Archive for March, 2010

‘Team Success - Critical Criterion IV’ By Etsko Schuitema

Tuesday, March 30th, 2010

teamwork-rowers

The Behaviour of Team Members is Value Driven

 

When a person is value driven in their behaviour they are able to differentiate between what is expedient and what is correct in any given situation and they act on the basis of what is correct. This suggests that value driven behaviour is a subset of the requirement of team membership because it is yet another attribute of the capacity to act for reasons that are higher than self interest.

 

This further implies that there is a clear understanding of and articulacy in core values among members of the team and what the behavioural implications of value driven behaviour are. The limits of the legitimacy of the team’s requirement to the team member’s subordination to the team’s agenda are reached when the team’s agenda comes into conflict with core values.

 

For example, when the requirement of the team is that a team member should do something which is fundamentally unjust to pursue the agenda of the team, then it is appropriate for the team member to break ranks and act on the basis of what is right, rather than what is in the interest of the team.

 

Earlier posts of the series:

Building Successful Teams - An Introduction

Team Success - Critical Criterion I

Team Success - Critical Criterion II

Team Success - Critical Criterion III

 

‘Team Success – The Critical Criterion III’ By Etsko Schuitema

Tuesday, March 30th, 2010

teamwork-posters

 

 

 

There is Mutual Respect among Members of the Team

 

When people suspend their self-interest for the requirements of the team their demeanour is fundamentally co-operative. If co-operation between team members is the hallmark of effective teams then competition between members is its nemesis.

 

When people are competing they are operating win/loose engagements with other team members which will eventually turn the ambiance of the team into a conflict ridden and hostile one. The outcome of this is that very quickly winning as a team member is pursued even at the expense of the overall success of the team.

 

The behaviour associated with competition between members of the team can best be described as ‘playing the man and not the ball’. The reason for this is that the competitive team member engages other team members in a series of win/lose engagements with the intent of winning. This intention means that the competitive team member wants to come first, and the there member therefore by definition have to come second. This person engages the other with the intent to put the other down, to negate the significance of the other.

 

By contrast, a constructive team member confirms the significance of other team members. This does not mean that they are obsequious. It does not imply that they are putting themselves down in order to affirm the other. It is rather than they have made their own significance irrelevant. Rather, in every interaction with the other team members they grant significance to the other.

 

The single word that captures this skill of granting significance to the other is respect. This is associated with behaviours such as patience and listening. The reason for this is that a patient person who is able to listen is able to suspend their own agenda in order to give attention to the agenda of the other.

 

Earlier posts of the series:

Building Successful Teams - An Introduction

Team Success - Critical Criterion I

Team Success - Critical Criterion II

 

‘Team Success – Critical Criterion II’ by Etsko Schuitema

Monday, March 29th, 2010

teamwork-skydiving

 

 

The Individual’s Task is related to the Overall Intent of the Team

 

The issue of benevolent intent operates on two levels. Firstly there is the issue of the benevolent intent of the organisation, and then there is the issue of the benevolent intent of the team. This second issue is, in a sense, a subset of the first. Let’s review

our GSK operator (see ‘Team Success - Critical Criterion I’ for earlier discussion on this). If we want to be assured that his job is meaningful to him we need to tease the following logic out of him:

 

Q: “Why do you run the operation according to a standard operating procedure?”

A: “So that we produce the right amount of product to specification”

 

Q: “Why should the product be to specification?”

A: “Well, if the drugs do not comply to specification they don’t save the lives we wish to save”

 

What this means is that the operator has to see the line of sight between the task that they do and the overall benevolent intent of the enterprise. Only once this line of sight has been established do we have a meaningful task. The difference between a meaningful and a meaningless task is not how menial it is. The difference lies in whether it makes a contribution to others.

 

If the member of the team is to go the extra mile for the requirements of the team, then going the extra mile has to be meaningful. What makes it meaningful is that the intent of the task is worthy, is benevolent. So, effective teams are teams where the individual in the team not only understands the benevolent intent of the team, but s/he also sees how the executed task contributes to that intent.

