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Systemic design of (team) workshops

Name: Systemic design of (team) workshops
Rating: 4.5 (16 reviews)

Learn the conception, design and holding of (team) workshops with the systemic approach!

Created byMarkus Edenhauser

Last updated 10/2023

English

English [Auto],

What you'll learn

Professional background knowledge and tools for the first workshops
Conception of workshops
Linking systemic counselling in workshops
Planning and controlling participation involvment
Overview and creation of workshop designs
Examples of interventions
Team development as a separate chapter
Identifying and intervening conflicts in teams (separate chapter)
Case study and recommendations for action

Course content

10 sections • 94 lectures • 5h 6m total length

May I introduce myself1:51
Prerequisite3:13
This lecture outlines prerequisites for the online course and emphasizes an undisturbed setting, active practice with brief pauses, note-taking, and consulting literature on the systemic coaching approach to compare viewpoints.
Expectations0:32
Begin workshops with an expectation pole to collect feedback and adapt in real time, inviting questions on the platform in this fear-free online setting.
Update 20231:05

Intro0:49
Define workshops and distinguish teams and groups, weigh advantages and disadvantages, and learn how to use workshops in settings, including typical locations, facilitation and moderation, and essential competencies.
What is a workshop4:43
Team vs. group vs. organization4:21
Occasions5:36
Explore how to run participatory workshops during both growth and crisis, clarifying purpose and engaging teams to shape budgets, restructuring, and future plans. Handle conflicts with appropriate mediators when needed.
What are the advantages of workshops?3:56
Differences in lecturing4:16
Explore two presentation modes in workshop design: the knowledge mediator and neutral moderation, emphasizing participatory involvement, systemic thinking, conflict handling, and solution-based team development.
Facilitation5:28
Explore how facilitation guides workshop dynamics, balances input, and structures group work through clear rules, precise agendas, and thoughtful interventions to ensure inclusive, on-topic collaboration.
Competencies7:26
Discover competencies for systemic workshop design, from technical knowledge to resilience, creativity, independence, and curiosity. Learn to lead participatory processes, manage group dynamics, and ensure responsible outcomes through reflective learning.
Reflection tasks0:27
Team vs. group vs. organization:
Why is the distinction between team vs. group vs. organization important for you as a trainer?

What are the advantages of workshops?
Your manager does not understand why you schedule an 8h workshop. Argue in general why you are in favour of a workshop.

Differences in presentation:
Explain to an elementary school child what the difference is between knowledge transfer and facilitation. Precisely and in simple language, because after all we often have to deal with adult children at work :)

Moderation:
A trainer from a local institute says quite casually that moderation is a synonym for a pedagogical trainer activity. With which argument do you answer?

Intro1:00
What is systemic consulting?4:04
Constructivism4:41
Psychoanalytical perspectives6:07
Systems Theory1:52
Systemic attitude6:34
Moderation process4:47
Explore the moderation process in systemic team workshops, embracing neutrality, transparency, and reflective facilitation to manage interruptions, surface learning nuggets, and guide actionable outcomes.
Emotional phases in change processes4:41
Explore the emotional phases in change processes—from shock to integration—and use workshops and clear communication to guide organizational teams through transitions.
Reflection tasks0:34
Systemic consulting:
Which contents of the systemic approach are feasible for you and justify your answer in short keywords.

Constructivism:
Give your own example of constructivism

Psychoanalytic perspectives:
Is there an example where you yourself have gone into demonstrative non-participation? Or was there a situation where you observed such behaviour? Briefly outline the situation and give an assessment of why the participants chose to resist.

Systemic attitude:
Which three contents of the systemic attitude do you personally find most important and briefly explain your choice.

Emotional phases in change processes:
You may have already experienced a change process in an organization or you may have heard about a less successful change process. The question arises, what could the consultants have done differently if they had worked through the emotional phases in change processes in a striking way and with the people involved?

Intro0:41
Main tasks Moderation/Facilitation6:49
Align workshop outcomes by a clear objective, cultivate empathy to adapt in real time, and prepare a structured design with interventions that ensure equal contribution and actionable follow-ups.
Didactic material2:22
Design workshops flexibly with a compact didactic toolkit of cards, flip charts, stickers, tapes, colors, and pencils. Use these tools for voting, brainstorming, highlighting words, name tagging, and action planning.
Possible room layouts4:01
Work orders2:37
Control of group work2:24
Set strict time frames for group work, from 10 to 60 minutes, with 3–5 minute pitches to summarize outcomes, while visualizing results on flip charts for plenary reflection.
Types of workshops3:46
Diagnosis Workshops2:13
Explore diagnosis workshops that, through a moderated facilitation, shift perspectives with creative question techniques to identify underlying problems, surface solutions, and enable collaborative decision making.
Selection and decision workshops2:18
Guide selection and decision workshops in traditional organizations by listening to stakeholders, summarizing results, and presenting option sets through creative interventions, with external facilitation.
Conception workshops3:22
Vision Workshops2:36
Conflict Workshop3:38
Explore a conflict workshop that diagnoses tensions between parties, respects boundaries and an escalation model, and shifts from problem to solution through precise objectives and open negotiation.
Reflection tasks0:37
Didactic material:
Which materials do you like to use in lectures/workshops to encourage interaction with the participants?

