The Collaboration Company
What is Team Dynamic Intelligence?
Team Dynamic Intelligence is the capacity of a leadership team to balance independent thinking with deep connection, enabling smarter collaboration and stronger collective outcomes.
​​​
Every leadership team is made up of individuals who see the world differently. Each person brings unique insights, experiences, and expertise to the table.
The opportunity is to create an environment where people can think for themselves and feel genuinely connected to the team at the same time.
This is what we call Team Dynamic Intelligence. It unlocks untapped potential in every leadership team.
Through data-driven insights and practical habits, we help teams become more aware of how they collaborate and make decisions. This awareness strengthens alignment and decision quality so the team can perform at its best.
In a world where complexity and pace can fragment even the best teams, Team Dynamic Intelligence keeps leaders connected and focused on what matters most.
The untapped potential of teams
We've gathered in groups to collaborate and make decisions for thousands of years.
​
Today we call it a meeting.
And while we're meeting more than ever before, unfortunately most meetings are ineffective or at best they're 'fine'.
​
We don't think 'fine' is OK.
​
Employee engagement is at an all-time low just as work is changing faster than ever, fuelled by technology.
​
To be able to adapt and innovate at pace, we believe teams hold untapped potential to make smarter, more intentional decisions that drive change at pace.
​
Using AI and deep knowledge of team dynamics, we’ve codified how groups make decisions so we can identify what unlocks collective intelligence. Our approach stands apart because we connect what people say about collaboration with what they actually do in real time.
Re-imagine how you see your team
We all know when a team works well together.
​
But when a team underperforms we tend to blame the leader or perhaps a disruptive individual. Or maybe it's an external factor that's holding the team back.
​
Our approach moves away from blame and towards understanding what’s really happening in the team.
​
Our framework provides 3 mindsets to understand and unlock exceptional team collaboration.
​
MINDSET 1: OUT OF THE GROUP​
This is a mindset where our individual position is dominant. It's a place where we are anchored in agency and self-control. The shadow side is feelings of isolation or exclusion. The signals that a team might be operating from this mindset is being overly polite or watching your words so you don't say the wrong thing or cause offence.
MINDSET 2: IN THE GROUP​
In this mindset the team has a strong sense of belonging and cohesion as people build on each others ideas and step into challenging conversations. The shadow side is that belonging feels so good people stop questioning, and the need to maintain harmony overrides honest challenge. The signals that a team might be operating from this mindset are when meetings feel positive but safe, disagreement is rare, and decisions take longer than they should.
​
MINDSET 3: WITH THE GROUP​
This is the mindset where individual members feel they can be themselves AND connected to each other at the same time. This is the mindset where the magic happens. People can challenge ideas without putting strain on relationships. They speak their truth because they care about the outcome, not because they want to be right.
When teams reach this space, the quality of conversation, collaboration and decision-making transforms. They’re drawing on both individual intelligence and collective wisdom
​
That’s what high performance actually looks like.
It's not perfect harmony, rather a shared awareness of the dynamic tension between being an individual with agency and part of team that has the potential to achieve more that any individual could alone.
It’s all in the details of collaboration
Every team says they want better collaboration.
Setting that intention sends an important signal about what matters as a team shapes its culture.
But when you go a step further and ask, “What does better collaboration look like?” or “How would we know if it improved?” it becomes clear that everyone sees it differently.
The real challenge is that what teams say they want and what they actually do can be worlds apart.
Our approach focuses on the mechanics of conversation: the real-time moments where collaboration and decision-making happen.
Think of it as bottom-up improvement through awareness.
We surface the small moments that often pass unnoticed, then connect them into patterns of behaviour that show how a team truly works.
That visibility helps teams change not just what they believe they do, but what they actually do together.
There are five critical moments that have a significant impact on collaboration and decision-making.
In complex, high-stakes environments, collaboration isn’t a nice-to-have. It’s what keeps decisions grounded when the pressure rises.
Our validated research shows that these five recurring moments have a measurable impact on how collaboration and decision-making unfold.
Statistically distinct and behaviourally visible, these moments shape the quality of conversation, pinpointing where collaboration accelerates or fragments and where decision quality is strengthened or compromised.
STARTING THE MEETING
The opening moments of a meeting hold visible and hidden signals that show whether direction is clear, inclusion is genuine, and shared intent is in play.
EXPLORING IDEAS
The way different perspectives are explored shows whether thinking becomes a shared, collaborative process or fragments into individual contributions, revealing how aware the team is of how it works together.
WHEN THINGS GET TENSE
The way tension is handled when the conversation gets uncomfortable shows how difference is worked with and how collaboration is sustained under pressure.
MAKING DECISIONS
The way decisions take shape shows how assumptions are brought into the open and how responsibility is shared, revealing how confident the team can be in what it decides.
ADAPTING
The way a team reflects and gives feedback shows how it turns experience into learning and whether it can truly adapt together.​​​
Understanding how collaboration really works is how leaders build teams that perform under pressure and decide with confidence. We give leaders the visibility and insight to make collaboration a competitive advantage. We’re not redefining collaboration, we’re showing what it actually looks like.
BRad
Brad Jennings