 

A subset of this issue is the issue of measures. Measures are helpful because they able the team member to quantify the degree to which they are going the extra mile. These measures are only helpful, however, when they actually measure what the team can influence. This suggests that measures should operate on two levels.

 

Firstly there are measures that are concerned with the overall effectiveness of the team, and then there are measures that reflect the key variables under the control of individuals in the team.

‘Team Success – Critical Criterion I’ by Etsko Schuitema

Monday, March 29th, 2010

 

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We discussed in ‘Building Successful Teams - An Introduction’ that the degree to which a group is successful is determined by the extent to which the leadership of the group seeks the intent to contribute among the members of the group.

 

It is also true that teams that are successful are ones where the member of the team goes the extra mile in pursuit of the objectives of the team. This suggests that over and above the leadership of the team, there is something that takes place in the dynamic of how the team operates that supports the contribution of the team members. In my experience there are 4 critical criteria for successful teams:

 

I shall deal with each of these separately.

 

The Team has a Benevolent Intent:

 

The issue of benevolent intent challenges the prevalent view on the purpose of enterprises. In my experience, most people think that the reason why enterprises exist is to render a profit to the owner of the enterprise. This premise fails to motivate the intent of the individual in the organisation to contribute.

 

Assume, for example, that you are an operator in a GSK factory that produces the silver bullet for AIDS, both as a prophylactic and as a cure. This is a miracle drug. A patient could be on his death bed about to breathe his last, should he take one of this pills he is walking around within hours. Also, if a person should take this pill once they will never get AIDS. However, you and your colleagues are not very inspired by your jobs and you really do the minimum that is required, and this is noticed by management.

 

One day the general manager of the plant has a brilliant insight into motivating the workforce and calls a big meeting in the cafeteria. In the meeting he basically announces the following: “Work very hard at making these drugs because if you do you will make a shareholder on the LSE very wealthy.” If you were an operator in this factory you would probably be very discontented at this point and will more than likely want to know what was in it for you.

 

However, should the general manager say something like “Work very hard at making these drugs because if you do you will save millions of lives around the world” you would feel much better about the job that you are doing and may even be inclined to go the extra mile in making the drugs.

 

The difference between the first two statements really lies in intent. The first statement makes you feel like you are being taken from, while the second statement really gives one a sense of making some sort of contribution, of giving something. Clearly, if the success of the team is dependent on people going the extra mile, it is only the second intent that really solicits that possibility.

 

We refer to this second intent as a benevolent intent. A benevolent intent indicates how the service or product of an organisation makes a contribution to the world. It phrases a reason which is noble enough to give people an excuse to rise above their self interest. The interests of the shareholder are never enough of a reason to do this.

 

Any enterprise has a benevolent intent. Any enterprise has a market that it is aimed at serving, which means that every enterprise is aimed at adding value to someone outside the enterprise. It is only once that has been achieved that there can be profit.

 

One has to bake the cake before it can be shared. In the broader sense, when groups are purely aimed at their own preservation they generally ossify and stagnate. Robust groups are groups that coalesce around a set of interests that are bigger than the group.

 

Examples would be the military unit that fights for the freedom of the nation, the sports team that plays for the honour of the province, the employees of an enterprise that is making a genuine contribution to its market.

 

 

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Practically this means that people find it easier to commit to a team or an enterprise when:

 

1. There is a clear understanding of who the customer of the organisation is.

 

2. There is a clear understanding of the immediate need that is fulfilled by the team. This means that the members of the team know exactly what goods and services are delivered to the customer.

 

3. The team members understand what transformation the enterprise is trying to effect. This means that there is a clear understanding of the difference between the before and after state for the customer. The transformation effected by an explosives manufacturer, for example, is the breaking of rock.

 

The transformation effected by a cement producer is the binding of aggregate.

 

4. The team members understand the benevolent intent of the organisation. This means that the team member can take the next step to see the implications of the transformation that is being effected. For example, when explosives break rock they unlock wealth. When cement binds aggregate nations get built.

