Question 1

How can you improve collaboration in a team that isn’t working?

Accepted Answer

When skilled people struggle to collaborate, the cause is rarely just technical.
Organisational factors (such as roles that are not entirely clear, processes that are not aligned or goals that are seen differently) often come into play, together with relational dynamics such as trust, communication or psychological safety.
Typical signs include meetings with little participation, difficulty in bringing forward new ideas, working in silos, or struggling to share problems and mistakes.
Addressing these situations requires a systemic approach: understanding the dynamics at play, working with leaders, creating spaces for discussion and building working agreements that can be put into practice day to day.
A few facilitation meetings and follow-ups are usually needed to consolidate the change.

Question 2

What is the difference between team coaching and team building?

Accepted Answer

Although they can be complementary, team building and team coaching follow different logics.

Team building: a short experience (from half a day to two days) that helps people get to know each other and supports the quality of relationships. It is useful when a team is starting out, going through change or consolidating.
Team coaching: a programme that develops over time and works on the dynamics that influence collective performance: communication, decisions, conflicts, collaboration and alignment. The aim is to support the team in improving results in a sustainable way.

A team coaching programme can include moments of team building; its main focus remains improving the team’s effectiveness and business results.

Question 3

How do you manage generational conflict in a company?

Accepted Answer

So-called generational conflicts rarely depend on age alone. More often they reflect differences in expectations, language, ways of working and the criteria by which professional value is recognised.
In many contexts, established experience and emerging skills live side by side, but risk being seen as alternatives rather than as complementary. On one side there may be people with great experience and knowledge of the organisation; on the other, professionals who bring emerging skills, new perspectives and familiarity with tools and contexts that are evolving rapidly.
It therefore becomes useful to create spaces for structured discussion, to make expectations and needs explicit and to build shared working agreements, recognising the value of different contributions.
Depending on the context, facilitation, team coaching or dedicated workshops can be used.