Team Development
- a practised learning model

This team development concept provides you with flexibly usable tools to adequately discuss and process your present concerns. The package includes:

1. free information session

2. whole-day counselling, if required, to be able to determine and plan the development need of your team on the basis of a thorough demand analysis.

3. The demand analysis will be the basis for first missions for exercises in the team with which you can experiment in the daily life of your team. The experiences you gain from the exercises will then be jointly reflected on the agreed team development date.

For you to be able to further explore and discover your team competences even in everyday life, you will receive new exercise recommendation on each development date which may be experimented with and discussed at the next meeting.

4. Performance of the planned team development modules

There are a total of four modules which will enable your team to learn as a team.

In theory, professional and counselling practice it has long since been known that capabilities and qualities can be developed in a more pronounced way and that a more defined and coordinated acting with clearly improved working results can be reached in team work as compared to working alone.

These findings, however, only relate to working processes where acting in a team has proven worthwhile. Teams experiencing themselves as learning entities do not only achieve better working results but also facilitate their members a deepened personal development. Thus, individual members may obtain insights and understandings in the team and through team work which otherwise would not become obvious and from which the team could also not benefit.

Module 1:

Orientation of the team: Promotion of a joint orientation through reflection of the team culture: The short- and long-term orientation will be discussed in the team.

This module is based on the competences of the team. An important factor in this respect is the promotion of dialogue and conflict skills as well as the consolidation of exploration and reflection capabilities.

Module 2:

Our reality is the product of our actions: If the team recognises in which way existing behavioural rules and action patters influence its present reality, a fertile ground develops on which joint intentions, objectives and purposes of cooperation can be formulated.

In general, these are already present with the individual team members, however, can often not be formulated and realised because not all team members are aware of them at the same time and in the same way and because they are not communicated in everyday life.

Module 3:

The personal capabilities of the team members are also consolidated in the course of the continued collective learning process and benefit from each other.

The individual members accept this and may see that there is a gap between their team vision and reality which possibly creates marked tensions.

This tension will be the basis for creativity provided the team members are able to withstand.
Lasting changes are only possible using small steps in a long-term process.
Processes of change are also not possible without any painful insights and failures.

These views may lead to conciliatory insights, e.g. that an error is an event whose benefit has not yet become an advantage.

Module 4:

People possess images as well as assumptions and stories relating to their organisation and their team. Like the weather, such assumption have long existed and also control out actions by influencing the point of view of the individual person.

People are not necessarily acting based on their announced theories but always based on their practised theories which may also be described as mental models.

Thus, mental models have to be verified and dealt with if required in the course of learning within a team. Mental models may be an obstruction to learning, but when dealt with thoroughly, they may also accelerate learning.

This concept is based on experience from present research on the way of acting: "Situationsdynamik" (H. Euschen, 1983) and "Lernende Organisation" (P.Senge, 1998)

Concept and Supervision

Christiane Schmidt

Supervisor (SD) and Trainer (SD),
T 2/ 12, 68161 Mannheim,

Phone and fax: 0621/ 2 99 99 20

Counselling offer

small organisational units such as teams with and without leader, counselling groups for colleagues, project groups, self-organised working groups,

voluntary employee groups, self-help groups

Contents and course

free information session

demand analysis inclusive of counselling and planning of performance of individual team development modules,

1-day performance of each planned module inclusive of reflection on exercises of the team agreed upon and in the meantime practices in everyday working life


Daily rate DM 1.500,00
plus VAT 16 %