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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, ITbusinesses, 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, marketing), 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. * 188 ¢
