- “How do we make the most of the team?”
- “What are underlying patterns in the team?”
- “How is mutual fun enhanced?”
- “How do we ensure the team comes along in change?”
Why
Teamcoaching looks at insight in the dynamics within the team and thus at optimal teamwork. This leads to more room for fun during teamwork and for focus on results and effect. The team development programmes offer the opportunity to tackle diverse topics.
With teamcoaching, AC&T supports teams in their development process by influencing the mutual and environmental interactions. The goal is to make the team operate better as a whole.
AC&T dives into underlying psychological mechanisms to get a clear picture of functional and dysfunctional team behaviour. AC&T starts by tackling the how and the why. Subsequently an atmosphere and context of trust is created so answers come from the team itself through action and reflection. In that sense curiosity, amazement, surprise, interest and empathy take a central role in this team approach.
Our principles:
- Autonomy of team members
- Potential stands central
- Concious coping with limiting convictions
- Learning by doing and contemplation
- Learning in work context
Result teamcoaching
- The team recognizes and acknowledges underlying patterns
- The qualities of each individual team member are comprehensible and are deployed effectively in the team
- More effective collaboration and communication
- More convivial and fun to work together
- Decisions are made with conviction
- Work is done more result-oriented
Approach teamcoaching
Team development is tailor-made. The interventions put forward by AC&T are tailored to the phase in which team and organization find themselves in and to the needs of both.
Mostly work is conducted in four phases: from diagnosis (analysis) through awareness (insight in self and others) to development (creating ties and focus) and maintenance (holding on to gained insights). This usually starts with a 360 degree feedback and complementary individual conversations with employees. These form a portion of the definitive programme.
The team-specific situation and goals ultimately determine the length, approach, and use of methods and tools. Central is experiential learning: doing, reflecting together thereon, and connecting this to set goals, always interactive, based on what is going on in the present. Thereby employees achieve awareness of their behaviour and develop alternative behaviour. They experience the results.