Some companies refer to them as groups, while others call them teams. However, the important issue for us is that a group of people who have to cooperate on a common assignment have to be clear about a number of aspects, e.g. the roles and the aim of the work regardless of whether they call themselves a group or a team.

Many companies establish teams and ask them to complete an assignment together without providing enough support during the process to ensure a succesful outcome. Companies are more often than not attentive to the team-building process at the outset when the groupwork is starting, but are perhaps not so attentive when everyday problems emerge and misunderstandings start to affect the group’s cooperation.

We help groups to start communicating about the important themes. A group can only develop on the foundation of what it can share – and it can only share what it can communicate. Success in groups requires the group members to be in continous dialogue with each other about important matters to ensure that conflict, internal competition, inefficiency and double work do not occur.

We often hear managers and employees say that they need to balance their expectations of each other, e.g. the roles within the group, the tasks that have to be dealt with or how much one gets to decide. In our experience, there is a need to balance expectations throughout the whole life of the group, and we help with this process.

The development processes we facilitate often start with the “High-Five” tool, which we have developed to help balance expectations systematically and dynamically. The aim of “High Five” is to work with, “The Psychological Contract,” concretely and in a focused manner. Since the 1960s, the psychological contract has occupied an important and central position in organisational psychology; a tradtion that we have chosen to pass on.

All groups are different. That is why we have no pre-made group processes. Our work when designing each individual process starts with the “joining hands” tool with the groups managers and members. We then present a process design which is made to fit the wishes and needs that we have identified in collaboration. We only bring up themes that the group considers relevant and is struggling to come to terms with.