Team Program (for Agile, Self-Organizing and “Traditional” Teams)

From dysfunctional to functional teams and from good teams to exceptional ones

Organizations face many challenges today. These are but a few:

  • Do more with less people.
  • Invent new solutions, products and services.
  • Increase creativity.
  • Deal with a more complex world (VUCA): at work and at home.
  • Combine technology and humaneness.
  • Deal with a tension between custom-made and standardization.
  • Incorporate sustainability in all layers.

In other words: there is a need for high performing teams.

However, reality is different: not all teams are high performing (yet).

These are a few examples that show the range of different situations in teams:

  • People have resistance or openly oppose to decisions.
  • Co-workers gossip, complain or blame others.
  • People say “yes”, but do “no”.
  • Co-workers do their work, but nothing more.
  • Despite good intentions, there is still friction in teams or between teams.
  • Team members work together well.
  • The results are very good. At the same time the full potential of individuals or teams is not harnessed yet.
  • When entering the team office, there is a contagious feeling of possibilities and optimism that is inspiring.
  • Team members don’t only feel safe enough to share their deepest personal issues, but looking forward to discovering opportunities for personal growth.

In other words, there is a range of “vibes” in which teams reside.

We cluster them in four categories:

  • Negative vibe
  • Neutral vibe
  • Positive vibe
  • Inspiring vibe

Impact of Vibes

Vibes have an impact on the team and organization.

High vibes (positive and inspiring) have these benefits:

  • Faster problem solving
  • Increased productivity, efficiency and effectivity
  • Faster spotting of opportunities
  • Increased cooperation
  • Co-workers love coming to work
  • Attracting and keeping top talent (despite lower wages or less benefits)
  • More openness to change
  • Better atmosphere: more fun and job satisfaction
  • Inspiring for the ecosystem

Low vibes (negative and neutral) have these disadvantages:

  • The lower the vibe, the more time is spent
    • To look out for potential (psychological) threats.
    • In actions and discussions to protect oneself.
  • Other disadvantages
    • Projects go over time and budget
    • Low performance
    • Co-workers not available because of illnesses, burn-outs, bore-outs
    • Top talent is lost
    • Co-workers take their negative vibe home

Of course, the ideal situation is that every co-worker and every team is in the inspiring vibe. However, just moving up one vibe can already make a huge difference.

Team Program: Increasing the Vibe of a Team

Our team program is focused on facilitating teams to transition from one vibe to the next.

Since the vibe shows when tensions arise, we use those moments of tension to raise the vibe (or ensure that the vibe doesn’t go down).

We use the 4-step D.U.E.T. process as a framework.

As you can see in the visual there are several techniques included to transform tensions.

It depends on the desired transition (from a negative to a neutral vibe, from a neutral to a positive vibe or from a positive to an inspiring vibe) which techniques come more to the forefront.

This is a more in-depth overview of which problems each of the techniques solves and which results you can expect.

Motives for a Team Program

Usually the motive for a team program is one of these two reasons:

1. The result of a Team Vibe Assessment.

2. When there are challenges like:

  • There are continuously conflicts in the team.
  • Two team members won’t talk to each other.
  • There is a need for more constructive communication instead of aggressive or emotional outbursts.
  • In the team itself everything is OK, but the communication and cooperation with other teams, customers or suppliers is difficult.
  • People avoid taking responsibility.
  • We are in the middle of a digital transformation program and the vibe is declining.
  • There is huge change ahead of us and we want to make sure that both the results and atmosphere stay good.
  • There is much more potential in the team and we want to help it surface.
  • We will transition to agile or self-organizing teams and we want to be prepared for the human aspect. In other words, we want to minimize the negative impact on what it does to the team members and the cooperation between them (and preferably turn it into a positive impact).
  • We have made the leap to agile or self-organizing teams and notice that this is difficult for many team members. They are succeeding in “doing agile”, but “being agile” remains a big challenge.
  • We want more peer-to-peer coaching and need simple and powerful tools to support that.
  • Team members indicate that they value personal growth highly, both for themselves and for the team. And that they want to grow to the inspiring vibe.


There are different formats of team programs.

We make a distinction between:

  • Training: participants learn the techniques of the D.U.E.T. model using a structured approach. The content of the training can be all techniques or a selection of them.
  • Development: participants grow as human beings / as a team following a specific growth path. We use the Compassionate Leader Pathway as a starting point (for a visual see the Compassionate Leader Program).
  • Coaching: the situation at hand determines the intervention. E.g. is it about raising the vibe or preventing it to drop? And which tension is it actually about?

Facilitate Your Own Team

If you want to learn to facilitate teams as a leader or a coach, you can participate in Raise the Vibe or Compassionate Leader Program.


Contact us to discuss the best approach for your situation.