Building a Shared T eam Vision An ongoing reorganisation at a global IT hardware and services provider had led to changes in leadership and team membership within major European markets. The new team leaders wanted to examine team relationships and develop a shared agenda that all members of the team could understand, engage with, and communicate locally. The culture of the organisation and the teams concerned meant that inviting participation and input was a new step. Many were used to doing the best they could with the hand that corporate HQ dealt them, and found creative workshops exciting, but rather challenging. Team members also had reservations that what was agreed off-site would be ‘lost in translation’ back at HQ. Barker Dewson explored team dynamics using the SHL OPQ32i T

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