In today’s VUCA world, potential challenges wait on diverse levels: missing resources, communication differences, innovation, .... Whether a team or an organization is resilient enough or fails during adversity is considered to largely depend on the capabilities of employees and their leadership. Teams are required to work together. Even more so if the team is looking for a new strategic positioning. Quadrat AG recognized that and proactively reached out for assistance in that process and the team development to support team resilience.

The concept behind this study is the practical application of theory about team resilience and mindful leadership to the case of Quadrat AG. For this purpose, qualitative analysis with inductive and deductive reasoning was conducted in form of semi-structured interviews with the whole team of the organization. In combination with the theoretical framework on other available research about these topics, this qualitative social research was evaluated and summarized in an action plan for the organization.

The research and interview evaluation allowed a good overview of the current state of team development of the team at Quadrat AG. With the established action plan based on that knowledge, this thesis offers practical steps to support its team resilience. The action plan is divided in actions before, during, and after adversity. Each section includes subpoints with specific interventions and methodologies to enhance the process of building a resilient team. For the client, another benefit of this thesis and crucial point in the action plan, was a facilitated two-day workshop focusing on mindfulness and resilience for a positive team development. Furthermore, this action plan is expected to be generally applicable and not specified to the respective team. The client can make use of that and serve as a role model for other companies. This can open new opportunities and strengthen relationships between parties.