Collaboration can be a wonderful tool when used correctly. This module challenges the group to think about the potential frustrations and how to side step them to make collaboration as effective as possible.

Everyone works slightly differently, but those differences can create challenges when there is no understanding of why others make different choices. Using the science of Carl Jung as the foundation, the group takes a quiz to understand their own working style and those of their colleagues more deeply.

Every team needs time to form and grow together. Using Tuckman's model for team development the team members assess and understand where they sit today and how to move forward more effectively to become a high performing team.

Change is hard, no matter who we are. When the change is seemingly positive those negative feelings can be even more upsetting. Using Elizabeth Kubler Ross's science around the stages of change the group gets a chance to understand their feelings and develop a plan to move more effectively through the change.

We all want to be the best colleagues we can be, but as we develop relationships with our colleagues we are fighting against years of bias regarding how we feel people should act and behave. Using Amy Cuddy's model for creating relationships we look at preconceptions that may be affecting our ability to build new connections.

We can all get stuck in a rut. Sometimes we need to challenge ourselves in our role to continue to grow and develop. Using the science of Csikszentmihaly the group assesses their current roles and responsibilities to see what changes they can make to get to a positive energy with their work.

For something we have done our entire lives we are not always aware of how we build trust. Using the science of Meister, Green and Galford, the group assesses their relationships to each other and those around them, such as colleagues or clients, to see how they can develop those relationships more effectively.

Very few people try and shirk responsibility at work. We know what needs to be done, but we don't always feel that we have the resources or authority to make those things happen. Using the Accountability ladder we challenge the group to take ownership of the issues in front of them.

"Feedback" has become almost a dirty word at work. If we hear it we think we are in trouble, or are about to be criticised. Using Kim Scott's model of Radical Candor we reset the goal of giving and receiving feeback into an exercise that people should value, and even crave.

Many frustrations at work come from the simple issue of lack of clarity around roles. Whether it's in a meeting, on a project, or across a division. Using the RACI model of project management the group will assess real challenges to assign roles and build a shared understanding of success.