PeopleSkillsBehavior analysis for safer and better workplaces
PeopleSkillsPeopleSkills works with teams and management teams that need to make collaboration work better in practice.
It can be about responsibility, feedback, communication, decisions, conflicts or the group simply not getting the most out of its collective expertise.
We work concretely with the behaviors that affect how the group functions. Sometimes a workshop is enough. In other cases, we follow the group over time with observation, feedback, training and follow-up.
It's rare to improve a team by talking in general terms about collaboration or communication. You first need to get concrete.
What behaviors help the group move forward? What is happening in meetings, decisions and feedback today? What needs to be done more of, less of or in a different way?
When it becomes clear, it is also possible to train, follow up and see if the group actually works better over time.
A team often needs to make everyday life work better together. This can be about responsibility, collaboration, feedback, prioritization, and how to solve problems when something gets stuck.
A management team also has a shared responsibility for the whole. This makes issues of decisions, mandate, transparency, shared priorities and behavior between managers particularly important.
PeopleSkills adapts the work to the group's mission, current situation and what actually needs to change.
Team development is better when you can track what is actually changing. That's why PeopleSkills likes to work with clear behaviors, feedback, and easy follow-up over time.
It can be about how the group makes decisions, gives feedback, shares information, takes responsibility or handles conflicts. We follow what matters to the group's work, not everything that can be measured.
When the group sees its own development, it also becomes easier to adjust working methods and stick to what works.
Sometimes a well-prepared workshop is enough to get a group moving. In other situations, several meetings are needed with work in between, follow-up, and support for the manager or group.
PeopleSkills adapts the approach to the needs of the group. The important thing is that the intervention leads to changed behaviors in everyday life and does not stop at a good day together.
Beijer Construction
Development of the management teams at 84 of the company's more than 100 branches.
Yasuragi
Team development for the management team and work with all staff, approximately 250 employees, on treatment and on first feeling good in order to do well.
The Sture Bath
Management team development for Sturebadet and for Sturebadet's medical office. The groups worked together to form effective teams in a process with before and after measurements.
Cepheid
Management team development and leadership development with recurring learning teams. In addition, facilitation of the company's conferences on goal setting and collaboration between sites.
Axis Communications
Several management teams and work teams developed into effective teams in the same process, with measurement before and after. Recurring assignments.
Orthopedic clinic in Central Sweden
About thirty orthopedic surgeons with recurring conflicts, described in the local newspaper. Over the course of six months of recurring meetings, the clinic went from conflicts to close cooperation. Afterwards, people lined up to start working there.
Folke Bernadotte Academy, FBA
Team and communication training for chiefs of staff for UN operations at a gathering in New York. Afterwards, the academy received an official letter of thanks from the UN.
What makes your team development different from a regular team day?
A team day often gives a good feeling that lasts for a few weeks. We work on the behaviors that determine how the group works: how decisions are made, how feedback is given, how responsibility is taken and how conflicts are handled. The behaviors are measured before and after, so that the group sees what has actually changed.
How do you measure the development of the group?
We measure the group dynamics, i.e. the behaviors between members, before and after the work. We use a research-based instrument for group development. No personality tests. The group sees what has actually changed instead of guessing.
What is the difference between a team and a management team?
A team needs to make everyday life work together. A management team also has a shared responsibility for the whole, and then decisions, mandates, transparency and shared priorities become crucial. We work with both, but not in the same way.
How long does it take?
Sometimes a well-prepared workshop is enough. When collaboration is to last over time, several meetings are needed with work between sessions, often over six months. The orthopedic clinic went from recurring conflicts to close collaboration in six months.
Does it work when the group has conflicts?
Yes, that's often when we come in. We start with what the group needs to do differently to make the work work, not who is right. When the behaviors become concrete, the conflict becomes manageable.
Can you work with many groups in the same organization?
Yes. At Beijer Bygg, we developed the management teams at 84 branches using the same process, so that the experiences from one group were useful to the next.
Do you have a group that needs to work better together?
Get in touch and we'll start with what's actually happening today, what you want to make work better, and what type of effort might be reasonable.