Hunting Territory® Accelerated Team Development Program

The Hunting Territory® Change Management Program diagnoses factors inhibiting team performance and assists in determining what steps must be taken. It strives for immediate consensus and quick solutions while increasing every team members’ commitment.

The aims of the Program are to:

  1. build and maintain high performing corporate teams
  2. increase engagement of team members
  3. remove barriers to team performance

The program recognizes the conflict zones and problems typical of the given team(s) and by solving those problems, it attempts to speed up the process of team development and bring the team to a dynamic balance, where stable high performance is typical.

The Hunting Territory program holds that teams go through 5 distinct stages of Team Life and each stage correlates to team performance. With an understanding of their team’s Life Stage and the Team Life system, managers can guide their teams through the Team Life cycle process, ensuring buy-in and cooperation between team members and continuous quality output.

The Red line indicates the impact of utilizing the Hunting Territory®

The Hunting Territory® Change Management Program includes four sequent phases:

The Hunting Territory® Change Management Program includes four sequent phases

Each phase is carried out under the guidance of the manager, meaning that in every case each phase begins and ends with a discussion between the HT consultant and the manager: preparatory management discussion, followed by workshop built on work done together and evaluation discussion with the manager, in which the parties have an overview of the findings of the given phase, fulfilment and results of goals, and they discuss further tasks.

The heart of each stage is teamwork, which takes place as follows:

Phase I. - Diagnostics

The team becomes familiar with the principles, elements, and working of the Hunting Territory®, they take stock of the factors affecting group dynamics at the individual and group levels, they face the group dynamic elements limiting their own cooperation, and the conflicts and communication processes begin to stand out.

Phase II. – Consensus-based solutions

Solutions of problems that are solvable within each participants’ own scope of authority begins in the context of a brief discussion series with team members (sub-teams) affected by the conflicts and problems exposed by the diagnostic workshop. Also, organizational conflict zones falling outside the scope of authority of the team are identified. During focused discussion the affected sub-team will discover its nature according to the Hunting Territory® theory. Consensuses and agreements as well as internal rules are created together to solve (even temporarily) problems solvable within participants’ own scope of authority. At the same time, problems requiring an organizational solution are identified.

Phase III. – Planning

Detailed negotiation with the leader of what was experienced in the previous phases as well as organizational development and change management recommendations previously reviewed with the leader. Afterwards, negotiation with the affected sub-team, and once again plans and agreements are made regarding the change programs and projects to be implemented.

Phase IV. – Implementation

During the change programs, HTI consultants support the team’s dynamic processes within the projects and solutions of problems that come with change. They strengthen the cooperation and commitment within the team.

Program Outcomes

Hunting Territory® Change Management Program is recommended for every management team, but is particularly effective with:

  1. project teams/organisations
  2. newly appointed leaders
  3. underperforming teams
  4. following restructuring/mergers & acquisitions