Debriefing für die interkulturelle Teamentwicklung

Methodische und beziehungstheoretische Überlegungen

Abstract

Debriefing refers to the process of shared reflection and evaluation of a specific experience in a team on a meta-level. This process receives increasingly more attention in the context of (intercultural) team training as an independent methodological component. Most studies focus on the forms of debriefings and especially on the evidence of their effectiveness. The question of the relationship between trainers and learners, however, is rarely addressed. This paper argues that the design of this relationship significantly influences the process and the results of debriefings. The paper outlines the history and relevant concepts of debriefing. It then identifies possible areas of application before it classifies forms of debriefing in terms of the exercise of power by the person facilitating the debriefing. Finally, factors that have an influence on this power relationship between the team and the facilitator are reflected in a critical way.