Here is your English translation, keeping a professional and consulting-style tone:

In a context of organizational transformation, our client, a leader in future mobility, was facing a paradoxical situation: highly skilled teams, yet collective performance hindered by relational tensions, increasing psychological fatigue, and a progressive loss of meaning.

The observed signals (latent disengagement, defensive behaviors, conflicts, mental overload) reflected a systemic misalignment between the necessary strategic cultural shift, employees’ needs, and ways of cooperating.

The executive leadership aimed to go beyond a traditional diagnosis to understand how the collective truly functioned, identify key leverage points, and recreate the conditions for deep transformation: moving from a traditional industrial corporate culture to a start-up culture.

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Approach

We designed and deployed a TeamUp framework based on two key principles:

• Sustainable performance relies on psychological safety, which is essential for collective learning, cooperation, and innovation.

• Observed behaviors are adaptive responses to unmet needs.

The approach included:

• individual pre-interviews,

• collective workshops,

• visual and experiential tools (needs mapping, collective journey mapping),

• an explicit analysis of underlying human mechanisms (defensive ego, disengagement, passive-aggressive behaviors, mental overload).

The goal was to make real tensions visible, understand their systemic causes and collective impact, and turn them into actionable pathways for change.

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Diagnosis

The analysis highlighted three core findings:

Persistent organizational ambiguity
The coexistence of multiple cultures (industrial, agile, start-up) without shared explicit rules created conflicting expectations, unclear roles, and weakened managerial legitimacy.

Unmet collective psychological needs
Needs for safety, recognition, clarity, and autonomy were insufficiently addressed, leading to protective behaviors: withdrawal, irony, rigidity, opposition, or overcompensation.

Risk of silent disengagement
Without intervention, teams risked gradually shifting toward organizational disengagement: continued presence, but declining energy, initiative, and emotional involvement.

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Leveraged Drivers

The TeamUp program helped shift perspectives from individuals to the system, from behaviors to needs, and from tensions to concrete levers for action.

The main drivers activated were:

Clarifying the collective operating rules: who decides what, on which topics, and with what level of responsibility.

Re-establishing a safe relational framework: naming at-risk behaviors, setting explicit rules, and reinforcing the managerial role in regulation.

Transforming tensions into collective work material: workshops helped connect causes and effects, move beyond individual interpretations, and build realistic actions owned by the teams.

Re-energizing engagement through concrete action: each group defined short-term commitments (actions and rituals), creating early, visible wins.

 

Observed Outcomes

At the end of the program, several shifts were observed:

• Improved shared understanding of the human dynamics at play within the team.

• Reduced implicit tensions, replaced by more explicit and constructive dialogue.

• Renewed sense of belonging and collective responsibility.

• Strengthened ability to express needs, regulate disagreements, and adjust practices without over-personalizing issues.

Beyond team building, the program laid the foundations for sustainable behavioral change, a key condition for cultural transformation.