Team Building Team Spirit Meets Conflict Culture

The Power to Change

It all starts with an unvarnished look at reality. How do we view our collaboration? What different perspectives exist? A team that can do this—without assigning blame or being dogmatic—is already on the right track. Because speaking openly and courageously about how things are and how they could be creates the desire and the power to bring about change.

In the second step, we work to ensure that every (!) team member succeeds in (once again) taking responsibility for further development. In every Janus team development process, the most exciting question is, “What can I personally do to ensure real progress?” We spark interest in this question and the possible—and often surprising—answers. And not just for the boss, but for every single team member.

Our two-step approach benefits all teams, including your international teams (in which case we conduct sessions in English and take into account intercultural nuances) or virtual teams (though these must meet in person at least once).

Because teams are diverse, our methods are varied. All our methods focus on better understanding oneself and others and engaging in critical yet constructive dialogue about what truly matters. Sometimes we use personality models, such as LIFO, INSIGHTS, or DISG. Or we go outdoors (very selectively, because—if done well and integrated properly—this costs time and money) or we use short, experiential exercises. Tailoring your team development is essential for success. Preliminary discussions with the participants and an in-depth clarification of objectives with the manager and, if applicable, other stakeholders in the initiative are therefore standard practice at Janus.

Incidentally, there are teams that “only” lack a plan for addressing a difficult issue. Our facilitation service is designed for them. And if the primary issue is a (reasonably definable) conflict, you’ll likely benefit more from conflict counseling.

Benefits for Your Company

Participants learn:

• to recognize both constructive and destructive role patterns—in themselves and others
• to identify their own mental blocks and work through them
• to understand and manage factors that influence performance and teamwork
• to specifically counteract destructive behavior
• to provide the right impetus to establish high-performing and enjoyable collaboration