Oscillation in the Interaction Pattern
The guiding distinction confirming/sanctioning with regard to goal processing in teams is an expression of a paradox. Its processing, like with all paradoxes, leads to oscillating effects.
A team depends upon everyone saying what they mean. This applies with regard to goal setting and processing, as well as for team reflection. Without the relevant information and perceptions of the members, the room for alternatives, and, with it, the decisions, become poorer. However, he who says what he perceives, means and wishes, always risks rejection with it. Instead, one looks what others do and listens to what others mean and want. One allows oneself to be led and does not lead.
Through this, a vacuum of leadership, influence and decision-making is created. This vacuum is then filled, by risk-averse members or by the leader, by stating what they perceive, think, feel and desire themselves. But this exposition can also lead to contradiction, overload relationships, attract criticism, and makes it hard to find the necessary allegiances. This is noticed by everybody. Therefore, one becomes more careful about what one says.
The oscillating sequence then looks like this: expressing an opinion >> fear of negative reactions >> adaptation effects >> action and decision-making vacuum >> expressing an opinion >>.
Such oscillation between the decision-making poles are often lamented, because they are interpreted so that one does not know how to proceed and what is now right. In this theory, however, this phenomenon is seen as the unfolding of a paradox in time, and it is, therefore, an unavoidable aspect of team dynamics.
The guiding distinction confirming/sanctioning with regard to goal processing in teams is an expression of a paradox. Its processing, like with all paradoxes, leads to oscillating effects.