We like to use the Scale of Cooperation. This scale gives insight and an overview of where a team stands in its cooperation. In addition, the Scale provides tools that a team can use to get to a higher level of cooperation and take the next step in team development.
The Scale of Collaboration is a roadmap that reveals why teams work together smoothly and others get stuck. The roadmap shows how teams enter different ‘worlds’ and want to stick to them - showing resistance, distancing themselves or, on the contrary, showing dedication, commitment and involvement. By listing everything in an orderly manner, the Scale helps teams, managers and advisers. And allows them to travelling to the position where they want to be. At a glance, it becomes clear what behaviours are present in the team and what behaviours are needed to achieve the strengthen cooperation.
First, explore the three worlds below: Survival, Escape and Cooperate with the 9 positions
"And now it will happen as I say!"
A team can fall on hard times, it then becomes ‘survival’ for everyone. Survival has a price, but it is also a right. Going into battle creates resistance and annoyance, but may also be necessary out of injustice.
Too much pressure can lead to a sense of fear and insecurity and an atmosphere of divide and conquer, power and powerlessness.
In a survivor culture, appreciation for what goes right quickly becomes out of the picture. Conversations shift to ‘playing the man’ and there always seems to be someone to blame. The result is an atmosphere in which fear and insecurity dominate, and trust slowly sinks away. Survival behaviour evokes new survival behaviour: teams end up in an us-versus-them mindset where conflicts are constantly lurking.
At the same time, there is a growing desire to jump back to a collaborative situation all at once, but key building blocks are missing for this: a shared positive language, flexibility, creativity and shared leadership. Both vertical steering and horizontal responsibility are needed to make the first move forward.
A team may slip into ‘survival mode’ because of one comment or event, but getting out of it takes time and step-by-step progress. It starts with the willingness of several team members to simultaneously give a small, positive signal and take an unexpectedly constructive route. From those intermediate steps, space for trust, initiative and ultimately cooperation is re-established.
"Said among ourselves..."
If you want to get away from a struggling situation, we advise you to first stop feeding the conflict. Counting to ten and distancing yourself is the first step. But note: distancing is avoided, no working together. Conflict remains a problem... Tension can easily rise again.
Distancing can provide relief, but the underlying problem remains intact. In an elusive culture, the problem is mentioned but mostly talked around: noncommittal hints, half-expressed concerns and behind-the-scenes conversations ensue. Someone says ‘yes’ but does ‘no’. Dodging behaviour creates distance, and if one person starts dodging, another soon follows with the same pattern.
This is precisely why it is important for a team to move back to the real conversation. Not by feeding the conflict, but by putting the issue on the table without getting personal. When team members are willing to cautiously name the tension, initial openings arise: it is not the person who is the focus, but the behaviour that causes something to happen or, on the contrary, fails to happen. In that process, missed agreements, ambiguities, lack of appreciation or other deficits become visible.
Even teams that once worked well together can slowly drift into avoidance when motivation wears off and agreements are no longer kept. Then everyone keeps cautiously moving around the problem, when it should be voiced. The use of a team coach can act as a catalyst here: it helps to break patterns, bring the real issue into focus and move towards cooperation again from motivated steps.
"Glad you wanted to say it,
here's something for me!"
Who cooperates and connects, creates trust. In good cooperation, attention is paid to both the task and the relationship. People value each other and there is mutual recognition of each other's needs. Mistakes are discussed and dealt with together.
In a collaborative culture, the focus shifts from ‘who did this wrong?’ to ‘how do we do this better next time?’. The focus is not on blame, but on the task itself. This makes it visible that several people could have done something and the awareness grows that everyone can contribute to the solution. Teams make clear agreements, examine what could be done better and keep an open mind. This mindset makes teams flexible, stimulates creativity and allows talents to flourish.
Giving and receiving recognition, acting reliably, taking responsibility and expressing appreciation are the building blocks of a strong team. In such a setting, team members keep each other on their toes in a positive way: anyone who threatens to escape for a moment is politely recalled - “join in, we need you”. It gives energy when every initiative is welcome.
Yet working together is not an end station. There are times when it is not yet fully successful. That is precisely when a collaborative attitude helps to take the next step. What can already be done? Who joins in? What small movement brings energy back into the team? And if initiative is not seen or appreciated, it can be valuable to bring in outside support to further strengthen cooperation.
On the Scale, we speak of a 'fight' when it causes damage. 'Getting the other party small' and damaging them has become an end in itself. With the ultimate consequence being 'if I can't win, at least you won't win either'. Mediation from the outside thus becomes desirable (while the conflicting parties feel no room for this, or weigh up power; 'what do I gain?'). A dialogue can shed light on what led the parties to this behaviour, by making clear what caused these problems and what it did to those involved. Goals seem contrary, a mediator examines whether they are. Restoration of trust seems far away, again mediation from outside is needed to reach a common position, so this can also mean a parting of ways. Ask for non-binding contact in case you are considering mediation or guidance with a team coach.
