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Organisations use teams to accomplish their goals. Expectations are connected with this. If it does not wish to have problem, the team must fulfil these. So far, so good and as such nothing exciting or new. But motivating the organisation about the fulfilment of the expectations and the achievement of goals has its difficulties. On the one hand, these expectations are contradictory and on the other hand they very often stand in opposition to the expectations of the team members. Team members usually orientate themselves by sympathy, whereas the organisation rather directs itself by competence and suitability to the situation.

Team members desire self-determination, the organisation wants decision making processes and structures. Team members want to do it the way they think fit, but the organisation requires overreaching processes of control and supervision. Click here for a small chart relating to this.

Teams, therefore, inevitably react allergically in some respects: “Now what are they dictating from above?” All impulses from ‘above’ threaten to limit the team’s autonomy, to disturb well-established conditions, to prohibit popular methods or, from the viewpoint of the team, to enforce disturbing activities (e.g. controlling reports!). It is, therefore, anything but easy, or self-evident, to serve or comply with the requirements of the organisation. Here the danger is that the team splits: the team leader feels responsible for the interests of the organisation, whereas the team members engage themselves for the interests of the team. If the team leader doesn’t engage himself for the organisation, he is in danger of threatening himself or his career. Therefore, for the maintenance of the team it is of great significance that all, together, take responsibility for the motivation of the organisation