Team Development
At Both&More, team development is more than just filling skill gaps or improving processes—it’s about building strong, high-performing teams that thrive in complex situations.
We use well-tested methods like the Perill Model, IMGD (Integrated Model of Group Development), and Psychological Safety principles from Amy Edmondson’s The Fearless Organization to create an open and supportive team culture. Psychological safety is at the heart of our approach, ensuring team members feel safe to speak up, share ideas, and take risks without fear. This is key to fostering innovation and creating well-organized, flexible teams.
We also apply insights from Edmondson’s Right Kind of Wrong, helping teams see failures as learning opportunities that drive continuous improvement.
By combining systemic coaching, Agile ways of working, and step-by-step planning, we create environments where teams can balance individual strengths with teamwork, navigate challenges between autonomy and collaboration, and sustain long-term success through Both-And-More Thinking.
Delivery examples
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Systemic coaching using IMGD or PERILL to improve collaboration, trust, and team effectiveness, ensuring teams reach and sustain high performance.
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We help organizations establish a structured and sustainable approach to team development, enabling internal coaches, team leads, and change agents to continuously support and develop teams over time.
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Practical sessions based on Amy Edmondson’s work to create a culture where teams feel safe to take risks, share ideas, and innovate.
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Workshops on learning from failures and using Improvement Kata to build a culture of continuous improvement and experimentation within teams.
Some Methods We use
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The PERILL Model, developed by David Clutterbuck, is a holistic framework for understanding and enhancing team effectiveness in complex environments. It highlights six interconnected domains that influence a team’s ability to perform, adapt, and sustain success:
Purpose & Motivation – Clear goals, shared commitment, and a sense of meaning.
External Processes & Systems – How the team interacts with the broader organisation, stakeholders, and external influences.
Relationships – Trust, collaboration, and psychological safety within the team.
Internal Processes & Systems – Decision-making, workflow, communication, and operational effectiveness.
Learning & Adaptation – The team’s capacity to reflect, improve, and innovate.
Leadership – How leadership is distributed and its impact on team dynamics.
PERILL recognizes that teams operate within an interconnected system, where weaknesses in one domain impact the others. By diagnosing challenges across these six dimensions, organisations can strengthen collaboration, optimize performance, and build resilient, high-functioning teams.
With its systems-thinking approach, PERILL helps teams navigate complexity, align with their environment, and continuously evolve—ensuring sustainable success in an ever-changing world.
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The Integrated Model of Group Development (IMGD), developed by Susan Wheelan, describes how teams evolve on their path to high performance. It identifies five developmental stages that teams move through as they build trust, alignment, and effectiveness:
Dependency & Inclusion – Team members seek guidance and try to fit in.
Counter-Dependency & Fight – Differences surface, and power dynamics are tested.
Trust & Structure – Roles and collaboration improve as trust is established.
Work – The team operates effectively with high autonomy and shared ownership.
Termination – The team disbands or moves on to new challenges.
However, team development is not a static process—teams don’t simply “arrive” at a stage and stay there. Instead, they shift between stages based on changes in team composition, leadership, external pressures, or new challenges. Recognizing these shifts is key to sustaining high performance over time.
The Group Development Questionnaire (GDQ) is a validated assessment tool that helps teams determine where they currently stand in their development. By measuring team dynamics, psychological safety, and collaboration patterns, the GDQ provides insights into strengths and areas for improvement, guiding teams toward better teamwork and performance.
Together, the IMGD model and GDQ enable teams to navigate challenges, build trust, and continuously refine how they work. This structured yet adaptable approach supports sustainable high performance, fosters a culture of continuous learning, and helps teams remain effective in an ever-changing environment.
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Psychological safety is the foundation of trust, learning, and innovation in any team or organisation. At Both And More, it is a core principle in how we approach our clients and their needs. Inspired by Amy Edmondson’s work, psychological safety ensures that people feel safe to take risks, voice concerns, and share ideas without fear of negative consequences.
Building and sustaining psychological safety is not just about creating a “safe space”—it’s about reinforcing behaviors that enable learning, experimentation, and continuous improvement. This includes normalizing constructive feedback, embracing failures as learning opportunities, and fostering open dialogue. When mistakes are seen as stepping stones to progress rather than setbacks, teams can navigate uncertainty with confidence and drive meaningful change.
By embedding these practices into daily work, organisations unlock higher performance, innovation, and resilience. Teams become more collaborative, more adaptable, and better equipped to tackle complex challenges—creating an environment where both people and the business thrive.
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Improvement Kata is a structured, scientific approach to continuous improvement, built on hypothesis-driven experimentationand iterative learning. It helps individuals, teams, and organizations navigate the unknown by systematically expanding their knowledge threshold—the point where existing expertise is no longer sufficient, and new learning is required.
At its core, Improvement Kata follows a step-by-step routine: defining a long-term vision, assessing the current state, setting a target condition, and running small, structured experiments to overcome obstacles. This approach mimics the scientific method, where each experiment generates new insights, guiding the next step forward.
More than just a problem-solving technique, Improvement Kata builds a culture of adaptability, learning, and continuous progress. By embedding it into daily work and leadership practice, organizations develop the capability to tackle complex challenges, drive innovation, and remain responsive to change. Coaching is a key component, ensuring that improvement efforts are not just individual successes but become sustainable habits across teams and leadership levels.
