Team Development

Complex challenges require cooperative action. Work in teams, project groups, departments, management teams, etc. offer the appropriate framework for managing complex tasks. Cooperative work is though also always unstable. It constantly requires the conscious clarification of common goals. Which aspects comprise the cohesion, and what the meaningful identity and the variety consist of. Only when the variety includes everybody and is valued can the resources on the team be set free and new solutions found.

In times of change and reorientation, teams and work groups ask typical questions:

  • What new or additional tasks will we take on?
  • Are we well equipped for the changed tasks?
  • What holds us together as a team?
  • How can we communicate more effectively and act in concert?
  • How do we integrate new members into the team?
  • How do we handle conflict situations openly?
  • How can we create the virtualization of cooperation?



Goals:  USP-D supports high-performance teams purposefully in producing great performance in the long run when they distinguish themselves through high motivation, goal-oriented action, trust, creativity and at the same time through cooperative behavior and collegiality.

Application scope:  For the formation of a new team, in case of structural changes: tasks, team composition, management change, changes to the structure or task area of a team, conflict situations such as lack of trust and openness, actual cases of conflict, lack of motivation, listlessness, goal irritation and lack of orientation, change projects, absent ‘we-feeling’, absent cooperation or cooperation in need of improvement

Procedure: The USP-D procedure model for team support shows where we can apply our measures effectively. Important is the right diagnosis of the current development status of the team and its essential questions.


Start-up phase: The success of high-performance teams requires as its pillars the team mission, team vision and team strategy. This is the Charter and ‘working license’ of the team. They form the incentive for performance and create cohesion. The team develops a clear transfer plan for mutual goal achievement.

Conflict resolution: The goal is to encourage the team’s conflict analysis/solution capability. Reflection increases the autonomy of the team. This reinforces feelings of self-worth and increases the team members’ ability to solve problems.

Energizing: Experienced teams lose their focus. The team formulates a new image of its goal and unfolds its potential anew. Energy and enthusiasm exploit new resources.

Transition:  The transition phase is the well-ordered completion. Team members bid their tasks, roles and responsibilities farewell and devote themselves to new tasks. Mutual success is appreciated. New opportunities are welcomed.




  • The focus is on the contribution of the team to the company’s success. The clarity of the company’s strategy and awareness of its role and function boost potential and bestow strength. This strength is transferred to everyday life.
  • Employees work more efficiently with one another and increase their autonomy.
  • Motivation, effectiveness and loyalty to the company are increased.
  • The team manager increases his management expertise. The team develops responsibility and the ability to manage itself. Both of these things boost the quality of performance and unburden the organization.
  • Supported teams create outstanding results and learn for the future.



  • Practical orientation and feasibility are the absolute priorities.
  • USP-D Team Development specialists are experienced and highly qualified. They act with heart and commitment and they incorporate many years of experience.
  • We will advise you according to your needs. You define the depth of team support: Team development or team support, supervision or on-demand coaching of the team manager.
  • Diagnostic USP-D expertise: We recognize the specific needs of teams quickly and precisely and intervene as necessary.