Overview:
The best team coaching recognises that teams are complex, dynamic systems and high-performing teams are those that can navigate this complexity. They do this by getting into greater contact with each other, with the space between what is known and what is not, and by learning to collaborate to achieve their collective purpose. This is emergent work, and the team grows and transforms over time.
In this article, I’ll be taking you through:
If models and tools are holding you back
- What it means to work emergently
- Why models, tools and techniques aren’t enough
- A team coaching case study that demonstrates the power of emergent team coaching
- Why working emergently is critcical for leaders and teams
- A Call to Action, including how you can learn more at one of our free intro to team coaching sessions
Let’s dive in!
Are Models and Tools Holding You Back?
As coaches, we are often drawn to models, tools and frameworks, as they can give us a sense of control.
However, at the start of a team coaching engagement, a team is often unaware of its potential and needs to discover where the true opportunities for growth lie. They will have some ideas, but members are unlikely to be on the same page around the need or desire for change.
All too often, coaches design team coaching programmes around an initial brief given by HR or the team leader. The information shared is likely to be based on the giver’s view and may not represent the team’s view as a whole, and perhaps also misses the wider stakeholder perspective.
What’s more, teams operate in an ever-evolving context. New opportunities and challenges are coming over the hill every day, and the team needs to respond to these.
Programmes, methodologies, and tools that prescribe what ‘good looks like’ for a team and then take the team through a process to shape them into this version of good, can provide a sense of certainty, as we take comfort in having a process to follow.
But this is an illusion as we don’t know what the team needs before starting the work any more than we know what the future holds.
The best team coaching recognises that teams are complex, dynamic systems and high-performing teams are those that can navigate this complexity. They do this by getting into greater contact with each other, with the space between what is known and what is not, and by learning to collaborate to achieve their collective purpose. This is emergent work, and the team grows and transforms over time.
What if the key to unlocking real change lies, not in what we know, but in how we show up in the moment?
This is a question more coaches and leaders are beginning to ask as they grapple with the limitations of predefined frameworks. While tools and models certainly have their place, they can sometimes hold us back—keeping us stuck in a cycle of structure and predictability, while the complexity of real-world problems demands flexibility, presence, and emergence.
What Does It Mean to Work Emergently?
Working emergently focuses on what is happening in the present moment, rather than relying on pre-determined paths or rigid structures. It’s about responding to what is unfolding right now, both within the team and in the wider context. Emergence invites us to remain open, to adapt as situations develop, and to trust the process of discovery—both for the coach and the team.
This approach requires presence and attentiveness. Rather than relying on tools and models, the coach or leader remains attuned to the dynamics in the room, the energy and emotions at play, and the needs that surface in the moment. It encourages experimentation and curiosity, allowing teams to find solutions through dialogue and collaboration rather than predetermined strategies.
Why Models, Tools, and Techniques Are Not Enough
There’s no denying that models and techniques can be valuable. They provide structure, guidance, and a common language for teams and coaches alike. But they also have their limitations. Often, the reliance on these tools can become a crutch, preventing teams from truly engaging with the messiness of their situation.
Take, for example, a senior leadership team facing immense pressure to transform their organisation. Despite a series of away days and strategic workshops, the team remains stuck, unable to align on a clear path forward. Every session results in a long list of unresolved issues, and frustration levels continue to rise. In this scenario, models and techniques have helped surface the problems but have failed to create real movement.
The limitation of tools, in this case, is that they focus on content—the “what” of the discussion—rather than the process, the “how.” Leaders may become overly focused on advocating for their own solutions, talking over each other without building on the ideas of others. The result? Disconnection, fragmentation, and a lack of collective responsibility. This is where working emergently can be a game-changer.
The Power of Emergent Coaching: A Case Study
Let’s return to the leadership team mentioned earlier. This team, responsible for guiding a company on the brink of failure, had been through multiple away-days but still found themselves at an impasse. Every conversation opened up more issues than it resolved. The atmosphere in the room was one of frustration, with each executive advocating for their perspective without truly engaging in meaningful dialogue.
When the team coach stepped in, they noticed the dysfunctional communication patterns at play. Rather than imposing a new model or tool, the coach chose to work emergently, first inviting the team to reflect on their own process. They were asked to rate the quality of their content and the effectiveness of their interactions. The team quickly realised that while they were dealing with important issues, their communication process was deeply flawed.
From here, the coach introduced the idea of experimenting with facilitation roles. Over the course of the day, team members rotated the role of facilitator, with the rest of the group providing feedback on the quality of the dialogue. This simple yet powerful shift created an entirely new dynamic. The team began to re-engage with each other, focusing not just on what was being discussed, but how they were communicating.
Through this emergent approach, the team learned valuable lessons about collaboration, facilitation, and completing units of work. More importantly, they experienced a tangible shift in energy, engagement, and effectiveness. By trusting the process and focusing on the present moment, rather than rigid frameworks, the team found new ways to work together.
Why Working Emergently Is Critical for Leaders and Teams
So why does this matter for leaders and teams? The reality is that today’s organisational environments are more complex and uncertain than ever. Traditional approaches, which rely on linear problem-solving and predefined models, often fail to capture the fluidity of real-world challenges. Teams need the ability to adapt, to stay open to emerging possibilities, and to engage with both content and process.
Working emergently invites teams to operate with greater presence and awareness. It fosters a deeper connection to the unfolding dynamics of the team, allowing for more authentic dialogue and collaboration. When we let go of rigid frameworks, we create space for the unexpected—and it’s often in the unexpected that true innovation and transformation emerge.
For coaches, working emergently requires trust in both the process and the team. It means relinquishing control, being fully present, and facilitating discovery rather than dictating solutions. This approach not only builds the capacity of the team to handle complexity but also deepens the learning and development of each individual.
A Call to Action
As coaches and leaders, it’s time to ask ourselves: Are we relying too heavily on the comfort of models and tools? Are we missing the opportunity to engage more deeply with the present moment? Working emergently may feel risky at first—it requires a willingness to let go of control and embrace the unknown—but it can be the key to unlocking profound transformation in teams and organisations.
If you find yourself at an impasse with a team or a leadership challenge, perhaps it’s time to experiment with emergence. Start by observing what’s unfolding in the moment, and let the process guide you. You might be surprised at what emerges.
If you feel you could benefit from more guidance on how to confidently work emergently with teams, our Diploma in Emergent Team Coaching could be for you.
Come along to one of our free Intro To Team Coaching sesssions to discover more.
