Frequently Asked Questions
Why was The Space Between created?
I have a firm belief (and 20+ years of experience in Systems Theory) tIhat if we make the space between people a little bit healthier, our whole system will become healthier. This means more vitality in work, life, and organizations.
I also believe that if anyone is doing something for 8-10 hours a day, then work should not suck. And work should never, ever hurt.
In fact, a work-life balance is a myth. It's all just life.
I have a firm belief (and 20+ years of experience in Systems Theory) tIhat if we make the space between people a little bit healthier, our whole system will become healthier. This means more vitality in work, life, and organizations.
I also believe that if anyone is doing something for 8-10 hours a day, then work should not suck. And work should never, ever hurt.
In fact, a work-life balance is a myth. It's all just life.
Does this approach assume there are problems?
No. High performing teams do not wait until performance drops before they train. Indeed, world-class athletic teams review recent performance, track key metrics, and adjust continuously even when they are winning.
Many teams that work with us are already performing well and want to strengthen what is working. The focus is on development and resilience, not fixing failure. Strong teams invest early to stay strong under pressure.
No. High performing teams do not wait until performance drops before they train. Indeed, world-class athletic teams review recent performance, track key metrics, and adjust continuously even when they are winning.
Many teams that work with us are already performing well and want to strengthen what is working. The focus is on development and resilience, not fixing failure. Strong teams invest early to stay strong under pressure.
What is cohesion and why should we measure it in teams?
Team cohesion refers to the degree to which team members are connected, aligned, and motivated to pursue shared goals, and it has been shown to be one of the strongest predictors of team success across sectors .
Meta-analyses covering decades of research show a significant positive relationship between cohesion and performance, with cohesion predicting performance outcomes rather than the other way around in longitudinal studies.
In sports, organizational, and virtual teams alike, higher cohesion is associated with better execution, stronger resilience, and higher satisfaction, even under pressure.
Research also shows that cohesive teams demonstrate higher knowledge sharing and faster recovery from setbacks, directly affecting results and delivery quality.
Because cohesion fluctuates over time and context, assuming it is stable or “fine” is risky, especially during growth, change, or stress.
Measuring cohesion makes an invisible performance driver visible, allowing leaders to intervene early and protect execution before problems surface.
Team cohesion refers to the degree to which team members are connected, aligned, and motivated to pursue shared goals, and it has been shown to be one of the strongest predictors of team success across sectors .
Meta-analyses covering decades of research show a significant positive relationship between cohesion and performance, with cohesion predicting performance outcomes rather than the other way around in longitudinal studies.
In sports, organizational, and virtual teams alike, higher cohesion is associated with better execution, stronger resilience, and higher satisfaction, even under pressure.
Research also shows that cohesive teams demonstrate higher knowledge sharing and faster recovery from setbacks, directly affecting results and delivery quality.
Because cohesion fluctuates over time and context, assuming it is stable or “fine” is risky, especially during growth, change, or stress.
Measuring cohesion makes an invisible performance driver visible, allowing leaders to intervene early and protect execution before problems surface.
What is psychological safety and why should we measure it in teams?
Psychological safety is the extent to which people speak up, challenge decisions, and admit uncertainty without fear of negative consequences. Teams without it miss risks, hide problems, and make slower or poorer decisions. Measuring it reveals whether the team is getting honest input or just quiet compliance.
Psychological safety is the extent to which people speak up, challenge decisions, and admit uncertainty without fear of negative consequences. Teams without it miss risks, hide problems, and make slower or poorer decisions. Measuring it reveals whether the team is getting honest input or just quiet compliance.
How do you measure clear communication in teams and why is it important?
Clear communication is measured by whether expectations, decisions, and responsibilities are consistently understood the same way across the team. This is assessed through short pulse questions that surface gaps, confusion, and misalignment.
Clear communication reduces rework, friction, and costly errors, especially in fast moving or technical environments.
Clear communication is measured by whether expectations, decisions, and responsibilities are consistently understood the same way across the team. This is assessed through short pulse questions that surface gaps, confusion, and misalignment.
