Adaptation of Team Goals

The necessary regulation of team goals has a series of consequences, which leadership and consultancy ought to keep in mind. The less the team members can, wish to or are permitted to introduce their own new goals, the less ‘adaptable’ the team is. Only in limited, dynamic and complex environments should one, therefore, direct the …

Four aspects and their combination are particularly helpful for the differentiation of goals. In this way, a better understanding of the guiding process goal setting and its pattern can be achieved (we base this, partly along with other terms, on a concept by Eberhard Stahl). • there are goals which are decidable by teams and …

Only this combination enables the team to deal with its own goals, as well as those of the organisation and its members. Things, which are transparent and decidable are discussable, disputable, capable of alternatives, conflict and consensus. This is a precondition for goal setting within the team, which enables working on the goals without distractions. …

Here, the playing field of concealed interests lie. Concealed interests pursue goals, hidden, without communication and in the background, where, actually, they ought to be decided jointly as team goals. The list of reasons and motives, as to why interests can remain concealed, is very long. • People’s motives: Here, feelings of fear, guilt and …

There are cases in which a team is in a situation where the goal is not openly declared or is concealed. This may have something to do with the personal motives of the team leader, with a subject matter which is (or must be) kept non-transparent for legal or tactical reasons, or else with the …

Prescribed and transparent goals are necessary in organisations. Therefore, teams without organisational involvement and teams in organisations differ significantly (For this reason alone, the frequent comparisons between works and sports teams can sometimes be very inappropriate). How these prescribed goals affect teams depends upon several factors, on both, the side of the goal setting instance …

In the last third of the last century, team work was the carrier of hope: it was associated with emancipated ideas of freedom or at least the reduction of hierarchies; it was interlinked with the farewell to ‘alienating’ working conditions (person to person instead of with machine) and it was a promise of being able …

Here are some questions which you can, as team consultant, pose with the team leader during a contract clarification interview. The following topics should be addressed in each case and, according to the situation, deepened: • What is this about and who is this about? • Who belongs to the team and its relevant environment, …

For the consultant, it can be of great benefit if he can also speak to key persons/function leaders in the team’s environment. These can be interfaces, conflict partners, customers, senior managers, personnel department etc. In such conversations it is particularly important to • create an atmosphere, in which it is more probable that the conversation …

The formal client is the team leader as the representative of the organisation. The social client, however, is the entire team. This must also be mirrored in the contract clarification, in which the team members can position themselves in such a way that they can name to the team developer their goals, topics and concerns …