Teams are often put together as a result of restructuring initiatives, availability or with a focus on professional competence. Then automatically the expectation arises that those people will solve problems smoothly together as a team. To consciously perceive and shape a group of people towards a functioning team, systematic team development is an important factor. Hauser ONE always observes team development also in a systemic context. Here, both the individual within the group and the entire team within the company are considered. By focusing on the common purpose, the team members should get a feeling for their own resources and potential and match these with their roles and responsibilities within the team. Only when the team is aware of the interdependencies of the various roles, strengths and blind spots of the team itself, it can consciously work on further development. Potential or existing conflicts can also be identified at an early stage through systematic support and as a result can be managed better.

The manager takes an active role within this work and repeatedly adopts an external perspective in order to develop a better understanding of the various roles of his employees and the dynamics within the team. Understanding the impact of one's own leadership role is an essential part throughout the entire process.

Team development should not be seen as a one-off measure, but as a long-term, recurring task.

Possible applications are:

• Establishing and developing new teams
• Consciously composing with focus on complementary preferences and profiles of team members
• Systematically integrating changes in existing teams and jointly reflecting on the effects of the team dynamics
• Reflecting on the individual role perception and carrying out a joint SWOT analysis for the team
• Accompanying and strengthening teams facing new challenges
• Long-term conflict management through a better understanding between team members