Developing Teams

Getting along to get ahead—collectively.

Any successful team or organisation requires the dynamic management of the embedded tension between the two human metamotives of Agency (i.e., ‘getting ahead’) and Communion (i.e., ‘getting along').   When team members successfully manage the apparent paradoxical tension created by these opposing motivesthat of the individual (Agency) and group (Communion)the team and organisation thrive; they get along to get ahead— collectively. 

However, this is no easy task as team members must manage their own interpersonal behaviours when interacting with other team members. 

So individuals in teams have two roles:

  1. Ensure they as team members are aware and manage their own interpersonal behaviour and its impact on others, and
  2. Role model the effective interpersonal behaviour styles and take responsibility to challenge the more negative interpersonal behaviours associated with the destructive styles.

Therefore our approach to developing teams builds on the individual and leader feedback by combining 360° feedback results into either a CBS360 Group Report or a CLS360 Group Report. The focus is on developing the collective team interpersonal styles to enable the team to better achieve its outcomes. 

Our team development processes and tools help teams:

  • ENQUIRE about the collective team interpersonal styles using the CBS360 Group or the CLS360 Group.
  • ENLIGHTEN the team about strengths and development areas.
  • ENCOURAGE the team to identify strategies to enhance team functioning.
  • EMBED more effective interpersonal behaviours into day-to-day operations, systems, structures and processes.
  • EVALUATE and monitor the implementation of agreed new ways of ‘doing business,’ and at critical points re-measure.

Enquire, Enlighten, Encourage, Embed, Evaluate process model was adapted from "Leveraging Multirater Feedback to Facilitate Successful Behavioural Change," by K.M. Nowack, 2009, Consulting Psychology Journal: Practice and Research, Vol. 61, No. 4, 280-297.
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