 

 

 

Images courtesy:

 

http://www.flickr.com/photos/rubyg/1370919501/

http://alxa.ru/file/wallpaper/steel_puzzle_sphere_1.jpg

Building Successful Teams - An Introduction by Etsko Schuitema

Monday, March 29th, 2010

teamwork1

 

At Schuitema the work done on teams is based on the premise  that one can account for the success of any group of people on the degree to which the individual in the group is unconditional in pursuit of the group’s objectives. For example, people normally measure the success of an enterprise based on the degree to which it has produced a profit or a surplus. The question to explore here, is how does this profit or surplus come to exist in the first place.

 

We use the example of the three bakers: Assume one has three bakers who work together in a bakery and together they bake a cake. At the end of the month each baker takes a slice home and the slice that is left over one could call a surplus.

 

The question is, why does this surplus exist in the first place?

 

Surely the surplus only exists because the total cake that was baked was bigger than what each individual baker took home. So the question to ask here is, collectively have these bakers given more than what they have taken or have they taken more than they have given? Clearly, they have given more than they have taken. That indicates that a group succeeds based on the degree to which the individual in the group is acting for reasons that are bigger than their self interest.

 

 

when-do-groups-succeed1

 

This is true for any group. Military organisations succeed based on the degree to which the individual combatant commits to the cause, rather than being a conscript or a mercenary. Sport teams succeed based on the degree to which the individual player is will to forgo his own agenda for the requirements of the team. When this does not take place then one does not have a team, one has a herd of cats.

 

It is very important to understand the nature of this capacity that people can and do have, to be here to make a contribution. It has very little to do with what people know or how they are equipped. One could give the three bakers the most advanced baking equipment or the most sophisticated baking training, if every one of them was a malevolent bastard who was here to get as much as he could for giving as little as possible, the group would still fail.

 

This suggests that being here to contribute really is not so much about what people know or how they are equipped; it is an issue of intent.

 

The next question is, then, how does one solicit the intent to contribute. We have argued very explicitly that people do not go the extra mile for organisations, they go the extra mile for people. We therefore claim explicitly that the key attribute that distinguishes successful from unsuccessful groups is the degree to which the leadership of the groups solicits the intent to contribute among the members of the group.

 

 

 

 

The Care and Growth Model - An Introduction

Wednesday, March 24th, 2010

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http://www.scribd.com/doc/28862289

Dr Happiness Tells the Secret of Joy

Friday, March 19th, 2010

 

 

sofia

Have you ever come across a doctor who specifically coaches and guides you towards attaining happiness? Well there is one in Finland and her name is Sofia Kauko-Valli.

 

Sofia teaches entrepreneurship at the University of Jyvaskyla, Finland and also runs a Happiness Clinic at the university. She shares interesting facts about her area of interest:

 

 

You’ve researched largely on happiness. Could you dwell upon this interest and your findings?

Believe or not I started by studying stress and anxiety. I even wrote a book on that. However it turned out that as a result of constantly being involved in something very negative I started to feel miserable as well. It was a sign for me that it was time to change viewpoint. At the same time there was this major shift in the field of psychology and something called positive psychology emerged as a result.

 

In essence positive psychology is an attempt to balance the psychological view on us humans by concentrating on the positive side of functionality, looking at what already works. This line of research brought a host of topics to the forefront of study - happiness being one of them. In my own studies I have found that entrepreneurship as a choice tends to lead to happiness more often than being employed by someone else. Especially in the current time and age we live in, entrepreneurship gives you more flexibility on one hand and somewhat surprisingly a better sense of safety - both of which are essential for happiness and well-being.

 

What is the Key to Happiness?

One of the most surprising facts about happiness seems to be that most of it is created between our ears. What does it mean? Simply that what we choose to think about on a daily basis and what we concentrate on either leads us to a sense of satisfaction and happiness or into some kind of despair.

 

Happiness is not about our circumstances or about money as much as it is about what we choose to think about. In this sense each one of us can make ourselves extremely happy anytime we like. One of the quickest roads to sense of happiness is experiencing gratitude so it really pays off each day to think about the things that you have been given, the favors, the blessings and wonderful things that surround you on a daily basis.

