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To solve the bigger problems we have in the world today, and ensure our legacy, we need to accelerate innovation. To accelerate innovation over time we need to help teams embrace otherness. Otherness (Levinas, 1974) in the sense of taking the risk to be different, within a system that often works to maintain status quo.
Groups and teams can create a lasting legacy by becoming more agile and innovative. In his book Structure and Dynamics Berne (1967) talks about two main levels of functioning in systems. To become agile there are four levels of team functioning that must be synchronized: purpose, structure, dynamics, and cultural interventions (van Poelje, 2022) . At each level an innovative team must deal with the friction of inside-out, outside-in processes, that are necessary for innovation.

Finding team purpose: Purpose answers the question: Why do you do what you do? What is the role of the team in the system? Purpose leads to legacy.
Creating a structure: A team structure should serve the purpose. By creating clear boundaries, roles, hierarchy and decision-making processes, the team will gain legitimacy.
Promoting cooperation: Often teams are plagued by disturbing dynamics. By creating more cohesion, interdependency and room for initiative, leaders can increase cross-functional cooperation.
Building a winning culture: By identifying key events in the timeline, and creating a winning story the teams will create a sense of identity.

During the workshop we will focus on ways to use transactional analysis to increase the durability and agility of teams in organisations, using theory, exercises and case studies.