The ways and means in which one communicates about goals, is one of the most important processes in teams. The function of the team goal is a focusing on actions and intentions. System-theoretically, stability is always a circular, dynamic process, never a once-only action.
Therefore, goal communication cannot and may not, at least in complex working environments, take the form of instructions. The sentence “Do it like this!” is not circular. No communicative feedback takes place. The employee, who is responsible for the goal of the team, then does not remain a team member on the communicative level but becomes an implementing organ (robot) for a single instruction. This process, in a more hidden form, can also be found within the leadership in setting (yearly) goals (MbO), and then the employee holds onto the defined goal, which was set at the beginning of the year, although he knows that this has already lost its usefulness or has become wrong, and no mid-year communicative feedback follows.
The more volatile the external environment of the team, the more dynamic the organisation and the more fluctuations there are in the team and the more essential is a sustained, regulated communication about goals and tasks; otherwise the team is in danger of doing the wrong thing correctly and with the greatest competence.