Teams on the Flexibility Pole
Teams that shape their preservation patterns in such a way that primarily the flexibility concerns (and not the routine concerns) of the organisation are satisfied, often look like this to the observer:
Almost all the team members have double loyalties. This is often, but not only the case in project teams, or in matrix structures. Therefore, the team is characterised by the fact that all, to put it simply, have two bosses (the famous dotted line, perhaps) or members, formally or informally, are in two or more teams. This creates conflicting communication and relationship situations. The individual often neither knows about himself, nor about others, which loyalty will prevail, in the case of doubt.
These flexibility concerns of the organisation usually weaken the cohesion in the team, particularly when one leaves this task isolated, to the respective (individual) persons. The situation changes at that moment, in which the regulation of double loyalties and the necessary flexibility associated with it, is understood as a team task, spoken about openly and reflected upon. Only then does it become possible for such teams to solve the tasks they have been set, so that the inevitable disappointments, at whatever part of the organisation, do not lead to chronic demotivation.