Don’t ignore the underworld of poor team work.

No other discipline can deliver results as powerful as can OD in the domain of teamwork.

This having been said, too many OD practitioners look at teamwork out of context and proceed to work with organic teams or “cousin groups”  to develop team effectiveness before examining the context in which the team operates.

This post will focus on what an OD practitioner needs to both look at and deal with in order to create a context for team work, regardless of the specific team.

1) Does the organization have an expectation that clearer defined roles and responsibilities as well as adherence to process are essential to team work?

Because the truth is:  teamwork’s added value is that it compensates for the inability of process and total role clarity to enable the work flow. Often poor team work is a result of overdosing on process and clarity  to control work flow.

Creating a context for teamwork entails working on teamwork as a compensation for the system in order to get it to work.

2) Does the organization recruit team players at the top?

Because if the organization is led by people who maximise their subsystems. there “ain’t gonna be no teamwork”.

Creating a context for teamwork entails working on the optimization of subsystems at the top of the organization.

3) Does the organization fund face to face interaction?

No amount of technology can compensate for the alienation inherent in the global configuration of organizations. People who do not meet face to face will not be able to work well as a team, especially if the issues at hand are complex and need a lot of healthy heated interaction to solve.

Creating a context for teamwork entails insisting that face to face dialogue is budgeted.

4) Does the organization overcommit to its customers?

If the organization has hallucinatory  commitments to its customers, the entire organization will be covering their ass to show that they are not guilty for the inevitable slips that will occur in both schedules and costs. Teamwork in over committed organizations is a critical success factor, but very rare.

Creating a context for teamwork entails removing the “blame game” and working on the over commitment, not just the team work.

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What is a Global Literacy? (updated)

In the spirit or brevity, I have put together a very short list of components which constitute “global literacy”, i.e., the ability to be fluent and effective in the acutely diverse global workplace. This list is based on my observations of highly effective managers in the global work place.

  1. Understand where other attitudes and behaviour different from your own come from due to an awareness of the limitations of your own culture
  2. Non-judgmental about how things get done
  3. Ability to build personal trust to transcend differences
  4. Ability to mitigate the imposition of your own cultural preferences. (like: be open)
  5. Behavioural and attitudinal flexibility to work with people and teams whose major shared domain is that they are different
  6. Ability to shelter global staff from corporate absurdities whilst inculcating central values and behaviours which cannot be compromised/

This is the focus of ALL the coaching/consulting that I do with teams and individuals who need to acquire global literacy. My experience is that very little falls outside this list.

Follow me @AllonShevat

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