Team Collaboration and Wellbeing Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Team Leaders, Project Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 7 Nov 2026 Course code SD-IS-023

Before you join: Participants should have experience working in a team, project group or supervisory role and be familiar with ordinary workplace meetings, deadlines and stakeholder communication.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Teams often lose time and goodwill through unclear roles, unspoken expectations, unresolved tension and uneven workloads. These issues can appear as missed handovers, meeting overload, repeated rework, withdrawal from discussions or conflict that becomes personal. For managers and team members alike, collaboration and wellbeing are linked: people contribute more reliably when they understand priorities, can raise concerns safely and have workable ways to manage pressure together.

This course develops practical methods for building productive working relationships, improving communication and handling disagreement before it damages performance. Participants examine team development, psychological safety, behavioural preferences, feedback, conflict resolution, workload conversations and shared decision-making. They learn to use frameworks including Tuckman's team development model, the SCARF model, Thomas-Kilmann conflict modes, SBI feedback and RACI responsibility mapping. The course also addresses hybrid working practices, inclusive participation and early responses to signs of strain.

Training combines short instructor briefings with realistic workplace cases, facilitated group analysis, communication simulations and structured reflection. Participants apply the methods to a current team challenge, such as a difficult stakeholder relationship, poor meeting discipline, conflicting priorities or an overloaded colleague. They leave with a personal collaboration and wellbeing action plan, alongside reusable tools for team agreements, feedback, conflict and workload management.

The course suits professionals who work across functions, supervise others, contribute to project teams or need to strengthen trust and cooperation within an existing team. It is particularly useful where teams are under delivery pressure, working across locations or recovering from change, restructuring or prolonged conflict.

What you will be able to do

  • Diagnose team performance issues using Tuckman's team development model and team effectiveness indicators
  • Create working agreements that define communication norms, roles, decision rights and escalation routes
  • Apply active listening, questioning and paraphrasing techniques during difficult team conversations
  • Deliver behaviour-focused feedback using the SBI model and agreed follow-up actions
  • Select conflict responses using the Thomas-Kilmann conflict mode instrument
  • Facilitate inclusive meetings using structured agendas, participation methods and decision records
  • Conduct workload and wellbeing conversations using practical boundary-setting and support techniques
  • Produce a 90-day collaboration and wellbeing action plan for a current team challenge

Benefits of attending

For you

  • Handle disagreement without avoiding issues or escalating personal tension
  • Set clearer boundaries around workload, availability and competing priorities
  • Lead meetings that produce decisions, ownership and follow-up
  • Give feedback with greater confidence and behavioural precision
  • Recognise early team stress signals and start supportive conversations

For your organisation

  • Fewer delays caused by unclear ownership, repeated decisions and poor handovers
  • Earlier resolution of interpersonal tensions before formal escalation becomes necessary
  • Better workload visibility and more timely support for pressured employees
  • More consistent team meetings, feedback practices and communication standards
  • Stronger retention conditions through fairer, safer and more respectful team behaviour

Course modules

10 modules over 5 days

Participants can identify the team conditions that support reliable performance, trust and wellbeing.

  • Tuckman's forming, storming, norming and performing stages interpreted accurately
  • Team effectiveness diagnosed through purpose, roles, processes and relationships
  • Trust behaviours distinguished from personality traits and informal popularity
  • Shared purpose translated into observable team priorities and commitments
  • Role ambiguity identified through recurring delays, duplication and escalation
  • Team charters used to establish expectations before problems intensify

Participants can create practical agreements that clarify how team members coordinate work and decisions.

  • RACI mapping clarifies responsible, accountable, consulted and informed roles
  • Working agreements define response times, channels, availability and handovers
  • Decision rights separated from consultation and routine information sharing
  • Escalation paths agreed for blocked work, risks and unresolved disputes
  • Service expectations converted into visible commitments between team members
  • Accountability conversations distinguish ownership from blame and punishment

Participants can use structured communication techniques to improve understanding and reduce assumptions.

  • Active listening uses attending, paraphrasing, summarising and clarifying questions
  • Ladder of Inference exposes assumptions behind premature conclusions
  • Open questions uncover interests, constraints and unspoken expectations
  • Message framing separates facts, interpretations, requests and emotional reactions
  • Closed-loop communication confirms ownership, deadlines and acceptance criteria
  • Communication channel choices match urgency, complexity and relationship sensitivity

Participants can create conditions in which colleagues contribute concerns, ideas and mistakes constructively.

  • Psychological safety distinguished from comfort, agreement and low standards
  • Edmondson's framing approach invites questions, uncertainty and learning
  • SCARF model identifies status, certainty, autonomy, relatedness and fairness concerns
  • Speaking-up barriers recognised in meetings, reviews and operational handovers
  • Inclusive facilitation distributes airtime and prevents premature consensus
  • Mistake reviews focus on contributing conditions rather than individual blame

Participants can give timely feedback and conduct respectful conversations about behaviour and performance.

  • SBI feedback describes situation, behaviour and observable impact precisely
  • Feedforward requests focus discussion on future actions and support
  • Recognition connects specific contributions to team outcomes and values
  • DESC script structures assertive requests during sensitive conversations
  • Difficult conversations prepared through facts, intentions, needs and boundaries
  • Follow-up agreements record actions, support required and review dates

Participants can assess conflict patterns and choose proportionate responses that restore working relationships.

