Starting in 2014, coach education at IDM shifted to team coaching. In this blog, the reader finds materials that form the basis of my collaboration with Jan De Visch on the book “Dynamic Collaboration: Strengthening Self-Organization and Collaborative Intelligence in Teams” of 2018. One of the basic tenets of this book — that organizations comprise different team levels or ‘We-Spaces’ — derives from my social-emotional Team Typology found in volume 1 of “Measuring Hidden Dimensions: The Art and Science of Fully Engaging Adults” (2005, chapter 10).
Below, the reader encounters some of the seminal ideas presented in the form of sets of slides and texts, each of them briefly commented upon as to its main topic.
In this short text, I outline the IDM team coaching program. Based on an introductory ‘Gateway’ course, the program focuses on two main types of coaching: social-emotional and cognitive. Certification is based on undertaking a case study.
In this set of slides, I introduce coaches to the CDF perspective on organizational teams. The slides emphasize that teams are developmentally mixed (comprise divergent levels of adult development) and, in terms of the majority-minority relationship, are either upwardly or downwardly divided. Two adjacent social-emotional levels (L2-3, L3-4, L4-5) are considered as defining a specific type of team. Accordingly, six teams are distinguished: 3 upwardly and 3 downwardly divided teams. Each level of team work is described in detail as to its characteristics, with an hypothesis as to the team’s expectable behavior for the sake of creating collaborative intelligence.
The set is dedicated to Jan De Visch, my colleague who has passionately and singlemindedly explored these topics in large organizations since 2010.
In this slide text, I focus on dialectic as a model of synergistic team conversations. Quality of dialog is viewed as the central issue of team work. From this vantagepoint, I outline in detail the Dialectical Thought Form Framework (DTF) and differences in degrees of quality of dialog in differently developed teams and circles.
For the function of coaching in supporting self organization in teams, see https://interdevelopmentals.org/foreword-to-accelerating-collaborative-intelligence-in-teams-how-to-manage-the-transition-to-self-organization/ (Book of 2018 by De Visch & Laske).
For a summary of the most important topics and insights of our book on teams, see below: