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Third Secret Intermediate Goals |
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Intermediate Goals
Once everyone is on the same page in terms of the main
objective of the team, the next task is to elucidate the process by which the
team will reach that objective. In other
words, what is the plan? Process is
extremely important in achieving the final objective, and therefore justifying
the team's existence. Certain
personality types also react positively to a defined process because it creates
a sense of structure and security. This
cannot be overemphasized. Most of us
crave structure in our lives, of some sort.
The inspirational leader recognizes this and seeks to create boundaries
within which the team can operate, boundaries that make sense. This is why it is so vital to create a set of
rules for the team as soon as possible after the team's formation. These rules are in addition to the cultural
norms that exist within the greater company, organization, or larger entity.
Most of us tend to feel more comfortable once we know that
there are boundaries, and that there are rules.
Some personality types will stay within those rules and will see them as
completely inviolate. Others will see
them as guidelines. Some will see them
as restrictions. However, everyone has
rules for their own behavior. They may
not always seem obvious to all, however!
A team needs rules to define itself and to make as many
members of the team feel comfortable as possible. Without that kind of structure, there are far
too many possibilities, far too many things to think about that are not related
to the raison d'etre of the team. Again,
this is why we find so much comfort in political parties, belief systems, teams
and groups of all sorts. Structure,
rules and boundaries make it easier for us to focus on moving forward towards a
common goal. Chaos is chaos because it
is unstructured, insecure, uncertain, and scary.
Process is part of the structure of the team. It defines the way forward. It creates a map where the team members can
say "Ah! This is the way. I can do that!" To take another example, the Middle East "peace process" has recently involved a "road
map" that involves a structured plan where both sides can feel comfortable. It is the way forward. As we have seen, however, processes can be
derailed along the way when the team does not have a common goal. In the Middle East,
of course, that is the root cause of the problem, there is no agreement by a
majority of the stake holders in a common goal.
Therefore, there is little hope that any "road map process" can work.
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