Opportunities for teams in dire straits
We talk about conflict on the Scale when a perceived contradiction turns into a fight. It then quickly becomes about 'winning or losing' and one of the weapons is to play it on the person. People also put pressure on bystanders: 'Are you for or are you against?' 'My solution is the only solution.' However, do you want to overcome these contradictions and put a period of conflict behind you? Then ask for team coaching. A warring team experiences that alignment no longer works, outside help is needed to break the stalemate. Annoyance destroys more than it can heal again. A team coach aims to teach a team to transform difficulties into opportunities. Possibilities are linkable, 'solutions' get frozen in conflict.
In a Struggling setting, conflict becomes 'frozen in 'who wins'. There is also a Cooperative form of conflict. We call this the 'constructive conflict'. Participants see the danger and, in addition, an opportunity to put on the table what may have been living underwater before, left unspoken, complained about with others.
Constructive conflict is a conflict about which conversation is possible, where people exchange arguments 'on the task' and 'because of behaviour'. This conversation can be firm, yet we position it under Cooperation. The participants are okay, people (eventually) express this to each other. Trust came under pressure, but is eventually strengthened. In addition, there is awareness among all participants that growth and development are needed to arrive at a jointly shared desired situation and to hold each other therein in a positive way.
Making a conflict constructive
On the Scale, we distinguish between criticism and feedback. We call it criticism if it is given with (from) irritation. The giver experiences powerlessness to achieve a desired situation himself, the colleague is needed for the desired goal. The other person 'gets in the way', 'does something wrong' or 'fails to do something', jeopardising results. Colleagues with a direct communication style do not always perceive that the recipient cannot receive it as positive feedback. Given 'feedback' can be too harsh, without nuance, without privacy, from power imbalances. We then call it on the Scale 'Criticism'. The reaction is more than the 'feedback'giver likes: denial, feigning (saying yes no) or discussion. Or as it is also said: a reaction of freeze, flee, feign or fight. In a Struggling setting, people point at the other, are not open to counterarguments. It is a low-learning atmosphere. More than average, it leads to stagnation, a vicious circle in which criticism increases. Who will tie the knot here, it sounds. With a danger of conflict and, in addition, an opportunity to engage in conversation, although irritation is not going to help.
For teams under pressure
Talking about (and talking to) can (can both) be positive and lead to advice. However, if a team is in a stalemate - the team members do talk about a dilemma for a long time, but no one ties the knot and progress is lacking, this does something (negative) to motivation. People become more distant from each other.
There is a lot to do about 'the undercurrent' in teams. There is a systemic side to that; once established, it definitely requires attention.
Talking about has a negative side, where irritation already takes possession of heads, but is not yet visible in criticism. Let alone engaging in conversation and providing constructive feedback. Thus, savings cards are created in which each stamp notes something negative. Complaining, also gossiping, with malicious talk (perceived as such) in a superlative way make Talking Over into a poison factory and snake pit, in which nobody wants to live.
Not many people realise that 'Talking about' can lead to a lack of mutual trust. Can you still trust a colleague if the colleague in question complains about the other without wanting to engage in conversation?
The 'On your own' position on the Scale is about acting solo. You prefer to do it yourself, or, if the other person does nothing then you 'do it yourself' to still get something moving. But a connection and learning environment are missing here. Work does come, but what goes away if you still get an extra task? Working from home has reinforced the solo nature of On your own (during corona).
In our team coaching field, this has led to a huge increase and focus on connection and need for commitment.
Burnout victims (one in seven salaried Dutch people experience it!) have relied on their own strengths for too long. Could not turn to colleagues or did not want to ('everyone is too busy...'). Were not seen and did not get the relief in time that in hindsight was needed. Were 'on their own' until the body signalled, 'it won't go on like this'.
Are you also someone who doesn't want to complain and 'just prefers' to do it yourself, because enabling others only takes even more time?
Where does my team stand in their team development?
We are talking to each other! That can be a relief, but it can also lead to nothing. Because being in conversation, consulting, meeting, in itself does not lead to results. 'We're a great team, we don't need team building' can thus also indicate an elusive team, which chooses to be mainly nice to each other. Nothing wrong with that, by the way, as long as people also dare to be honest.
'We have a great time together', but what about results and learning?
Is there a healthy moving balance between task and team here?
Or is the fear of losing freedom an underlying reason for rejecting further growth?
Being nice to each other is obviously good, so is working together respectfully. However, being nice can also become an obstacle to genuinely putting a point on the table, expressing a desire for growth and improvement. This then requires more and more courage. Without courageous people (with some outside support), cooperation stagnates.
Scale of Cooperation
Being in conversation with each other can remain non-committal, but it can also lead mutually to an attitude in which each recognises that one can do something. An open attitude in which the question 'what can I do' resonates. Once this leads to an agreement on who picks up what and how we learn from mistakes together START a cooperation.
In a cooperation, you participate.
The position map 'Create Clarity' is a step that precedes Feedback and in 2024 became a separate step on the Scale of Cooperation.
