In organizations, teamwork is required for achievements of any significance. The most powerful team is the one led by the line-manager. Each team member must perform a function such that, together, all the work of the section, department or division is covered.
Most middle-ranking and senior employees are on several teams: they lead in at least one, follow in some, and are one among equals in others.
Where the team is near the front-line, there is a lot of personal interaction which facilitates mutual understanding and creative cooperation irrespective of position. Where team members are senior and control a large division, the daily rubbing of shoulders in relation to tasks does not occur, and so the personal situation is trickier.
The person accountable for a senior team's end-result, the CEO or a General Manager, has to lead chiefs who are leaders in their own right and with their own complex concerns. If you think that efforts to activate creativity might produce the best result, you would surely be right. But there are commonly obstacles in the way that senior managers attempt to( ).
Teams appear to be most relevant in the odd-levels of the Framework, where the output orientation is outward (and the creativity orientation is inner-mental). Taking these from the top:
I will review the relation of enthusiasm and support to handling any challenge.
Keep the framework in mind by reference to the diagram and this matrix:►
|Method||What You Must Do||How Others
|RG35||Activate!||Explain some essential desired benefit.||Generally ►
By recognizing the value of the project.
|Network of believers.|
|RG34||Appreciate!||Value the other's importance.||Inter-personally ►
By reciprocally recognizing your value in the project.
|Tight clique of mutual supporters.|
|RG33||Share!||Offer details of experiences relating to progress.||Intra-personally ►
By emotional encouragement and useful ideas.
|Handful of productive friendships.|
|RG32||Interest!||Attract latent curiosity by appeal to interests.||Contributory ►
By useful tangible assistance short of doing tasks.
|Circle of affiliates and associates.|
|RG31||Engage!||Induce others to work alongside.||Functionally ►
By initiating and completing relevant tasks.
|Team of working colleagues.|
Organizations are usually focused on results: i.e. the Group ( ) that snuggly fits this zone. Its natural social form is, conveniently, a «team of working colleagues». But are they a team? Only in name, if are lacking.( ). And is the
There is no reason why a team should not be at different times:
However, such coverage of all thedepends on focusing . So take each in turn:
Making demands and threats promotes action while weakening, and interfering with adaptive . So creative energy drops.
Imposing tasks, even if they are adapted to individuals, undermines. So creative energy drops.
Manipulative, disinforming and secretive tactics weakenand harm social bonds, leading to defensive . So creative energy drops.
Humiliation and denigration create painful- and make little contribution to . So creative energy drops.
Using carrot-and-stick methods, - , and assumes a lack of - . So creative energy drops.
Originally posted: 17-Feb-2012