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Team Development Techniques for Interaction Patterns

The guiding process interaction patterns is the classical field in which, usually, team development processes are utilised. The handbooks and workshop books regarding this are endless. If one wishes to work with the team dynamic principles developed here, then the most important thing is to choose techniques which avoid normativity (“This is how a good team and good communications look!” etc.)

However, in workshops you can work out very well what the sanctioning patterns (desired/undesired) of a team are:

Who sanctions whom? Out of antipathy, for technical reasons, due to competition, out of fear, out of a sense of duty, because of orientation to norms? Unilaterally or mutually? All against one or one against all? During which factual topics or problems are rules, norms and values usually brought into play? Where does the team split or fall into sharp conflicts?
When does one sanction? Immediately or after a delay, situationally or with trade-offs?
How does one sanction? Openly or indirectly, in a one-to-one conversation or in the group, soberly or aggressively, with arguments or with shaming? With words, with looks or with deeds? Bullying? Isolation? Public ridicule? Withdrawal? Silence? Public praise? Celebration? Preferential treatment? Incentives? Tributes?
Where does one sanction? In meetings or in the canteen, behind locked doors or openly?

All these questions, or the answers to them, can be examined for functionality or dysfunctionality in team developments, with regard to whom, what, and when. As mentioned above, for this you can find a multitude of procedures, whose sense or non-sense lies in the theoretical justification for their application.