How to build a high-impact team

The Double Healix Triple-T approach

This course covers team cooperation in terms of Team-phases, Team-roles and Team-leadership. It also examines Team-culture and provides pointers to bridging polarities and maintaining balance.

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Time to complete
3 h 27 min

About this course

Team phases, Team roles and Team leadership (Triple-T)

In many organisations, teams are the place where the organisational vision is translated into results. A strong team is able to add value to the organisation relatively autonomously and put the organisation's goals into practice. A high-impact team consists of individuals who are well attuned to each other, know what they need from each other, listen to and help each other, and complement each other to have all the necessary team competencies. What does such a team look like? What challenges does it face, and how can you as a (formal or informal) team leader provide guidance? This course takes you through the three most important aspects of a well-functioning team: the Team Phases, the Team Roles, and Team Leadership (Triple-T). Supplemented by a fourth aspect of team development: Team Tension Fields.

In Chapter 1, we discuss the 12 Team Phases step by step. We follow teams on their journey to optimising their impact. We also examine the risks involved in each phase. You can preview the free content in Chapter 1 (see below in the curriculum).

In Chapter 2, we discuss the Team Role that is most significant in a given phase. In total, we cover twelve Team Roles. We discuss the strengths of each role, as well as the pitfalls and downsides.

In Chapter 3, we reflect on what each of the 12 team phases requires of the formal or informal Team Leader(s). Thus, we will discuss 12 types of team leadership. At each phase, we will also briefly discuss the main tension fields in which team leaders must act and the balance they must seek in doing so.

In Chapter 4, we elaborate on the areas of tension that often occur between different team roles, and sometimes even between departments. We give directions on how to reconcile polarities and avoid conflicts.

For each team phase, each team role, each team leadership style, and each tension field, we will provide compelling examples from films, television series, or documentaries.

What makes this approach so unique and effective?

This course (and the optional accompanying live training, team profile and team development card set) is based on the Double Healix model of human development. One of the main methods we use is MovieLearning. The course offers insight into basic laws of human interactions. While reading the texts and watching the clips, you learn not only about the way you interact in groups, but also about the general principles of developmental processes. This is useful knowledge in all aspects of life. It applies to the patterns in teams, and soon you will be able to apply those same universal laws to your own relationship, to your entire organization and your individual life story....

Unique advantages of the Double Healix model and the MovieLearning method:

  • We offer a narrative structure that turns team development into an exciting and recognizable journey. 
  • We connect your unique team journey with the universal structure of a human group experience, providing universal lessons that can be learned and applied to your specific situation.
  • We link team leadership and team roles to team phases. This allows you to better clarify at what time in your team journey a particular form of team leadership and a particular team role are at their best.
  • Unlike other team development models, the Double Healix model doesn't end at superficial success but also addresses moments of crisis and the transformation from superficial to meaningful results.
  • Familiarity with universal patterns of development helps you to anticipate what your team can expect in the future: which phases has your team already gone through, and which ones are still to come?
  • The model can be used as a checklist to see which team roles are represented in your team and how well-balanced the skills in your team are.
  • The model gives an overview of the central areas of tension that can arise between team roles and team interactions, and provides pointers to maintaining balance and preventing fruitless polarisation. It thus helps to avoid or resolve conflicts.
  • Because of our expertise in the field of films, we illustrate and enrich the theory with the most appropriate and inspiring film clips.


The written texts in this course are in English. The spoken language in most of the film clips is in English as well. Some clips are from foreign movies; in that case, we provide English subtitles. 



Why is this course extra powerful? This course leverages the fundamental principles of storytelling to provide you with valuable insights into team dynamics and developmental processes. As you read the texts and watch the clips, you'll gain a deeper understanding not only of how you interact within groups but also of the underlying principles that drive growth and change. This knowledge is applicable in all areas of life...

The staffing of the team: twelve team roles

Steering your own team: twelve forms of team leadership

The journey of the team: twelve phases

Double Healix Triple-T team development

1. Twelve Team Phases

In this first chapter, we explore the twelve phases of team development sequentially, step by step. We delve into the characteristics, advantages, and disadvantages of each phase. Each phase serves a distinct purpose. At times, a team may bypass a phase, but team members will eventually need to learn the lessons of that phase at a later, potentially less opportune moment. The duration of each phase can vary, depending on...

Team phase 10: Regrouping

Team phase 11: Transforming

Team phase 5: Performing

Team phase 6: Celebrating

Team phase 9: Mourning

Team phase 12: Serving

Team phase 1: Forming

Team phase 3: Norming

Team phase 8: Blown away

Team phase 7: Formalizing

Team phase 2: Storming

Team phase 4: Informing

Summary Team phases

2. Twelve Team Roles

Each person has a set of unique qualities that can support the purpose of a team. Some team members function optimally at the beginning of the journey because they are good at networking, entrepreneurship or hard work. Other team members are actually good at team branding and recounting the team's successes with verve. Yet another team member remains extremely calm or thrives in crisis situations. If you want to help a...

Team Role 5: The Achiever

Team Role 6: The Star

Team Role 8: The Diplomat

Team Role 9: The Analyst

Team Role 11: The Conscience

Exercise: Who can best perform which team role?

Team Role 4: The Creative

Team Role 3: The Worker

Team Role 2: The Entrepreneur

Team Role 1: The Networker

Team Role 7: The Formalizer

Team Role 12: The Helper

Team Role 10: The Visionary

Summary Team Roles

3. Twelve Leadership Styles

In this third chapter, we cover the different skills required of the team leader. We describe them as the skills that are needed in each of the 12 phases of team development. We also discuss the pitfalls involved in each form of leadership. Of course these skills will also be needed in other phases of the team development. But they will be dominant in the specific phases. Each phase requires the team leader to balance the...

Team leadership 12: Serving and passing on the torch

Team leadership 1: Fostering mutual trust

Team leadership 2: Set the tone and encourage

Team leadership 3: Fostering habits and working atmosphere

Team leadership 4: Promoting feedback and learning

Team leadership 5: Achieving results and alignment

Team leadership 9: Gaining insight and making painful decisions

Team leadership 11: Showing integrity and defending principles

Team leadership 10: Providing vision, hope and direction

Team leadership 8: Initiating dialogue and striving towards consensus

Team leadership 6: To enthuse and motivate

Team leadership 7: Strengthening commitment and designing protocols

Summary Team Leadership

4. Six Tension Fields

The tension fields between polarities are a final component of team dynamics that deserve attention in studying team development. These polarities can (and will) arise between opposing team roles, between team leadership styles and between important aspects of team culture. In short, there are always opposing forces at work within a team. If managed well, they can be transformed into creative tension fields or reconciling...

1. Chaos versus Order

3. Construction versus Destruction

4. Divergence versus Convergence

2. Cause versus Effect

5. Matter versus Spirit

6. Centre versus Periphery

The Power Cross: the crossing of two tension fields

Introduction: The Fourth Factor in Team Development

5. The End

We have come to the end of this course on Team Development. A few final remarks.

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