Teams

 

Today there is a glass ceiling on the performance of teams. Often the possible is known, can be strategized for but remains out of reach because personnel have reached the limits of their time and energy in coping with the demands of the work place. The contribution of teams is highlighted here to reveal the nature of their potential contribution. The internet is silent on estimates of their potential contribution to the enterprise, i.e., an enterprise's latent potential.

Conventional teams are 'static', have a defined profile of activities and have personnel nominated to them. The assignment of personnel can change. The performance of an enterprise is determined by 'dynamic' teams. They are defined by the interactions that take place among knowledge centres, viz., knowledge flows, and not the nomination of personnel. The sharing of vision together with feedback for group learning, i.e., an open environment, builds trust for 'dynamic' teams leading to superior judgment, better understanding of relationships, swift decision making, and higher order innovation. Efficient static teams are needed to create the organization and support base for effective dynamic teams.

Teams overcome Defense reactions / Learning disabilities :
These are unconscious behaviors that serve to reduce stress. Honest flow of knowledge leverages the creation of a team to emerge the underlying reality behind the obvious events and symptoms.


Teams isolate the assumptions and generalizations:
The flow of debate reveals the biases and mental sets that camouflage the reality.

Teams emerge the reality:
Thinking driven by short term gains often falls prey to either the obvious or to biases. The obvious can engage personnel effort in pursuit of fixes instead of success while biases can derail judgment. To a considerable extent the reluctance of personnel to venture out from comfort zones created by defense reactions, learning disabilities, assumptions and generalizations furthers the distortion of reality. Free flow, with its spirit of feedback and openness, stretches the comfort zone to aid the perception of reality. It stands to reason that the rising pace of change is shrinking the comfort zone and turning it more rigid.


Teams harness the unconscious:
According to anthropologist Edward T Hall. "The drive to learn is as strong as the sexual drive-it begins earlier and lasts longer." The natural desire to learn and participate facilitates open thinking. This is a known force for harnessing the unconscious to drive innovation.


Teams create time:
Ability to work and interact at ones own convenience is one aspect of time creation. Personnel take time to appreciate the reality if left to their own resources. The process of dialogue amongst team members speeds up the emergence of reality. The reduction of time to reality is another and valuable aspect of time creation.

Per Jim Collins excellent organizations average seven times the performance of comparative companies in the stock market. They number under 1% of the stock market. This tallies with our own estimate that organizations access under 20% of their potential ability because of under-developed teamwork..

 

We expect Waykm to shatter the glass ceiling with its creation of intelligent energy to organize feedback and drive the free flow of knowledge across the enterprise, undeterred by departmental boundries while at the same time respecting them.