The organization that contacted us presented us with an inspiring challenge: to create the basis for the development of a transversal team with people from different departments who until now acted in an atomized way.
The starting point was as follows: all departments had a common figure. However, the people who performed this function in each department made individual decisions, without coordinating with the rest of the common figures in the other departments, developing their own tools that they did not share. These behaviors had an impact on the functioning of the organization, from the loss of resources or the commission of errors due to lack of communication, to a relevant impact on the emotional well-being of the people involved.
Our project began with a phase of listening to the people involved to detect their individual and collective needs, and to be able to design an intervention that would address them. In the following months, we combined training workshops with co-creation workshops to generate the foundations for the development of a cohesive transversal team, whose relationships were based on mutual trust and honesty. People learnt the skills to take initiatives and share them, give feedback and address the conflicts that arose.
The organization as a whole benefitted from the results. Additionally, the results of a pre- and post-intervention questionnaire filled in by all the team endorsed the evolution of the individual and social climate, the evolution of the perspectives of its members and their self-perception as a cohesive team.