High Performance Teams


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    Introduction to High-Performance Cultures

    • How technology and globalization influence the executive decision
    • The risk of treating complex decisions as simple ones. Long term and systemic implications
    • More than the sum of the parts- a complementary approach to executive teams
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    The importance of a High Performance Environment

    • The impossibility of direct intervention in the High Performance Environments.
    • An Entrepreneurial Team Learning Perspective- how to build a flexible and adaptive organization
    • Communication as the product outcome of an interactive exchange process rather than a simple information dissemination process.
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    High-Performance Leadership

    • The new field of Distributed Leadership for today’s high performing executives.
    • A fundamental dichotomy in leadership styles: the Entrepreneur versus the Manager.
    • The risks of dysfunctional leadership profiles: individualism, simplification, groupthink and perfectionism
    • How does leadership behavior encourage or discourage team performance.
    • Measuring risky leadership behaviors through the TEAM 12 test.
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    High-Performance Teams

    • Teamwork is an emerging pattern of decentralized and spontaneous self-coordination.
    • Promoting team consciousness.
    • Excessive cohesion is a disadvantage. Teamwork is not an end in itself.
    • The group dynamics approach maximizes results through collaboration.
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    High Performance Organization

    • My weakness is the result of my politics
    • An organization that learns from experience. The importance of failure, errors and mistakes
    • Silver bullets in designing for the “it depends” conundrum
    • Learning to discriminate
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    The Cooplexity model

    • Knowledge: Pro-activity oriented to results and relations
    • Teambuilding: group integration and trust generation
    • Team working: equal relationship and criterion of action


Sanatander program