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Team building workshop

Team building workshop Team trust,Team power & Team energy by Tom Holleman

What to expect :an 1 hour/30 minutes hands on teamwork session in Conference or classrooms , where we deliver a highly motivational workshop for small & large groups .
For a short preview, here is just 1 part the ''Team power!! witch we did for WİKA ISTANBUL 30 participants.

In any Organization, and at any level, a facilitated Team Building workshop can be a possible route to improve the Team and to foster high performance. A Team is a powerful entity, as we know from sport.

A high performing Team not only achieves success, but also has dynamism and an energy that nurtures individual high achievement and a high degree of job satisfaction. How to become a top team The overall objective of our Team Building Workshop is to get your team achieving the status of a high performing Team.

The 4 step workshop, based on the Self-organize, Trust,Adjust, Deliver theory, will focus on thinking forward to where we want to be, and planning how we can get from where we are now to the forward vision.

“The key, we believe, is to show Trust, Respect and the Willpower in to you're team. When members of a group trust &respect one another’s motives, their competence, and their concern for the task, the work of any becomes the work of all.

Human research /Group dynamicists know that. It’s one reason they try to build interpersonal trust from the very start.” We perform this workshop in English ,German, Dutch, and Turkish - Russian with a translator..

Duration 1-3 hour workshop , price on request .

This fundamental objective gives us a framework : Self-organize Trust Adjust Deliver Self-Organize the link between autonomy and self-organization is how they work hand-in-hand towards ensuring the most effective team members are assigned to productive work as well as inviting the cohesion and commitment required to overcome big challenges.

The key with self-organization is for management to define the right-outcomes while allowing team members to organize around their strengths in order to determine how to achieve them. Command-and-control organizations lacking this autonomy and self-organization across their structure, are forced to rely on a complex and potentially demotivating system of closely monitoring people, and their productivity, while providing the “carrot and stick” rewards to keep them going.

Trust By trust I not only mean the trust between team members, but also the trust between a team and their stakeholders, their customers, their organization, their processes and the tools they use to build solutions.
As Rachel Davies writes, the equation for Trustworthiness depends on four critical factors.
Each of these factors is responsible for regulating the level of trust in knowledge worker teams. Diana Larsen’s Agiles 2009 presentation on trust supports this equation in more detail by elaborating on the necessary components of trust which include credibility, support, and consistency.

Adjust As Jim Collins wrote in his book Good to Great, sooner or later all great teams will need to confront the brutal facts. Regardless of the level of trust between team members, uncomfortable periods of adjustment are inevitable.
They represent the teams desire to narrow the gap between what they are doing and what they should be doing.
These gaps can result from changes in the marketplace or from within the organization.
Development methodologies or business processes designed to continuously discover and communicate these changes will increase a team’s ability to respond to them as exemplified by the Agile software development practices. Deliver Elevated levels of motivation and happiness will be the signature of teams who have grown through and mastered these previous stages.
By this stage they will be an autonomous, cohesive group, committed to doing the right things while delivering immense value. Teams should learn to rely on the feedback loop, emerging from this stage, to reinforce and grow the solid foundation of trust and effectiveness they have built. Conclusion Think back to the software development teams you’ve been a member of.

Do you remember your own stages of forming, storming, norming, performing or adjourning?
Now compare the stages of growth between a lackluster team you worked with and a high-performing team. How did the stages of growth differ between these teams?

I’m proposing a new model for growing effective teams and the elements of this model are rooted in exactly those differences.