, ranging from forming teams of two to exchange ideas between meetings to feedback teams.
What do healing or helping structures look like in team development?
Every team is based on structures. These usually creep into the company or even explicitly into the individual team over time. In order to increase the creativity and strength of a team, it can be helpful to break through these structures and change the perspective, for example in the course of asking questions. By reformulating questions about the objective or definition, a completely new perspective can be implemented.
How can grouping affect team development?
The team does not always have to be the only basis for team development. It is also possible to go one step further and divide the team into several groups of different sizes and focus. These subgroups can be of different sizes. Dividing the team into groups can provide new motivation within the team, but can also help to generate new energy for another attempt after a failure.