Starting point
Three objectives were worked with over the course of six sessions:

• To get the unit head and the whole organization well through a period, in which the second in command was working half time.
• To ensure proper sparring about important decisions.
• To investigate organizational effectiveness given that the unit had doubled in size, especially the work and role of the members of the management team.

Analysis
In relation to the last bullet, the conclusions were:

1. The work of a management team member had outgrown the capability of at least one member.
2. The unit head should and would radically change his priorities and to a much greater extent focus on the overall, long-term and strategic aspects of the unit’s development. Time was spent to become clear on how to actually make that change.