Analysis of Team Guiding Processes
As leader, project manager or team consultant one requires an image about how a team’s guiding processes are constructed and how they are maintained. (More detailed questions, which are helpful here, can be found in the circles around the ‘analysis of team guiding processes’ in the metatheory of change <a href=”https://metatheorie-der-veraenderung.info/wpmtags/analyse-der-team-leitprozesse/”>Begriff</a>).
It is important to have a minimum of two answers to key questions for each of the guiding processes, if one wants to work in a team or influence it:
- Goal Setting
• What is the task/goal towards which everyone is directly or indirectly working?
• Who can decide whether this goal changes?
- Goal Processing
• What is more important in the case of doubt: the issue or that the other person is satisfied?
• How are decisions made?
- Interaction Patterns
• What must one do to be successful here?
• What is regarded as wrong, improper, unsuitable or poor here?
- Team Preservation
• What is more important in the case of doubt: the issue or that the stakeholders are satisfied?
• What regularly causes conflicts?
- Team Parameters
• What does one have to do or be, to be excluded?
• What does one have to do or be, to be chosen as a new team member?
- Team Reflection
• Are there taboos which are not spoken about?
• Is there sufficient opportunity to reflect upon fundamental and important questions?
It is important that one never succumbs to the temptation of evaluating a particular phenomenon, a particular manner or a particular procedure in a team only positively or negatively. The discipline of always seeking the other side of the coin in the evaluations and explanations about a situation, is not always easy to achieve and usually requires training and practice. This does not mean that one can no longer evaluate phenomena, it just means that if one only sees the one side, one usually generates less influence and intervention possibilities than is possible or necessary.