Article update

[From Dag Forssell (941113 2230)]

Here is my latest attempt to cover the subject of teamwork in the
third and final article. I have benefited from further suggestions
from Phil Runkel and critique by Bill. Here goes:





Consistent application of the principles of HPCT to conflict
resolution, vision and mission statements and performance coaching
will go a long way towards creating trust and a sense of belonging
in an organization. Productive teamwork requires careful
integration of all these leadership applications. Results of the
early application of HPCT by Jim Soldani to leadership of a large
team in a manufacturing environment were summarized in the first
article, page 18.

Individuals in a team share a common goal, which becomes the team's
focal point. Many different kinds of goals can qualify as a focal
point goal, i.e: "Customer satisfaction with our services,"
"Performance to schedule," "Production cycle time," and "Quality of
which we can be proud." Such goals involve perceptions that can be
qualitatively defined, quantified at some level, measured on an
ongoing basis, and thus possibly be controlled.

While each such goal may be reduced to one measure, it naturally
breaks down into subgoals. You cannot perform to schedule if parts
are not available or don't fit. You can't be proud of your quality
unless your customer is satisfied and you have incorporated your
best know-how into your service even if your customer did not
specify it.

The focusgoal must be broken down with great care into subgoals
each teammember can perceive and control with the help of
appropriate information and resources.

To join the team, each member is asked to adopt the focusgoal and
appropriate subgoals.

As work progresses, conflicts of all kinds may surface. Some may
arise from the work, i. e. conflicting methods, resource
allocations or subgoals. Some may be personal, where responsibility
to the team conflicts with personal preferences, work habits and
emergencies. "Our shipment is late and I could make up for it if
I stay late, but tonight is my bowling night." "Joe didn't do his
thing so that's why I didn't get my part done." / "Joe didn't do
his thing, and when I realized it, I worked two hours overtime to
make up for it." "I need to take my wife to the hospital tomorrow.
Can you cover for me?" Team leaders can help associates sort out
conflicts, clarify responsibilities and make accomodations by
_Mapping and Influencing Wants and Perceptions_. Team leaders can
also help junior teammembers learn to control and perform well
through _Performance Coaching._

Development and coordination of goals takes time, and resolving
conflicts requires personal involvement. Jim's application of HPCT
paid off. His team won awards repeatedly for excellence with high

Most people crave the company of others. Consider Exhibit 1. The
first six levels of perception defined here are "experience
levels." As we live, move about, and work, we experience the world
around us with a rich assortment of senses. (Communication by
words alone starts at level seven and is nowhere near as rich in
sensory detail). As I work in the vicinity of people I like, I
experience my associates and develop a positive perception of them
individually as worthwhile human beings. If I don't like some
teammembers, I can still respect our mutual commitment to the focus
goal and we can both take professional pride in achieving and
maintaining our subgoals. This builds a sense of belonging, human
connection and team spirit. Relationships are strengthened by
awareness of each other as we cooperate in productive work.

For a theoretical discussion of teamwork based on an understanding
of the HPCT model, see _CT Psychology and Social Organizations_
(1980), a working paper by Bill Powers reprinted in _Living Control
Systems, volume II: Selected papers_ (Powers, 1992).

Comments welcome.

Best, Dag