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Guiding Process Interaction Patterns

To form a pattern which regulates all interactions within a team is one of the six guiding processes of each team dynamic. The guiding distinction lies in the question: – “What is permitted in collaboration and what is not?”

For collaboration to take place, complexity-reducing structures are required, i.e. patterns. This commences with a team creating common rules. Those who work in teams know the effects of a stranger with different customs and habits arriving. Everyone has seen those alienating glances, where a person does not know the team rules and doesn’t behave appropriately. Every team has patterns which its members quickly adhere to, consciously or unconsciously. By and large these rules can be identified on a non-verbal level: How and which information do I pass on and when? To whom? Who do I approach with problems? How do I seek help? How do I express criticism? How does one celebrate and how does one deal with failures?  Or with competition? These are just a few of many questions which are settled in every team and which any new members ‘absorb’ within a few days. The retention and validity of these rules is constantly reviewed. They are generated, varied, strengthened or weakened according to the situation. Each interaction is positively confirmed or negatively sanctioned. Without the order, created and cultivated in this way, the team would collapse. One could say that its existence depends upon the maintenance of its interaction patterns. Counselling of teams therefore also means that one recognises these patterns, reflects upon them regarding functionality in achieving its goals, examines the motivation of its members and, if appropriate, helps to change these.

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