Possible room layouts:
Why should you check the rooms in advance?

Control of group work:
Suppose you give the participants 25 minutes for group work. After 35 minutes, still no person has come back and no one is to be found in the surrounding rooms. After 45 minutes, the participants come back individually. How do you deal with the situation and describe how you communicate with the participants.

Selection and decision workshops:
You will be assigned to a decision workshop within your own organisation. Which 5 questions do you ask the client?

(Team) Development Workshop:
We are currently looking for new employees for a new department. You mention that a team development workshop at the beginning of the cooperation would be beneficial. The others want to know more about your assessment. Argue with at least 5 sentences.

Intro0:42
Explore participatory involvement within a systemic approach, define core concepts, compare individual and group work, and apply case studies, simulations, plenary sessions, and polls in large-group workshops.
Participatory involvement3:25
Define participatory involvement in workshop design by considering top-down strategy to bottom-up staff input, ensuring flexible, sustainable engagement and audience-driven decision making.
Individual1:27
Explore inclusive participation by starting with individual reflection, reducing hierarchy and group pressure, and helping introverts capture and summarize their ideas privately before sharing in workshops.
Group work4:25
Explore how systemic group work fosters participatory involvement, contagious motivation, safe environments, trust, diversity, and sustainable learning, enabling creative solutions for the whole team.
Case study in groups2:57
Apply case studies to unlock group thinking by breaking mindset blockades and encouraging imaginative, taboo-free exploration; compare multiple perspectives and transfer insights from a case study to real workshop problems.
Simulation-oriented3:40
Plenary2:28
Polls2:27
Large Group work5:38
Master large group work by using world cafe rounds at tables with flip charts, shared table summaries, and rotating participants; apply open space for creative, flexible discussions and positive inquiry.
Reflection tasks0:18
Group work:
You start in a workshop and present today's agenda to the participants. A loud groan goes through the room when they mention the group work. How do you react?

Simulation-oriented:
During a role-playing game, two participants lose themselves in a loud argument. A polite mediation attempt did not help. How do you react?

Plenary:
How do you lead the rounds if the participants are only allowed a maximum of 3 minutes speaking time for reflection?

Intro0:46
Explore workshop design fundamentals, including conceptual work, perspective, and order clarification. Learn to define smart goals with examples and guiding questions to start your own workshop.
Marko, Meso, Mikro level2:23
Learn to design workshops using macro, meso, and micro perspectives, shaping architecture, conditions, and interventions while aligning with regulations and fostering sustainable, creative practices.
Workshop phases5:03
Kick off with an initial interview to clarify audience and purpose, then guide a workshop through welcome, goal alignment, ideation, brief group pitches, and a measures catalogue.
Context clarification5:06
Order clarification3:09
Definition of objectives2:17
SMART Goals3:55
Explore how smart goals guide coaching by turning aims into specific, measurable, attainable, relevant, and time-bound steps, with visualization, feedback, and actionable plans.
Further questions on the definition of the goal5:33
Define the workshop goal by examining expectations, who should stay engaged, and what must happen for success, including addressing doubts and systemic attitudes.
Orientation4:08
Reflection tasks0:23
Workshop phases:
Which phases in the workshop would you add and why?

Context clarification:
Your client feels that an initial interview is not necessary. Please simply send your questions by email. What very general questions (at least 5) would you ask?

Order clarification:
The client tells you at the initial interview that you are already the 3 consultant in 3 years. How do you react to this fact? Answer in keywords.

SMART targets:
Take a very specific target from yourself and apply the SMART template to it. Try it out and see if you can define all contents.

Intro1:00
Interventions1:15
Interviews2:31
Role play with perceptions3:27
Practice perception-based role play to reflect on past situations, try new scenarios, and shift outputs toward workshop goals, guided by observer feedback, body language cues, and emotional awareness.
Poll about content2:24
Sociogram3:58
Use sociograms as an intervention to visualize relationships and interactions in a team, turning complex conversations into clear, whiteboard-based maps of stakeholders and their connections.
Force Field Analysis3:42
Use force field analysis to list plus and minus factors, weight their importance, and visualize outcomes to guide group decisions and address problems.
JOHARI Windows4:50
SWOT Analysis1:33
Walt Disney Method3:09
Reflection tasks0:11
Interventions:
In general, I recommend that you always try out creative interventions with a colleague first. It takes less than 15 minutes and you will immediately notice if the coaching works well and your colleague will also give you valuable feedback. So be courageous and try something new!