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Liberating Structures are simple yet powerful facilitation techniques that enhance group collaboration, engagement, and innovation. Unlike traditional meeting and decision-making formats that often limit participation, Liberating Structures invite every voice into the conversation, ensuring that diverse perspectives shape discussions and solutions.
These techniques range from structured dialogues to dynamic, interactive exercises, all designed to unlock the collective intelligence of teams. By distributing control and fostering shared ownership, they help organisations solve complex problems, generate new ideas, and build inclusive, high-performing cultures.
Liberating Structures are highly adaptable—they can be used in strategy sessions, team workshops, leadership meetings, and everyday collaboration. Whether in-person or remote, they empower teams to move beyond passive discussions toward meaningful action, ensuring that every participant contributes to real change.
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The SCARF Model, developed by neuroscientist David Rock, is a brain-based framework that explains how social interactions influence human behavior. It identifies five key domains that shape our responses to workplace dynamics:
Status – Our relative importance to others.
Certainty – The brain’s need for predictability.
Autonomy – A sense of control over events.
Relatedness – Feeling connected and included.
Fairness – A perception of equitable treatment.
Understanding these drivers helps leaders reduce perceived threats and enhance positive engagement. By providing clarity (Certainty), recognizing contributions (Status), offering choices (Autonomy), fostering inclusion (Relatedness), and ensuring transparency (Fairness), organisations create environments where people feel safe, motivated, and able to collaborate effectively.
The SCARF Model bridges neuroscience and leadership, offering practical strategies for improving communication, decision-making, and workplace relationships. When applied, it enables stronger teams, higher performance, and a culture of trust and psychological safety.
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The Reiss Motivation Profile (RMP) is a comprehensive tool for understanding what truly drives individuals. Developed by psychologist Steven Reiss, it identifies 16 intrinsic motivators—such as power, independence, social contact, and curiosity—that shape behavior, decision-making, and interpersonal dynamics. Each person has a unique combination of these desires, influencing what brings them satisfaction and fulfillment.
By uncovering these motivators, individuals gain deeper self-awareness, allowing them to align their personal and professional lives with what truly matters to them. For teams and organisations, RMP provides a structured framework for fostering motivation, enhancing collaboration, and creating work environments that respect individual differences.
When integrated into leadership, coaching, and team development, RMP helps:
• Leaders tailor their approach to engage and inspire their teams.
• Teams improve communication and collaboration by recognizing differing motivators.
• organisations create conditions that enhance engagement, productivity, and overall well-being.
By focusing on what intrinsically motivates individuals, RMP enables organisations to build stronger teams, reduce conflicts, and cultivate a workplace where people thrive—leading to sustained performance and long-term success.
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Consent Decision Making, a core practice in Sociocracy 3.0 (S3), is a collaborative and adaptive approach to decision-making that prioritizes progress over perfection. Unlike consensus, where full agreement is required, consent ensures that decisions move forward as long as there are no significant objections. It shifts the focus from agreement to constructively addressing objections, ensuring that all voices are heard and concerns are resolved in a way that supports the group’s shared goals.
This method fosters transparency, inclusivity, and shared responsibility, making it particularly effective in complex and dynamic environments. Instead of delaying action in pursuit of the perfect solution, teams make iterative improvements, refining decisions based on real-world feedback. This enables organisations to adapt quickly, reduce resistance to change, and build trust while ensuring decisions are good enough for now and safe enough to try.
By embedding Consent Decision Making into daily work, teams cultivate a culture of continuous learning, psychological safety, and sustainable decision-making, allowing them to move forward with confidence while staying aligned with their purpose.
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Conflict is a natural and necessary part of any workplace, but how it is managed determines whether it leads to growth or dysfunction. Conflict Coaching is a structured, tailored approach that helps individuals and teams develop the skills needed to navigate conflicts constructively and confidently.
For individuals, Conflict Coaching focuses on self-awareness, communication, and personal conflict resolution strategies. Through guided sessions, individuals identify their conflict styles, uncover underlying issues, and develop constructive approaches to manage disputes effectively. The goal is not to avoid conflict but to engage with it productively, turning difficult conversations into opportunities for learning and stronger relationships.
For teams, Conflict Coaching improves group dynamics by identifying sources of tension, enhancing communication, and establishing shared conflict resolution strategies. By fostering a culture of open dialogue and mutual respect, teams learn to address disagreements proactively, preventing conflicts from escalating into major disruptions.
Rather than seeing conflict as a setback, this approach equips individuals and teams with the tools to turn conflict into a catalyst for growth, collaboration, and long-term success. Through improved communication and understanding, organisations create stronger relationships, better decision-making, and a more cohesive, high-performing work environment.
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Scrum is an Agile framework designed to help teams navigate complexity, adapt quickly, and deliver value efficiently. It provides a structured yet flexible approach to product development by emphasizing iterative progress, collaboration, and continuous feedback.
At its core, Scrum relies on self-organizing, cross-functional teams and defines three key roles:
Product Owner – Prioritizes work and maximizes value delivery.
Scrum Master – Facilitates the process and removes obstacles.
Development Team – Delivers working solutions in small, incremental steps.
Scrum operates in time-boxed cycles called Sprints, where teams plan, build, review, and refine their work. Core events such as Sprint Planning, Daily Stand-ups, Sprint Reviews, and Retrospectives ensure transparency, continuous improvement, and adaptability.
By focusing on frequent inspection and rapid iteration, Scrum helps organisations respond to change with confidence, minimize risks, and maximize customer value—all while fostering collaboration, learning, and continuous improvement.
WhEre we have made a difference
