English (UK) 
Nederlands Borgbox
Actually, everyone knows that team building and team training are useful for getting to know each other better, improving a mutual connection, having fun and making history together.
At Team4Teams, we also focus on team development.
The Borgbox is a tool for that.
Learning by experiencing how a cooperation can come to fruition is at the heart of our approach. Team members experience cooperation by doing. It is directly about 'here and now'. We call it serious team building, and it is also Serious Fun: "A fantastic team day with surprising new insights", we regularly hear that back from our clients.
With the Borg box we add another step.
Sustaining the positive effect of the team day
Because besides clients seeing the value of team building, they also yearn to hold on to intentions after the team day. How can you apply what was seen, experienced and learnt on the day to the workplace?
Everyone sees the point and the day after, there is a monster with the name: the delusion of the day. In case (negative) pressure in a team does not work sufficiently functionally, the delusion of the day greedily eats up all the positive of the team day within a few months. Indeed, if the delusion of the day is given a chance, team building is set aside as useless. It is never down to the team, it is the task that counts!
The Borgbox gives you extra tools to adequately face the delusion of the day. To deal with it yourself with the team. The Borgbox makes a difference, together with customers who want to arm themselves against 'And then nothing happened with it, everything stayed the same'. Have you had a Team4Teams team day and want to retain all the good, the new discoveries, the insight? Then ask us to join you in the pilot phase, which runs until the end of 2024. After that, you will see the Borgbox as a new complementary programme on our shelves.
The Borgbox summarised
The Borgbox contains concrete ways of working to support cooperation.
Beforehand and afterwards, a manager, HRM employee, ambassador from the team or working group will receive brief support to conduct the conversation.
The forms of work are short, from 15 minutes to an hour.
Task and team in balance
As soon as a cooperation starts, there is something to do. A goal, a task, a problem: they demand fulfilment. The team has a right to exist if there is something to do. In many organisations, it is 'all about' the task. It seems like the team can do it automatically. As time goes on, things change all the time too. The team 'fixes that'.
There is plenty of focus on individual development, especially for executives.
In addition, what focus is there on team development?
More and more organisations are discovering that once a balance is struck between the task and the team, that team is capable of much more than expected or calculated. A team that is supported in developing its potential starts to function.
It becomes more than a summation of individual qualities.
Team4Teams' mission and ambition is to facilitate this process of team development in an attractive and inviting manner. Thereby supporting the team and also managers.
What did
The Borgbox cleverly and charmingly raises the issue of cooperation again in, say, a regular meeting after the team day. Sometimes with a laugh, sometimes in conversation, or in creative imagination. Whatever suits the team. With the aim of retaining the positive aspects experienced on the team day. The delusion of the day is relentless towards people who feel they are on their own. In the team, there are a few 'carriers important', who keep the conversation alive. With remote guidance from Team4Teams. They are supported before a Borgbox intervention and afterwards by the team coach of the team day (online). You are no longer on your own.
What not
Sometimes there are cultural aspects or contradictions that play a role in dysfunction. Then a follow-up to the team day is the best choice, which can also be done in combination with the Borgbox. Participants are given homework to do and during the follow-up we check what works and where improvements are needed.
The follow-up can be a team day, team coaching of a pair or trio, whether together with a manager or not, or individual coaching as soon as a participant asks for it. In this way, a team coach supports step by step to achieve good cooperation. HRM then usually plays a mediating role and 'strange eyes' provide a new multifaceted impetus in the process.
Pressure and hassle remains
Picking up pressure and hassles and making them functional is a focus in every team.
On the team day, everyone shows their best side, there is fun, relaxation and insight. Now how do you translate this 'best side' of each and the insight into concrete improvement? That is the question we ask ourselves every day. And also what gets in the way?
'Will it be struggling'? Does everyone keep circling it because it seems so complicated?
Or will the team be given tools to put areas for improvement on the table and transform them into new successes?