Intro1:15
What makes good teams?4:42
Good teams rely on clear roles and hierarchy, shared norms and a transparent mission, fostering trust, commitment to a common goal, and appropriately sized teams to stay cohesive.
Teamwork under criticism5:37
Explore the dynamics of teamwork under criticism, highlighting competitiveness, the manager–employee–employer triangle, leadership challenges, and democratic versus participatory decision making.
Occasions in team coaching5:55
Explore four common occasions for team coaching—regulatory reviews, team start-ups, problem-centered work, and task-related changes—to boost feedback, team development, and change adaptation.
Stages of group development5:31
Explore Tuckman’s stages of group development—forming, storming, norming, performing, and dissolution—through workshop examples, with reflection on team dynamics and personal leadership style.
Team roles4:20
Explore Belbin team roles to optimize workshop design by aligning action oriented roles, plant, monitor evaluator, and specialists with people oriented roles like resource investigator, team worker, and coordinator.
Case Study Team merger3:14
This case study workshop merges process optimization and internal audit teams in a bank, guiding participatory diagnosis, agenda design, and a concrete action plan with clear responsibilities.
Case Study Order clarification6:45
Explore how an external consultant uses a systemic workshop to clarify order, assess team mood, define roles, and plan change before dismissals and a merger in a banking context.
Case Study Phase 13:37
Case Study Phase 1 Examples of methods2:49
Explore phase one workshop methods for mergers and acquisitions, including an atmospheric picture and the three chairs method to build mood, engagement, and personal contributions from past to future.
Team reinforcer7:23
Explore the 12 team reinforcers: management, qualification, engagement, working atmosphere, performance level, roles, working methods, organization, feedback culture, continuing education and self-reflection, creativity, and organizational status to improve team outcomes.
Case Study Phase 2: Diagnosis2:50
Undertake two case study diagnosis methods—individual pair talks and anonymous online questionnaires—to assess team reinforcement indicators, consolidate results, and cluster findings for actionable insights.
Reteaming3:17
Case Study Phase 33:25
Advances case study phase three by clarifying information, identifying and discussing problems and goals with transparency, then sorting outputs, reflecting on obstacles, and building an action plan for management.
Case Study Phase 4 action plan2:36
Case Study Phase 5 Closing1:53
Workshop traps5:01
Navigate workshop traps that threaten neutrality, such as emotional conflict and information overflow, by guiding participants to their own solutions and practicing self-reflection, feedback, and goal focus.
Reflection tasks0:38
Teamwork in criticism:
Do you reflect for your company whether teamwork is always beneficial? Also answer the question why groups would also or less well function in your company.

Occasions team coaching:
Have you ever participated in a team workshop yourself? Looking back, was it beneficial for the team? Why would you welcome annual team development measures?

Development phases:
Reflect on the different phases for yourself. Think of past group exercises or team work where you were involved. Which phases are easier for you personally? How do you behave in small and large groups? How would you deal with two very dominant and authoritarian characters if you were in the same team?

Team roles according to Belbin:
Suppose you are an executive for a company that develops niche ERP systems. You set up a new regional team. Should you take a look at the BELBIN team roles or is that overkill? Justify your answer with at least 3 sentences.

Intro0:45
Explore how conflicts arise in teams and workshops, define types and causes, examine systemic perspectives, and learn escalation levels plus practical guidance for clarifying and dealing with conflict.
Definition3:15
Define conflict in systemic design of team workshops by examining inner tensions in feeling and thinking, and inter-personal clashes between departments or individuals, and how change and empowerment shape collaboration.
Purpose of conflicts4:55
Two types of conflict2:23
Causes of conflict8:31
Explore the causes of conflicts in teams, from misunderstandings and communication gaps to role conflicts, unequal resource distribution, power struggles, and clashes of values and culture.
Conflicts from a systemic perspective3:46
Escalation levels3:38
Explore the escalation model from fleet class, identifying win-win to lose-lose levels, and learn to recognize conflicts and apply prevention strategies as a facilitator.
Dealing with conflicts2:04
Reflection tasks0:22
Sense of conflict:
Why should you question the underlying meaning of conflicts? Argue with at least 2 sentences.

Two types of conflict:
Which types of conflict would you add?

Causes of conflict:
Think back to the last professional conflicts you were involved in. What was the cause of the conflict and would you react differently to the conflict today?

