Oldal 190 [190]
JUTTA MÜLLER- DIRK BAYAS-LINKEM — ELMAR SCHWEDHELM
level)? How defines, allocates, disregards the team roles and what kinds exist?
What are respective interests and goals? What productive tensions can create,
which ones draw energy? What constitutes the base of the teamwork — what is
the primary task of this team — from the team’s and organization’s view? How
can the initially motivated team secure long-lasting effectiveness?
The authors’ experiences and results gained in projects with start-ups, IT¬
businesses, communication agencies as well as political organizations like
unions, show that team development is a dynamic process that often starts
with a lot of euphoria in the beginning phase (especially with start-ups) and
later unfolds into new phases for further development.
The lack of continuous attention to the social dimension — meaning the style
of teamwork, the implicit and explicit psychodynamics, and the mutual and
sometimes unstable expectations that can create paradoxes within the work
context — can produce unproductive and destructive environments. Although
there is consensus on the factual level (product, business plan, sales, marke¬
ting), the neglect of the social dimension can cause rupture and failure of the
team, which carries deeper repercussions into the organization as a whole.
From the authors’ point of view, the level of readiness to and the capability
of necessary self-reflection are considered elementary instruments in the
phase of forming a team. The focus seems to shift back onto the person when
talking about the development of sustainable organizations; however, not in
the sense of a Human-Relation approach but in the sense of reflective faculties
and observational sensitivity. This increased and necessary reflective faculty,
demanded by the field of supervision for years, appears in the discussion on
connected and increasingly complex markets that bring along new formats
of cooperation, coordination as well as new functions and tasks. Therefore,
drawing from project experiences with start-up teams, interim project groups
as well as network-like collaborations in organizations, the authors argue it to
be essential to enable processes of awareness and reflection on all dimensions
— social, content, temporal — and to support them with appropriate formats’.
The goal of these continuous reflective processes is to gain a sense of direction
in one’s own doing and in team-actions as well as to identify patterns, in order
to progressively improve decision making processes, to keep the organization’s
capability to learn in the sense of Double Loop Learning, or to reflect on and
understand leadership as a team effort.
Consultation, Supervision included, should face the complexity of the
customer/client system by leveraging in its work all three dimensions of
1 R. Wimmer - K. Glatzel — T. Lieckweg, Beratung im Dritten Modus: Die Kunst, Komplexität
zu nützen, Heidelberg, Carl Auer Verlag, 2015.
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