Clarity is only really there when it is mutual, interlocutors are clear in their goals, are transparent about their experience, feelings and intentions and the process in which growth or strengthening of cooperation can take place. You can only agree together on who does what and when to come back to it when this clarity is there.
We find that mutually 'creating clarity' is a key to working well together in many teams. A manager and staff dare to be vulnerable and bold, which gives clarity about what is going on in each. Colleague appreciate this. A 'no, this is not going to work like this' is heard. A cooperation develops in which people listen and empathise. People no longer get stuck in convincing each other. Getting round the table and creating clarity is where trust will grow. By showing courage, being open, honest and transparent, you surrender freedom, it becomes clear: you get a team in return.
Feedback
Addressing each other in a learning way becomes natural in a cooperative team, what is heavy and damaging in a Struggling situation, avoided in an Escaping situation, becomes light and supportive in a Cooperating situation. Just as there is and remains 'hassle' in Struggling situations, there is also hassle in a Dissolving and Cooperating situation. It is just handled very differently. In a Cooperative situation, hassles are dealt with. By salvaging learning experiences, mistakes occur less often, are seen earlier and are picked up. Team growth may go step by step, but it never stops.
Periodic maintenance of cooperation helps a team grow. Every top team has a lot of practice behind it and continues to train. This is true not only in sports. Well-cooperating teams know that. With this training, your team will learn to score under pressure. Feedback is at the heart of this.
Giving feedback is one thing, securing the feedback is what makes it (successful) feedback.
Ensuring has a monitoring side: what went well, what can be improved? But it also has a creative side, which we call co-creation. Especially under pressure, a team that is clear about its goals, shows commitment to achieving these goals, can perform at its best. Everyone has - we expect - an example of such a moment of 'flow'. Everything needed is organised collectively. Half a word is enough to set someone in motion. Even a directive growl - due to intrinsic motivation - gives team members positive direction. With only one goal: to succeed together!
More on team coaching
A first impression
The overview below helps to get a quick first impression. By looking at which of the nine positions the team most recognises itself in, a picture emerges of the culture and behaviour that is currently dominant. The short descriptions at Survive, Avoid and Cooperate make visible which patterns are at play and which movement is possible.
Quick test
Directly below the overview is a short quick test. Answering a few targeted questions provides an additional indication of where the team is on the scale. Together, the overview and the quick test provide a clear starting point to discuss current cooperation and the desired step forward.
People experience deficits and lack.
Good will is lost in consultation.
Agendas are aligned.
You can give multiple answers per question. Select your answers and click 'Next'.
Work to do, your team may initially react from resistance. Individual intake interviews help to redirect resistance to okay I'm in too.
Team building alone is not enough. With team training, you set in motion a growth process that substantially supports cooperation.
You are already doing well! Time to celebrate! You can do just that with teambuilding from Team4Teams. Fun, being challenged and learning something from it too! We expect a curious group of participants!
This test is an indication of your team's vitality. The result is a snapshot and may differ from reality. Team4Teams can help you improve the vitality of your team. Fill in the form and receive a no-obligation proposal.
This test is an indication of your team's vitality. The result is a snapshot and may differ from reality. Team4Teams can help you improve the vitality of your team. Fill in the form and receive a no-obligation proposal.
Do you want to overcome contradictions and put a period of conflict behind you? Then ask for team coaching. A warring team experiences that alignment no longer works, outside help is needed to break the stalemate. Annoyance destroys more than it can heal again. A team coach aims to teach a team to turn problems into opportunities themselves.
A switch from thinking in difficulties to thinking in possibilities first requires distance from the conflict. Sometimes it is necessary to put 'everything' on the table first; with a few ground rules, this works. This gives air. The team then searches for a higher common goal and explores where team members can find positive energy. This process requires space and time. The result is a new perspective. No one expected that yet.
The trigger was annoyance. In the middle phase, that annoyance is no longer there, but the positive 'drive' to be motivated together does not come naturally. This is the most exciting moment in the process of team coaching (also for us). Is this team taking a step towards becoming a self-learning team, by addressing each other and providing learning coaching?
Talking about and talking to can both be positive and lead to advice. However, if a team is in a stalemate - the team members do talk about a dilemma for a long time, but no one is tying the knot and progress is lacking, it does something to motivation.
A team trainer supports team members to become honest with each other in addition to being kind. Those who are honest in contact with the other become vulnerable. You can only afford that in a situation that is cooperative and where, by being bold, you increase mutual trust and the resulting cooperation. The theme here is: how can you grow from a disengaged culture, lacking motivation, to a cooperative culture that energises everyone?
Addressing each other in a learning way is natural in your team. Yet sometimes the team falls back into old behaviour. Then feedback training is great. The training reinforces what is already going well. The team does its own securing in the following weeks in the workplace. With the Borgbox, key persons receive support. Team growth thus proceeds step by step.
Periodic maintenance of cooperation helps to accelerate a team's growth. Every top team has a lot of practice behind it and continues to train. This is true not only in sports. Well-cooperating teams know that. With this training, your team will learn to score under pressure.
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