Facilitation · Teams & Projects · Berlin and online
Clarify roles. Shape collaboration.
I support teams and projects with a systemically informed, agile approach, particularly when roles, collaboration or decision-making processes need clarification. The format is shaped around the task, the team and the practical constraints. The focus is on clear agreements, defined responsibilities and ways of working in which relevant issues can be addressed.
Kick-offs as a shared foundation
A kick-off can use needs and wants as its starting point. What does each person need in order to work well? What do the people involved need from one another? One practical outcome can be a Code of Interacting developed by the team.
I design team workshops using Liberating Structures: microstructures that create room for different voices, not only the loudest. We surface themes, cluster them and set priorities together. Retrospectives provide a setting in which observations and tensions can be discussed instead of simply working through a list.
Depending on the task, I combine structured participation formats with a systemic view of the team. This makes patterns in communication, roles and decision-making available for discussion. Friction does not always need to be resolved immediately; often the first step is to understand it together.
Workshops and retrospectives
Structures for day-to-day work
I introduce agile methods for developing and managing tasks and roles, and make them tangible. This includes skill mapping: Who can do what? What does each person want to learn? Where do people complement one another? The organic principles of the Living Systems Framework are part of the work, whether or not the team works iteratively.
Formats and process
Kick-offs around needs and wants, team workshops with Liberating Structures, retrospectives with real exchange, role and skill development, and process support over a longer period. We first clarify what you need and design the format around that.
For organisations I work on a day or project basis, and we define the scope individually.
A few examples from practice
German Association for Lighting and Camera Support Professionals, BVB e.V.
The starting point: hundreds of film lighting professionals repeatedly find that public authorities do not understand their work. I joined the association’s board and initiated a development and participation process. The result gave colleagues on set and caseworkers in public agencies a shared, workable basis: updated occupational profiles, adapted to modern production conditions and team structures, that make the daily work, skill and responsibility of these professions understandable beyond the industry.
Kiezburn Berlin
The starting point: a Telegram group, a vision, no plan, no concept and no budget. The result: a functioning crew, clear roles, a completed temple installation at the festival, and 1,200 people watching the “Seven Gates of Grief” burn in silence for an hour on the final day.
Tacita Dean: FILM, Tate Modern London
Tacita asked whether I thought her concept could be realised. My answer was simple: we will make it possible. In the end, a proud team of more than 20 people had achieved many things that had never been attempted before, and FILM opened in the Turbine Hall at Tate Modern.
Studio U, Berlin
The starting point: an underused coworking space. What it became was a living network of around 50 creatives and technicians. Over five years, it produced installations at Fusion Festival, delivered commissioned work for Spotify, Adidas, Springer Verlag, the Museum der Dinge and the Humboldt Forum, hosted close to 50 public events, and gave rise to several independent businesses.
The Y Radio e.V., Berlin
An ambitious project failed to reach sustainable cash flow. The funding ran out. I continued working with the team so they would not be left without a viable foundation. The Y Radio, an online community radio association, is still broadcasting today.
Many other projects are covered by NDAs. What I can say is that they took place in very different contexts, where I contributed to team coherence and collaboration, but also to system composition, business architecture, product development and market fit.
FAQ
Which teams is this work for?
Teams and projects that want to clarify roles, collaboration or decision-making, particularly under uncertainty or during change.
Which formats are available?
The format follows the task, the team and the practical constraints, from individual workshops to longer process support, in Berlin or online.
What does a systemically informed, agile approach mean?
It combines a systemic view with agile principles: clear agreements, transparent responsibilities and settings in which relevant issues can be discussed.
What does the work cost?
Fees depend on the scope and assignment and are agreed individually.