The Team Values Square

Method Monday: The Team Values Square – From Problem Orientation to Solution-Focused Collaboration

In many teams, a lot of time is spent talking about what isn’t working.

Not enough alignment. Not enough ownership. Not enough clarity.

But what if we deliberately shifted the focus?

The Team Values Square is a simple yet powerful method in team development. It helps teams translate problem-oriented descriptions into clear, desired behaviors — strengthening ownership and solution-focused collaboration.

In this Method Monday, I’ll show you how the method works and how I use it in team workshops.

What is the Team Values Square?

The Team Values Square is a reflection and structuring tool for teams.

It differentiates between:

• Desired behavior

• Undesired behavior

• The underlying values

The goal is to move from describing problems to defining concrete, shared behavioral principles.

Structure of the Method

The model is intentionally simple:

Thcentral observation:

👉 If predominantly “undesired behavior” is collected in a workshop, the team is often problem-oriented.

👉 If the team can clearly articulate what is desired instead, solution orientation begins to emerge.

Process in a Team Workshop

Here is how I use the method in team development:

1. Collecting “Undesired”

The team openly gathers:

• Which behaviors hinder our collaboration?

• What frustrates us?

• What is not working well?

Important: no blame — only concrete observations.

2. Translating into “Desired”

Now comes the crucial step:

For each “undesired behavior,” the question is:

“What do we want instead?”

Example:

• Undesired: Information is being withheld.

• Desired: Transparent and proactive communication.

3. Making Values Visible

In the next step, we reflect:

• Which value lies behind the desired behavior?

• What truly matters to us as a team?

Values that often emerge include:

• Trust

• Responsibility

• Clarity

• Respect

• Initiative

And this is a decisive moment in the process:

It is not enough to simply write down the values. It is essential to talk about them.

What does “trust” mean to each individual?What does “responsibility” look like in everyday work?When do we experience “respect” — and when do we not?

Teams often realize thatthey use the same words but mean different things.

That is why, in workshops, I intentionally ask questions such as:

• What does this value mean concretely for us?

• How do we recognize that we are living it?

• Which behaviors align with it — and which do not?

• What is particularly important to us as a team in this context?

Only through this shared clarification of meaning does real clarity emerge.

Values then stop being abstract buzzwords and become lived guiding principles.

And this is where conscious team culture truly begins.

4. Prioritization and Commitment

The team decides:

• Which 3–5 behavioral principles are central for us?

• How do we concretely recognize that we are living them?

Optional: defining clear “Do’s & Don’ts.”

Why Is This Method So Effective?

✔ It shifts the focus from problem to solution

✔ It strengthens ownership

✔ It creates shared language

✔ It enhances clarity and team culture

✔ It is accessible yet deep

Especially in times of change or after conflicts, it has a stabilizing effect.

Who Is the Team Values Square Suitable For?

• Leadership teams

• Project teams

• Teams after reorganization

• Teams with underlying tensions

• Organizations in cultural development processes

Conclusion

Teams do not change through problem analysis alone.

They change through clarity abouthow they want to work together.

The Team Values Square is a powerful starting point for exactly that conversation.

Would you like to consciously shape collaboration within your team?

I would be happy to support you in a structured team workshop.

Feel free to reach out for a non-binding initial conversation.

Yours, Johanna