🌓 The Stratum 4 Team
Accountability: Rethinking profitability and creating breakthroughs.
🌔 The Stratum 5 Team
Accountability: Reshaping competitive position and business model.
Introduction to Team Design Constructs
Every existing team is divided into a majority of higher/lower developed, and a minority of lower/higher developed, team members.
This intrinsic developmental conflict in teams (say, between L2 and L3, instrumental vs. other-dependent) accounts for both their failures and potential successes.
The nature of the developmental tendencies found in the three developmental ranges differ:
- L2 to L3: have a tendency toward other-dependence
- L3 to L4: are on a search for authenticity
- L4 to L5: are on a search for transcending own limitations and joining a bigger vision of the world.
Behavioral Prompts for Team Design
Communication: how do people who make different kinds of meaning of the team’s purpose and goals manage to “understand” each other?
Team Cohesion: what holds a team together? How are different accountabilities defined in a team? What is the team’s relationship to other teams in the organization, seen as “them” versus “us”?
Relationship of interpersonal to task process: is team members’ relationship issues trumping the furtherance of tasks and goals in the team, or vice versa?
Optimal problem solving and planning methods: relative to the team’s specific universe of discourse (focus of attention), what are the most effective planning and problem solving procedures?
Conflict management: what is the root of the conflict in a team, and how is it managed?
Optimal conditions for team success: under what conditions do developmental differences in the team contribute to the team’s success?
Need for, and relationship to, power: do those more highly developed also have more political power? How do those less developed relate to team members in power?
Leadership sharing: does team consensus enable sharing of responsibility and leadership?
Optimal leader: given that developmental diversity in the team is high, what person in what role can be considered the team’s virtual or actual leader?
Ability to handle risk: can taking personal risks be expected from team members, and what scaffolding for taking risks is needed from a coach?
Team Design Constructs and Behaviors made possible by Otto Laske IDM
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