Forming a new team

The challenge

The organisation is a leader in its sector, with a national remit and international reputation. In response to demand for its services, it had recently acquired two teams from other firms to increase capacity and capability. Despite a strong and nurturing organisational culture overall, the two teams had not integrated well and were not operating effectively. Working styles and values were very different and team members expressed concern over a lack of wider leadership, control and structure. An ‘us and them’ culture prevailed across teams with low levels of cohesion and widespread mistrust. In order to work effectively, the teams needed to develop resilience, rekindle team spirit, and forge a joint ethos and vision.

Team diagnostic tool in practice

teamSalient® was utilised to help build a picture of the team strengths and areas of difficulty. The team coach also interviewed and explored each team’s existing attitude towards the status quo before working with members to create a shared vision for the future. The team then put together a list of practical steps to implement.

The outcome

By working together as a whole team, members overcame their sense of isolation. Mixing team members helped break down barriers and help them recognise common ground while holding space for their distinct identity and contributions. A new vision enabled them to move out of silos and to establish common shared vision. Once communications and trust were established, team cohesion and performance improved.

Client quotes

“This is real Organisational Development.” CEO, Local Government.

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