  • Thomas-Kilmann modes compare competing, collaborating, compromising, avoiding and accommodating
  • Conflict sources separated into task, process, relationship and value differences
  • Interests distinguished from positions during contested team discussions
  • De-escalation language reduces defensiveness without avoiding necessary challenge
  • Mediation boundaries identify when impartial support is needed
  • Relationship repair addresses impact, accountability, restitution and future conduct

Participants can run meetings that produce participation, clear decisions and accountable follow-through.

  • Meeting purpose classified as information, consultation, decision or problem-solving
  • Agenda design allocates time, preparation, participation and expected outputs
  • DACI model assigns driver, approver, contributors and informed stakeholders
  • Consent decision-making tests objections before finalising group commitments
  • Parking-lot methods protect agenda focus while retaining unresolved issues
  • Decision logs capture rationale, owner, deadline and review triggers

Participants can hold practical workload and wellbeing conversations while maintaining appropriate professional boundaries.

  • Workload mapping identifies demand peaks, dependencies, capacity and bottlenecks
  • Priority matrices separate urgent work from important planned commitments
  • Boundary-setting scripts address availability, interruptions and unreasonable requests
  • Wellbeing check-ins use observable signals without making clinical assumptions
  • Support conversations distinguish listening, practical adjustments and formal referral
  • Manager responsibilities separated from counselling, diagnosis and medical advice

Participants can adapt collaboration practices for teams working across locations, functions and schedules.

  • Hybrid team norms specify synchronous, asynchronous and documented communication
  • Shared digital workspaces maintain version control, visibility and handover records
  • Cross-functional interfaces mapped through inputs, outputs, standards and dependencies
  • Time-zone protocols protect fairness, response expectations and meeting rotation
  • Stakeholder mapping identifies influence, interests, concerns and communication needs
  • Remote inclusion practices prevent distance from becoming information exclusion

Participants can translate course methods into measurable actions for improving team collaboration and wellbeing.

  • Team health indicators track trust, workload, clarity and participation
  • Pulse-check questions gather timely evidence without survey fatigue
  • Behavioural commitments convert intentions into visible weekly practices
  • Ninety-day action plans sequence priorities, owners, measures and review points
  • Peer accountability pairs support follow-through after returning to work
  • Review cycles adapt agreements when team conditions or demands change

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Team working agreement template
  2. RACI responsibility mapping worksheet
  3. SBI feedback preparation guide
  4. Thomas-Kilmann conflict response planner
  5. Workload and wellbeing conversation checklist
  6. 90-day collaboration and wellbeing action plan

Who should attend

  • Team Leaders — need practical methods for improving cooperation, morale and delivery discipline
  • Project Managers — coordinate contributors with competing priorities and different reporting lines
  • Functional Managers — address workload pressure, conflict and communication within their teams
  • HR Business Partners — support managers dealing with team relationships and wellbeing concerns
  • Senior Specialists — influence colleagues and stakeholders without formal authority
  • Newly Appointed Managers — establish healthy team practices from the start

Skills and tools covered

Team communicationConstructive feedbackConflict resolutionPsychological safetyWorkload managementInclusive facilitation

Tools and standards

Tuckman's Team Development Model, SCARF Model, Thomas-Kilmann Conflict Mode Instrument, SBI Feedback Model

How the course runs

Training methodology

The instructor uses short briefings to introduce each framework, followed by case work drawn from project delivery, operational teams and cross-functional relationships. Participants analyse team scenarios, practise structured conversations and test meeting, feedback and conflict techniques through facilitated simulations. Group exercises focus on observable behaviour rather than personal disclosure. Individual reflection and peer review help participants adapt tools to their own team context. The final sessions convert learning into a practical 90-day collaboration and wellbeing action plan.

Requirements and prerequisites

Participants should have experience working in a team, project group or supervisory role and be familiar with ordinary workplace meetings, deadlines and stakeholder communication. They should bring one current collaboration, communication or wellbeing issue they can examine during the course, without sharing confidential personal information. No formal management qualification, psychology background or prior training in wellbeing is required. The course is not clinical mental health training and does not qualify participants to provide counselling, medical advice or specialist employee assistance services.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should have experience working with colleagues, stakeholders or project teams. No management qualification or previous wellbeing training is required, but a current team challenge will help you apply the methods.

Bring examples of a team issue you want to improve, such as unclear roles, difficult meetings, workload pressure or unresolved conflict. Do not bring confidential case files or identifiable personal health information.

The course is suited to team leaders, managers, project managers, senior specialists and HR professionals. It also suits individual contributors who need to influence teamwork without direct authority.

This course concentrates on repeatable workplace practices rather than social bonding activities. Participants work with role clarity, feedback, conflict, meetings, workload and psychological safety methods that can be used immediately.

You will leave with templates and a 90-day action plan linked to a real team situation. The plan includes behavioural commitments, owners, measures and review points for use with your manager or team.

Each day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The course progresses through ten connected modules, using briefings, cases, simulations, group work and action planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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