The optimal number of people to reach decisions and solve problems together is 5. Research has also shown that project groups in the field of research and development  only evolve their full potential after three years. There after their performance drop off rapidly. Some of the reasons for this are too much encapsulation, no longer being open to outside stimuli and the ossification of standards. Innovative solutions to problems can obviously no longer be expected. This is an argument for actively bringing about one or two changes in the team after three years, as long as it has the task of developing things together again and again. 

•  Finding yourself as a team in the context of the implementation of a Scaled agile Framework (SaFe)
• Finding and growing as a team in a process of a management restructuring  in a hospital
• Retrospectives: What did we do well? What can we improve?
• Conflict de-escalation: clearing up misunderstandings before the associated costs mount upwards
• Parting on good terms, following the owner's decision to divest his company
• Values at team level with the support of Cultural Transformation Tools by Richard Barret (CTT): Talking about values and basing leadership on them.
• Large group facilitation such as open space on values or launching a cultural transformation with the support of CTT
• Launch of the implementation of an agile framework
• Develop a common understanding on assumptions, values and patterns of action