 

Could you tell us about your work as the Dr Happiness?

When I received my PhD in Economics with the concentration on happiness, I wanted to do something highly practical with the knowledge that I had accumulated over the years so I started a virtual doctor’s office for anyone who would like to know about techniques to a happier and more fulfilling life. There is a sliding scale fee and I also do a lot of pro bono work just for the fun of it. I have run groups for women where I live and it has been wonderful to see how lives change as a result of knowing and applying some simple techniques to your everyday situations.

 

Which people are the easiest to be happy and which are the toughest ones?

I think it is very much about openness and ability to learn new things. If you have the ability to feel grateful you are well on your way to happiness. Taking yourself lightly helps a lot too in the process - it is easier to feel happy if you are not constantly worried about the impression you make and your position or the titles given to you. I think it is very hard for people who feel entitled, who are full of themselves (me, myself and I-lifestyle), who constantly think about what they can get (instead of what they can give and contribute) and who are bitter to find happiness in life.



Collaboration Creates Wealth - Howard Rheingold

Friday, March 19th, 2010

 

 

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Collaboration, rather than competition, is now the key to wealth creation on an aging planet. Howard Rheingold explains…

Schuitema Hero - Mussarat Piracha

Wednesday, March 17th, 2010

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There are people who achieve greatness simply by living life to fullest in their own set of circumstances. Success is not to do great things all the time but to do things in a great way. The following is an excerpt from a memorium article on a lady who defied the convention of her time in dealing with her physical condition and chose to ‘give’ in whatever way she could. This has been taken from the original article written by Saira Dar and published in Dawn Newspaper Pakistan on December 26, 2008.
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Mussarat Piracha’s passing away at the age of 65 was a source of deep sadness for so many of her friends and family members. An individual who defied not only disability but also death at more than one occasion, it was hard to believe that she now finally was no more, and her fruitful yet turbulent life had come to an end. Yet the fact that she passed away on Eid ul Azha (a day of worship and celebration for Muslims), proved that Providence had marked her as extraordinary till the very end.

Born in a well to do family, Mussarat was the sixth daughter of Sheikh Fazal Illahi Piracha, who in his lifetime served as a civil servant with the Indian Civil Service during the British rule and later joined politics, holding various prestigious offices. He was among the rare breed of Pakistani politicians who shunned material gains and equated politics with public service.

Of his nine children, eight of whom were daughters, Mussarat was both a source of joy and tribulation. When she was just a few months old, she was afflicted with the crippling disease of polio, which resulted in irreparable damage to her legs and feet, making her unable to walk. It was indeed a trial for the family to see this beautiful child become ‘disabled’ and to know that she could never enjoy a ‘normal life’.

Mussarat was to prove them wrong, and her zest for leading a full life surpassed even that of those who had no disability. In those days, there was no school that would admit a child with a handicap, but Mussarat was determined to educate herself. She eventually joined a small school near her home and in due course became an avid reader and writer, her special interest being Urdu and Punjabi literature.

Her brilliant and incisive mind coupled with a wonderful sense of humour and a humanistic approach made her a favourite amongst many highly educated and literary luminaries of Pakistan. She went on to write a moving novel in Urdu titled Pukar (Call), the content of which was partly biographical. The novel not only found favour in local literary circles but was translated into a number of foreign languages.

She later wrote another book in Urdu called Ajeeb Larki (A Strange Girl), which was a highly interesting account of her travel to England in the hope of improving her condition. She came back rejuvenated in spirit even though her condition was not altered much in physical terms. She also now had a motor operated wheelchair as opposed to one which required another person to take her around, and this gave her a greater sense of independence.

Mussarat’s most remarkable achievement, however, was a school she set up in Lahore. She was fully supported by her parents in this endeavour, but it was her own determination which made the school what it was, and the quality of education imparted to many young people, at nominal charges or even free of cost, was remarkable. “Mussarat Piracha’s Home” as the school came to be known, became a unique institution in the vicinity and was a truly happy place to be in, both for the students and the staff.

