Team – the power of collective knowledge
The term “team” in Middle High German refers to “zoum” (bridle) and in Old English to a whole team – “team of oxen” (Comell 2003). The popular saying is “pulling the cart out of the mud”. Teams have a supporting role within an organisation in various respects, and the question arises as to how the “team” can be led in a direction-setting manner in a company?
When it comes to leading teams, many people think of the following situations, how challenges are tackled in the interest of the company:
- When teams have been newly formed
- Leadership change
- Reorganisations/restructuring
- Conflict situations
- New economic conditions (competition)
- Creeping inertia
- Increased cases of illness
Team development should not only refer to the above-mentioned situations, but it is about enabling teams to jointly cope with the challenges in everyday business life and to increase team resilience.
Answers to the ever-growing complexity of the world of work were sought in a wide variety of further training or health management programmes, but today these can only cover the needs of an ambiguous digital society to a limited extent. More and more, successful companies are using the approaches of ethical and mindful leadership, which focuses on appreciative communication and reintegrates the individual into teams or the whole organisation. The emergence of this value culture enables sustainable and meaningful corporate success.
Aim of the module
Understand the importance of leadership teams and teams in general and know their interlocking mechanisms for a measurable contribution to measurement success.
Benefits for you and the company
No additional resources are needed for the development of teams, but the existing potential and knowledge can be fully utilised.
- The team as a whole, as well as each of its members, have the opportunity to learn by acting together. Learning takes place in the team “through practical action in a community”.
- Cooperative self-qualification happens in a team
- The knowledge of the team members adds up, especially in terms of special knowledge or practical experience. In this way, the team is able to fill gaps that have escaped the individual, even with the most careful consideration
- By adding up and complementing knowledge, teams have a higher level of performance than would be possible individually.
- In a team, a greater store of knowledge can be drawn on
- Team members can stimulate each other, motivate each other, increase their willingness to learn and creativity
- People learn fastest when they feel deeply responsible for their attitude. Teams offer a more favourable framework for this than groups because they have “local autonomy”, i.e. they are responsible for their own actions
- Personal growth is faster in a team
The six thematic fields of the module
- PAID – Reality
- The world is created in the mind
- Understanding the Mindfulness Matrix in a Team Context
- Team development and understanding the resilience field
- Promoting mindfulness in teams
- Personal mission – how do you keep a process going?
In a service society, employees are the social capital and form the basis of every company through collective knowledge. It is a community of values that contributes to the successful effectiveness of the company and promises sustainable, as well as quantitative and qualitative success for the future.