Escalation model according to Glasl:
To what extent does this model benefit you in your work with conflicts? Give two practical examples of how you would implement the escalation model in the workshop.

Requirements

Openness and courage to try new things

Description

Would you like to improve your skills as a (future) manager in terms of lectures and workshops? This course is up to date with the systemic approach and gives you the necessary background knowledge so that you can get started with your own projects right away.

The target group are (future) managers, project managers, people in leading positions or simply all people with responsibility in their jobs.

I have included scientific content and my own experience as a trainer, coach and manager into these lessons. This will give you a good overview of the most important tools and methods in holding workshops to develop and consolidate your professionalism.

In this course we will deal with the following contents:

Workshop: In addition to the definition of the different types of presentations, we will discuss the differences between groups and teams. We will also deal with the different occasions. This will give you an overview and you will be able to define the contents precisely in the coming clarification of the assignment. Since you as a consultant often have to do a lot of persuasion for workshops, we will also look at the advantages and arguments for workshops. This will be followed by a discussion of the differences in presentation and moderation in general. At the end of this chapter we will work on the skills of a moderator, so that you can reflect on your own.
Systemic consulting: An essential feature of this online course is the link to the systemic approach. We start with a definition and an overview of the topic. You will learn about constructivism, which is one of the main pillars of the systemic approach. We also cover psychoanalytical perspectives to give you a basic understanding of transference and countertransference. We will take a look at the facilitation process and the emotional phases in change processes. With this model you can use workshops to provide information for diagnosis and at the same time implement group work.
Conception of workshops: In this video series, the first thing to do is to discuss the main tasks of moderation. We will talk briefly about the didactic material and how you can make chairs in your seminar rooms. It continues with work orders and how you can control group work. Afterwards we will go straight into the subject matter, namely the different types of workshop. I will show you an excerpt, which, in my experience, are the most common. I will briefly go into the six workshops shown and explain their basic orientation.
Participatory involvement: As a manager, you will often accompany employees on their way and may already have learned to appreciate the participatory approach. In addition, you will learn the basic building blocks of participatory participation. In this context, I will show you different ways of working together and also discuss the advantages and disadvantages. Often you will integrate all variants in one workshop, so that you get a wide range of variety and interpretation in your workshop.
Workshop Design: This chapter is intended to give you a rough overview of how to design workshops. We start with a rough overview and go into detail. With this basis, you can then fully design the order clarification, which we will discuss afterwards. This also includes a clear and well-formulated definition of objectives, because only if you know when a workshop is successful you can be successful. Accordingly, we will also look at some sample formulations in the course.
Examples of interventions: In this chapter I will show you the best and fastest interventions to be implemented in workshops. Most of them come from systemic coaching, which I have adapted for the workshop concept. Basically a simple and subtle approach, but where we always focus on output and information gathering, so that we generate real added value. So you should be sufficiently prepared for your first workshop.
Team development: In this chapter we first discuss what makes good teams. In return, we will also take a critical look at teams. We will then look at the different occasions for team coaching so that you can implement the different approaches in your workshop architecture. An essential core element of this chapter are the development phases in teams. You will also become familiar with the concept of team roles. This will provide you with two comprehensive methods to help you diagnose and implement them. We will then devote ourselves to an extensive case study - a practical example from my experience. Together with you, I will go through the most important steps in the conceptual design from the initial situation to the implementation and tell you about my thoughts and ideas for implementation.
Conflicts in teams: Sooner or later you will be confronted with conflicts in your work as a manager/moderator/consultant. Whether in a small circle during a workshop or as a conflict workshop. In this short video series I will go into the definition, because meaning and types of conflicts. The causes of conflicts will help you to sharpen your understanding of the diagnosis of conflicts and to start appropriate interventions. Furthermore, the systemic view on conflicts helps you to follow and try out a solution- and resource-oriented approach. We will round off this chapter with the escalation steps and at the end I will briefly discuss how to deal with conflicts.

With this online course you get recommendations for your own workshop design which you can implement for your own company.

Secure your knowledge advantage now and enroll in this course right now.

I look forward to seeing you in the course.

Best regards

Markus Edenhauser, MA MSc

Who this course is for:

People who conceive and/or hold lectures and workshops.

Systemic design of (team) workshops

What you'll learn

Explore related topics

Course content

Introduction4 lectures • 7min

Workshop9 lectures • 37min

Systemic consulting9 lectures • 34min

Conception of workshops13 lectures • 37min

Participatory involvement10 lectures • 27min

Workshop Design10 lectures • 33min

Examples of interventions11 lectures • 28min

Team development18 lectures • 1hr 11min

Conflicts in teams9 lectures • 30min

Closing chapter1 lecture • 3min

Requirements

Description

Who this course is for: