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A part of the process of inclusion is that which one commonly calls induction. If you wish to know the specifics of a team, then it is usually worth examining how this process is carried out. How does a new team member experience induction? Often, it is only a simple briefing about the technical processes. If this is the case, it lengthens and hinders the establishing of a functioning team parameter and it reduces the performance of the team.

It makes sense to explicitly inform the new member about many more aspects at the beginning.
Here is just a small selection as a stimulus:

What is my task? What are the expectations of me? Who are the actors, inside and outside of the team, whose expectations are particularly important? Who can I disappoint and who not? How does one work here? Which mistakes are forgivable and which not at all? What are the explicit and implicit rules of togetherness and collaboration? Who gets on with whom and who does not? Why is this? What are the important events in the history of the team that I should know about as a new member? What allows me to be seen as competent here? What informal hierarchy is there in the team? Who can I ask if I don’t know how to proceed? What would make me a traitor to the team? How does the team celebrate?

The more explicit the communication about this, the quicker a person can bed into the team. Then all dysfunctional uncertainties in the team can be reduced more quickly to then unitedly concentrate on achieving the goal.

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