One way to improve trust among your team is by fostering a greater interdependence among individual team members.


True interdependency is more than merely knowing who is responsible for which stages of a project or how someone else’s work affects your own. True interdependence happens when team members truly understand how one another think and communicate, and appreciate the unique skills and perspectives each person brings to the team. It’s knowing who to go to solve specific problems that may arise and feeling a deep sense of collective accountability to one another.


Our first game, Balloon, is an excellent tool for building this high level of interdependence. Here’s one real-life example:


During a play session we facilitated with a small nonprofit earlier this fall, the experience of collectively completing a challenge helped team members recognize their own problem solving perspective and appreciate the value of other perspectives. By seeing in real time how others think, they could better understand each other’s role, which reinforced mutual respect and commitment to shared goals. By the end of our play session, they were actively brainstorming about ways to apply these insights in their day-to-day interactions, from changing the structure of certain meetings to bringing new people into existing conversations.


To continue with our Theory of High Flying Teams (ToHFTs), the second part of our theory focuses on questions that take time to address. The how, when, and where of a project connected with our characteristic of being human-centered, timely, and resilient. These measure the conditions to sustain and finish projects.


Human-centered/How

“I know how the team is completing this project” Knowing the how of a project leads to better understanding and knowledge. Centered on the person who has developed unique and invaluable experience.


Timely/When

“I know when this project is due“ Results and targets are needed within the context of time. Timely and efficient deliverables lead to satisfied parties, better decision making, and lower work derived stress.


Resilient/Where

“I know where this project is going” Teams that know where the project is being delivered are more resilient. They are better able to sustain themselves as problems arise throughout the process.


Teams thrive when they prioritize an approach with our theory. We believe these drive meaningful and measurable change in how teams communicate and relate with each other. Our next series of posts will dive further into the six characteristics that make up our ToHFTs.


Inspiring teams to undertake meaningful change together is something most organizations should strive for. In the previous post, we introduced our Theory of High Flying Teams (ToHFTs), which highlights six characteristics that result in efficient and sustainable teams.


For the NOW part of our theory, we find that teams that believe their work is engaging, innovative, and cooperative are more ready to move forward. Questions that teams can address now help understand the why, what, and who of a project.


Engaging/Why


“I know why the team is doing this project” Knowing the why provides the necessary context for teams to feel engaged.


Innovate/What


“I know what I am doing in this project“ The specifics of what one is doing can drive innovation for growth and targeted results.


Cooperative/Who


“I know the who of the project” Knowing exactly who is responsible leads to efficient communication and cooperation among team members.


Teams that can answer these questions are on a solid foundation to begin to lift off on a project. Our theory is woven into the interactive experiences we provide for organizations and their teams.