Mussarat’s personal life was no less remarkable. She defied conventional expectations and ended up as a very happily married woman, with a wonderful husband and caring in-laws, a blessing at times denied to perfectly ‘normal’ women. Such was the chamr nad strength of this lady that her husband stated recently, “Mussarat was my choice and I never regretted it.”

Not only did Mussarat marry, she even produced two lovely children even though doctors had declared that in her condition, pregnancy would be a hazard to her life. However, she was resolute in her faith and suffered long drawn hospitalisation and painful procedures to turn her dream of having children come true.

green-heartFate, however, was to put her to test again. One day, as she ventured out on her wheelchair with her maid, just to crossover from her home to her newly constructed school building, she was hit in the back by two supposedly stray bullets. Death stared her in the face, but she was determined to live. I remember her telling me, “It was as if I fought the angel of death, and told God that come what may I was going to live for my children.”

And so she lived, but paid a price for it. Being unable to walk had not been as much f a problem as the pain of this seemingly senseless affliction. Her life became a struggle with untold pain and her determination to live despite it was almost superhuman. For more than fifteen years, se became more or less bedridden, struggling through with incessant medical procedures and medicines to ease her suffering. She shifted her home within the school premises and supervised the school, while lying in bed. She carried on with her work till the school became impossible to run, more so because of financial reasons as most of the students expected to enroll for free.

At her funeral, there were people from various strata of life each of whom had a heartwarming story about Mussarat being a joy and inspiration. One recent addition to her household was a tiny girl from a poor family who had shown the keenness to study and whom Mussarat had volunteered to educate. This bright young child was moving around the house as if it were her own, keenly catering to the needs of the guests like a family member. Perhaps she was the last recipient of Mussarat’s benevolence, along with her own two children, who are now highly educated adults, both having studied abroad, thanks to the generosity of their mother who was willing to part with both of them for the sake of their education.

Indeed she will live on through them.

Images courtesy: http://fineartamerica.com/

What Journaling Helps You Achieve

Tuesday, March 16th, 2010

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Leonardo Da Vinci was one of the most genius men that ever lived. He was in perpetual awe of the Present and gained tremendous inspiration from his surroundings. We know this because he chronicled his awe towards significance in his diaries. It is said that he carried his journal wherever he went and noted down insights as and when they came. The man whose artistic and scientific exploration has continued to marvel us to date was aware of his own growth and maturation through his journals.

 

This is what journals can help you achieve:  

 

Identify the Design in your Life – Journaling helps you to see the ‘wood for the trees’. It helps you to see that a string of events helped you to be where you are in the present moment. You begin to see a design emerge from the apparently random events in your life. The design that you begin is see is marvelous because you could not have conspired 15 years ago to make yourself who you are right now. And over a period of time you realise that what IS is exceedingly better than what you wanted and could not be. You begin to trust life.

 

Read the Text of your Life – With time you will notice that a certain set of situations in your life are recurrent. And as you observe further, you will realize that something in your own behavior or attitude brings them on. So if you have attracted bullies left, right and centre you might have a problem of trying to please others, or not being able to say NO or being unsure of yourself. Each of us is unique and each of us have our own distinct ‘Text’. Only we can unravel it and move on to the next level. Journaling will help       you read that text.   

 

Better Decision Making – As you approach life with a sense of gratitude and trust, you will be able to make decisions that have the right balance of reason and emotion. Journaling helps you see situations with hindsight. And the ‘design’ will help you develop a foresight.

 

A Reflective Demeanour – Numerous conflicts around the world can be solved if those who are engaged in them, use their hindsight and foresight to reflect upon their intent and actions. We can improve only when we realise that we have done before could be done better, and journaling can help achieve this reflective atttitude. It is quite like a car manufacturer improvising on the make after using, and reflecting, on the previous model.  

 

Read Journaling - Seeing Significance in the Seemingly Mundane on the Schuitema Blog for tips of how to write a journal.   

One of Da Vinci's many journals

One of Da Vinci's many journals