Which potential are you considering?
You might also contemplate your processes for recruitment, selection and onboarding.
Going deeper, you may reflect upon the collaboration within teams. Typical focus areas are clarity in purpose, vision, goals, and roles.
Eventually, we arrive at the individual level where factors such as competence, motivation, and personal traits are relevant.
My guess is that you can appreciate that when the interactions of these factors exceed a certain level of complexity, it does not really matter whether people agree on the potential for improvement.
The good news, however, is that it is possible to unsnarl the intricacy. I suggest you and I sit down and do precisely that. Doing so will result in a well-thought-out plan. Executing on it, leads to things being done better.
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There is a certain irony in the fact that people often agree on that things could be done better. Yet, no progress takes place. The reason is that the underlying causes exist on several levels and can be difficult to pin down. In addition, they have a habit of interacting and reinforcing one another.
In order for development to be successful you need to address a number of different factors. In descending order, they are:
Societal factors of which the overwhelming impact of Covid-19 is a prime example. In the short run, it is impossible to influence such factors, rather the challenge is how to
deal with them.
One level below, there is the interface between your organisation and your customers. We can examine to what extent processes and agreements drive or restrain cooperation.
Further down we find your organisation. You could consider the collaboration between teams as a function of your corporate structure, culture, and incentive schemes.
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I have seen change management initiatives turn into trench wars between the management teams who own the change and the project leaders who are tasked with implementing it. Normally sensible and well-meaning people are suddenly unrecognisable. Why is this?
Collaboration between teams
I would like to state a basic assumption of mine; namely that most people want to contribute in the workplace. If they across teams seem not to, it is because something is restraining them. What could those restraints be? Research into relational coordination gives us some clues.
Management Team development
In order to move the management team away from dysfunctional patterns, I provide a structure that facilitates keen dialogue. Also, I train members in problem-solving communication. When the structure and the new communication skills are combined, a shift occurs.