Business team development

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Transformational training and development is typically required to support significant organisational changes within a business, such as essential technological advancements, the implementation of new management systems, or the adoption of new performance evaluation criteria. A classic example is seen in mergers and acquisitions that unite previously competing teams into a cohesive unit, fostering collaboration.

The primary objective is to establish a fresh system of relationships and reach a consensus on collaborative work methods within a participatory environment of a united and engaged team.

A transformational training is conducted in three main stages:

1. Consultation with management: During this phase, we delineate objectives, elucidate the transformational mechanism, and identify success factors.
2. Training for top management: In this stage, we formulate agreements on the new communication style and cultivate a group of transformation leaders (change agents).
3. Training for departments and/or project teams: While this phase is optional, change agents can execute it themselves within the context of daily operations.

The term "transformational training" stands in contrast to "skill training." Nevertheless, participants do acquire new skills and knowledge. We consistently provide valuable insights to assist participants in achieving their transformational and overall goals.

Furthermore, a transformational training can be seamlessly integrated with technology implementation training or workshops centered around venturing into new markets.

Building trust is paramount in fostering healthy relationships within your organization. Our lies and trust management expertise will guide you in creating a culture of openness and integrity.

Tool-free lie detection has garnered significant attention over the past few decades. Numerous verification and fraud prevention methods have been developed. However, those who arrange lie detection training for their teams often overlook a crucial detail: the lack of positive operational performance impact.

Indeed, storekeepers may no longer deceive shift supervisors, and sales managers might not falsely report negotiations. Nonetheless, the overall level of trust within the team can diminish.

Our team-oriented lie management program takes a markedly different approach. It strives to enhance trust and mitigate the effects of previous instances when team members may have undermined each other with falsehoods.

Interestingly, truth is subjective, as each individual experiences their own reality. Unraveling who has lied to whom and how often is akin to peeling layers of an onion – there's a point where you need to stop.

More significantly, the objective is to enrich the team's collective reality with a multitude of productive states and beliefs. When this is achieved, the question of truth and lies ceases to be a predicament.

We adopt the term "reframing organisation" in alignment with Bandler & Grinder's concept, while also incorporating subsequent developments.

The objective of reframing is to unearth the potential inherent in each process, structure, and individual, and to construct an interaction system that facilitates their maximal mutual actualisation.

Reframing becomes essential when an organisation experiences efficiency loss without clear causation. Despite process adjustments, proper personnel placement, and meticulous economic calculations, the cash flow remains below the desired margin.

Two formats of reframing are available:

1. A single session catering to management groups of up to 10 people, targeting a specific issue.
2. A series of sessions and individual consultations for a profound transformation.