Clear communication reduces rework, friction, and costly errors, especially in fast moving or technical environments.
Aren't some people just good (talented) in teams and some are not?
People differ in experience and confidence when working in teams, but effective teaming is a learnable capability.
Research consistently shows that team performance is shaped more by what we do -- shared norms, clarity, psychological safety, and leadership actions -- than by fixed individual talent.
The question is not who is good or bad at teamwork, but whether the conditions support people in working well together.
People differ in experience and confidence when working in teams, but effective teaming is a learnable capability.
Research consistently shows that team performance is shaped more by what we do -- shared norms, clarity, psychological safety, and leadership actions -- than by fixed individual talent.
The question is not who is good or bad at teamwork, but whether the conditions support people in working well together.
How are TSB:Teams assessments different from personality tests?
TDB:Teams assessments focus on how a team functions together rather than who individuals are.
In contrast, typical personality tests (Meyers-Briggs, DISC, etc) describe relatively stable traits, while TSB:Teams looks at behaviors, dynamics, and conditions that can be developed and improved. The emphasis is on collective effectiveness, not individual labeling.
TDB:Teams assessments focus on how a team functions together rather than who individuals are.
In contrast, typical personality tests (Meyers-Briggs, DISC, etc) describe relatively stable traits, while TSB:Teams looks at behaviors, dynamics, and conditions that can be developed and improved. The emphasis is on collective effectiveness, not individual labeling.
Why should we take weekly pulse surveys?
Weekly pulses provide fast, practical signals. They show where attention is needed before issues become costly. Short, frequent input is more reliable and less disruptive than large surveys that arrive too late to act on.
TSB:Teams pulse surveys are only 6 questions long and should only take about 2 minutes to complete. After enough members have completed the pulse to maintain anonymity (defined by team size), the aggregated results are displayed on the team dashboard.
Weekly pulses provide fast, practical signals. They show where attention is needed before issues become costly. Short, frequent input is more reliable and less disruptive than large surveys that arrive too late to act on.
TSB:Teams pulse surveys are only 6 questions long and should only take about 2 minutes to complete. After enough members have completed the pulse to maintain anonymity (defined by team size), the aggregated results are displayed on the team dashboard.
Why not just have a team building workshop and call it done?
Team building workshops can be useful for creating shared experiences, but their impact is often short lived. Sustainable improvement in collaboration and performance requires ongoing attention, reflection, and adjustment over time.
Our approach focuses on building everyday teaming capability, not just momentary connection.
Team building workshops can be useful for creating shared experiences, but their impact is often short lived. Sustainable improvement in collaboration and performance requires ongoing attention, reflection, and adjustment over time.
Our approach focuses on building everyday teaming capability, not just momentary connection.
Can we start small before committing to something longer?
Yes. Many clients begin with a short, high impact engagement to assess fit and value. From there, the collaboration can be extended or expanded based on outcomes and organizational priorities.
Yes. Many clients begin with a short, high impact engagement to assess fit and value. From there, the collaboration can be extended or expanded based on outcomes and organizational priorities.
How do you measure progress and value?
Progress is reviewed periodically using qualitative feedback, observed changes in collaboration and leadership behavior, and any agreed assessments or indicators. These reviews inform decisions about continuation or adjustment.
Progress is reviewed periodically using qualitative feedback, observed changes in collaboration and leadership behavior, and any agreed assessments or indicators. These reviews inform decisions about continuation or adjustment.
Is this suitable for both teams and individual leaders?
Yes. The pathways can be applied to intact teams, leadership groups, or individual leaders, depending on your objectives and context.
Yes. The pathways can be applied to intact teams, leadership groups, or individual leaders, depending on your objectives and context.
What level of commitment is required?
The commitment is a fixed term engagement with a defined cadence and a clear termination clause. There is no open ended obligation beyond the agreed term.
The commitment is a fixed term engagement with a defined cadence and a clear termination clause. There is no open ended obligation beyond the agreed term.
1370 København K
Denmark
