Acceptance clarifies the question of membership and role. And is crucial for participation and well-being in the team.
To create wholeness in the team, the team must accept that all people are different, have different reaction patterns, ways of saying things, acting, and believe that everyone has important reasons for acting and being the way they are. And as little as possible condemn or justify these ways of being, but explore and experience them as they are.
When this exploration becomes an integral part of the action, team members will experience a reduction in fear and mistrust, find it easy to express emotions and conflict, accept "idiotic" behaviour, and achieve a high sense of personal adequacy and confidence in the group's capabilities and performance. - Increase the team's effectiveness.
On the other hand, the team may avoid accepting members as whole people and only accept and justify individual characteristics, behaviours and reactions. This creates a strong need to protect against 'negative' and 'inappropriate' behaviours and reactions. This will often lead to fear and distrust, facade production and lack of acceptance of oneself, and therefore of others. Team members hide their personality (identity) and become afraid to take initiative. The team will not utilise all resources and there will be a lack of efficiency in the group.
Acceptance relates to membership regulation and is the element that is most important for an effective group. There are many methods and systems for developing good membership regulation, and it is often an ongoing process that can be started and maintained through a team building process.
- A participatory structure
In the information society, data flow is a highly topical concept to deal with, both in terms of the flow of information and the quality of the data being sent around.
The ability to make decisions is completely dependent on data flow. Good decision-making requires having as solid a basis for decision-making as possible, which is achieved by having a good flow of information, which also enables you to make quick decisions.
Questions that arise in connection with Data flow are: What is the level of information in the group? Does everyone get to know everything, or is anyone being 'bypassed'? Is everyone being heard, how do we sort and disseminate information, and how fast does it happen? etc.
What is the quality of the data and how relevant is it to the team's mission, values, goals and identity? What formal and informal rules exist? What are the opinions and attitudes of the different members for the decisions made? How they see things, their attitudes and opinions.
When Data Flow doesn't work well in a group, people find shortcuts, slander others. Lying and being dishonest, withholding information, denying feelings, flattering others, speaking very politely, or being concerned about not hurting others.
When the Data Law is positively clarified, communication is free and open, information is free for all, and everyone can express their opinion. Expert resources flow freely in and out of the group and are utilised to solve problems. Conflicts are recognised, addressed and used in problem solving and creative action. Feedback is used to modify goals and decision-making. Activities are related to the goals.
Having clear, accepted and concrete goals is central to team productivity.
Many people often feel that goals are given in advance and by others. This often leads to a lack of commitment and responsibility towards the goal. When this is the case, other goals, such as working to make money, "we do it to get it over with" or being "good employees" are often given, and many resources are wasted because such goals do not provide the same energy as goals that emerge through collaboration.
Imagine a football team just before kick-off, all the players have the same end goal - to win the game. But when the game starts, they start running in different directions. This is how it works in many organisations. Everyone wants growth and market share, but when we go through the process of getting there, we are confused. The reason could be that we haven't set the process goals, the goals are unclear and the employees haven't understood or accepted the goals.
For the team to be productive, you need to go through a goal-setting process. Where the group addresses questions like: what do we want to work towards? How can we work together towards goals and visions?
Out of the goal preoccupation comes the question of productivity.
What is productivity for us? Who produces good humour? How can we be creative, grow and learn? What qualities and skills does the task we are about to embark on require?
A negative goal-setting process can lead to apathy, flight, withdrawal. Resistance passive or active. Increasing followership and status needs. Low-commitment, spending energy on persuasion, advice, "helping" or changing others.
A positive goal-setting process will give team members opportunities to integrate their personal goals with the group's common goals. Solving the problem of purpose and productivity. Team members show purposeful, creative work and productivity. Conflicts are minimised. Goals are explicit, verbal and change as the task is completed. An optimal number of team members are active. Individuals are free to leave the group, people learn, grow and change - goals are achieved, results are created.
Control in a team has two faces.
The problem of control often grows into organisation. How can we organise ourselves to have control? The first control problem disappears when the data flow and acceptance elements are resolved positively. Once the members have built trust and acceptance in the team, the problem becomes quite small.
The productivity control is handled by "all" team members in case of a positive outcome, and corrections are made continuously.
Unresolved control elements give symptoms such as counselling, debating, arguing, constructed conflicts, power struggles, manipulation strategies, leader created control systems. Clique formation, often latent or deliberately masked. Concerns about leadership, formal job descriptions and organisational positioning.
Positive clarification of control is demonstrated by: legitimate influence is easily feasible, the power structure is open and manoeuvrable, and it changes with expert dependence, the nature of the problem, and the situation. The organisation is spontaneous and emerges in relation to the problem, the organisation is easily changed and it is co-created control systems.
Maximum flow of communication, minimum formal reporting and channelling of issues.
- A participatory structure.
