case stories
In our approach we always take our 4-D model as a starting point. Every day, within our assignment, we are dipping, designing, defining and doing. Often in this order, but certainly not always. This means that we (Dock-in together with the client) continuously adjust, calibrate and connect. That's what makes it so much fun! You make a plan, have an idea and then you look at what is there, what is needed to create unity, to stimulate energy from below, demand-driven, to achieve the goals.
Our case stories show what this can look like in practice.
Connection and resilience
an internationally operating team in change
The world develops in such a way that it creates an intense appeal to the core business of the organization. The organization has to take major steps to meet these challenges while at the same time working with a newly formed team, still at the beginning of its development. The CEO asks us to support them in taking the first steps in their team development.
During the preparation we have conversations to better understand the desired result, what stakeholders are involved and what the context is. First online and later also live. When we have a meeting at the head office, we immediately notice a few things. The organization consists of two different 'blood types'. On the one hand there are 'field workers', people who have to do their work in conflict areas, under very difficult circumstances, and on the other side there are 'office people'. The people that have to enable the organization so that they can do what needs to be done on a daily basis. When we enter both departments we feel the differences in atmosphere. The two departments are separated by a coffee corner, but the distance seems many times greater. The MT is very diverse. It consists of refugees and lawyers, of field workers and fundraisers. And given the situation the organization is in, this is an important step that the MT wants to take. For us it is a fantastic opportunity to set course for a new organization with this group of people that do their work with all their heart.
dipping
designing
Our starting point soon becomes clear. Before we talk about the future, we first need to get to know each other better. And by that we mean getting to know each other on a deeper level than they are used to. The first session revolves around the following questions: why do you do the things you do, what are important values to you, what happens to you if these values are violated, what does the word 'honesty' mean to you? This results in more insight into each other's behavior and therefore more understanding. At the same time we respect the organizations background and reason of existence. In the same 24-hour session we succeed in jointly interpretating the patterns that became visible. We do this by giving interactive assignments and offering various forms of forum theater. Making it easier to discuss difficult themes.
In the following session we build on the energy of the previous meeting. Additionally we notice that the team development continued after our joint session. A good sign of course! Because the lack of clarity between the old situation and the new reality will continue to exist for a bit longer, we decide to meet on a regular basis with short intervals. That allows for the new routine to stick which is necessary to stay connected in this phase of liminality; the phase of not knowing.
defining
doing
We deliberately decide to meet on an external location. This allows everyone to distance themself from their everyday concerns. The sessions start with a reflection on everyone’s personal situation and what needs to be discussed together. We deliberately build a 'supportive environment'. In three short half-day sessions, the MT grows increasingly closer together. The sessions have the character of a team coaching, in which the MT clarifies for themselves what their added value is within the organization and how they can stay vital together in this changing context with which they are confronted. Through various reflective assignments we work towards a more shared context: how do we do things, what should we keep doing and what can be done differently? How can we help each other? We notice that people are listening better to each other, more questions are being asked and when differences of opinion arise, there is more room to explore each other's perspective. There is increasing insight in and comfort with the existence of the 'undercurrent'. The team is able to relax more, becomes increasingly creative and deals more effectively with the challenging task the organization faces.
In this case we helped the team develop through a step by step approach. We taught the team to pay attention to each other and focus on the team needs to remain strong and flexible in the ever-changing situation. The team decided what they needed. We helped to clarify that need. The team resilience has increased. To illustrate this: right before the start of the final session, two MT members were talking to each other. Just the two of them in the hallway. “Oh, they had an intense confrontation earlier this week about something and they are now discussing it.” This would not have happened at the beginning of our project!