The Team Clinic
I use The Team Clinic for the applied side of my scholarly work — working directly with leaders, teams, organizations, and educators on the problems they are trying to address.
The Standard Behind the Work
Every Team Clinic session is grounded in peer-reviewed research from organizational behavior, team science, healthcare management, and related fields, along with my own research. I do not build sessions around motivational talking points, popular management fads or trends, opinion presented as expertise, or years of experience presented as empirical evidence. When I use a model, assessment, or intervention, there is a defensible reason for using it: sound theory, appropriate measurement, and evidence that it is useful for the problem being addressed.
Who is this work for?
For Leaders
For people leading others, stepping into a new role, or trying to move a difficult issue forward.
Explore experiences for leaders→For Teams
For teams trying to improve how they coordinate, make decisions, and carry work across roles.
Explore experiences for teams→For Organizations
For organizations trying to understand a recurring problem, stalled change, or work that keeps breaking down across departments.
Explore services for organizations→For Faculty & Education
For faculty and programs designing learning experiences that prepare people for the realities of practice.
Explore faculty and education experiences→Do you have a complex problem that needs deeper analysis?
Some problems require a closer look at how people, information, decisions, and work move through the organization. Team Clinic Diagnostics uses organizational network analysis alongside evidence from the organization to examine where the problem is occurring and what may be sustaining it.
Team Effectiveness & Organizational Dynamics
Why is this unit tense, and why do the same conflicts keep coming back?
Why does work keep breaking down between people or groups that depend on one another?
Explore this diagnostic→Leadership Behavior & Performance
Why do the same people get the opportunities, and why are good people leaving?
How are leadership behaviors shaping performance across the organization?
Explore this diagnostic→Work-as-Done
Why do people work around the procedures we already have in place?
What are employees doing to keep the work moving that never appears in the formal process?
Explore this diagnostic→Organizational Intelligence
Why do the numbers look acceptable while the same problems keep surfacing?
Explore this diagnostic→Featured experiences
Leadership Intelligence Retreat
An immersive retreat for leaders who need to make sense of complex organizational conditions and decide what deserves attention.
Participants work through realistic leadership situations that require them to interpret incomplete information, understand what is happening around them, make decisions, and determine how to move the work forward. The retreat progresses through seven forms of leadership intelligence.
- 1Signal IntelligenceSee what is happening
- 2Diagnostic IntelligenceUnderstand what it means
- 3Decision IntelligenceMake sound choices
- 4Team IntelligenceRead the team
- 5Political IntelligenceNavigate the organization
- 6Strategic IntelligenceConnect decisions to direction
- 7Learning IntelligenceLearn from experience
Learning Before the Next Failure
A simulation drawn from the evidence an organization already has about its own vulnerabilities.
Pilots train in a flight simulator so their mistakes happen somewhere safe, and so they have already flown the difficult situation once before they meet it for real. Leadership teams almost never get that.
Organizations usually already have clues about where they are vulnerable: near misses, repeated complaints, workarounds, audit findings, staffing changes, equipment problems, or an event somewhere else that feels uncomfortably familiar.
I use your own evidence to build a fictional scenario that becomes a training ground. Participants receive information, make decisions, and live with what follows — so the team learns the situation here, and knows what to do when something like it happens for real.
How a project comes together
Projects start with the situation. I first learn what is happening and what the work needs to accomplish. From there, I determine the approach and who needs to be involved.
Initial Intake
We clarify the situation, what has already been tried, timing, and what a useful outcome would look like.
Project Design
I determine whether an existing Team Clinic experience fits or whether the project needs a different approach.
Team Curation
I identify and bring together the people whose expertise fits the project.
Delivery & Follow-Through
The work is carried out, followed by any agreed findings, materials, recommendations, or next steps.
The Project Team
Project teams are formed around the work. As Principal Consultant and Team Curator, I identify the mix of expertise the project requires.