Coaching the Team at Work 2 by David Clutterbuck

Author:David Clutterbuck
Language: eng
Format: epub
Tags: -
Publisher: Quercus
Published: 2020-01-17T00:00:00+00:00

5 I have been unable to retrace a study some years ago in New York that found multiple meanings of ‘Have a nice day’, including at one extreme, ‘Drop dead’!

6 This section may be followed up if needed by a questionnaire on psychological safety.

CHAPTER 9

Internal Systems and Processes

Internal systems and processes are how the team gets the work done. We can classify them in a variety of ways, but one of the most convenient is:

• Planning

• Decision-making

• Individual and collective task management

• Measurement.

It is tempting to view these as a cycle, but in practice they form yet another complex, adaptive system, in which each affects the other – sometimes in random, unexpected ways. For example, if a key team member is absent due to illness or being assigned part-time to a project group outside the team, this may force revision of plans and transfer of some tasks to their colleagues. More subtly, different decisions may be made in their absence than if they were present.

It was, I believe, the late, great Peter Drucker who opined that every system created by Man eventually ends up delivering the opposite result to that intended. He was thinking, in particular, of governmental processes, but the principle seems to apply universally. Unless systems are truly dynamic, constantly adapting to the environment, in which they operate, they gradually become less and less able to deliver what was intended. For a team, understanding how the key processes – technological, bureaucratic and interpersonal – work both in principle and in actuality is a key part of collective performance management.

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