Internal integration Batch 3.0
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This document discusses five key processes for managing internal integration within groups: 1) Creating a common language to facilitate communication and understanding. 2) Defining group boundaries and criteria for membership. 3) Distributing power, authority, and status through established rules and norms. 4) Developing norms of trust, intimacy, and relationships between members. 5) Defining and allocating rewards and punishments to encourage adherence to group norms.
Internal integration Batch 3.0
- 3. INTERNAL INTEGRATION • A group cannot accomplish tasks, survive, and grow if it cannot manage its internal relationships. Processes of problem solving and task accomplishment Processes that build and develop the group
- 4. EXPECTATIONS
- 5. 1. Creating a common language and conceptual categories: If members cannot communicate and understand each other, a group is impossible by definition. Problems
- 6. • To function as a group, the individuals who come together must establish a system of communication and a language that permits setting goals. • If several members of a group are using different category systems, not only will they not agree on their definition of what is real, what is fact, true or false, what needs attention, and so on.
- 7. ACTIVITY: CREATE A COMMON LANGUAGE • Define the wordTEAM • Define the main objective of your team. • What does it mean do deliver “good” Startup Results at the end of the program. • What would be GOOD metrics? • What would be ACCEPTABLE metrics? • How would you solve a “conflict”?
- 8. 2. Defining group boundaries and criteria for inclusion and exclusion: The group must be able to define itself.Who is in and who is out, and by what criteria is membership determined? Problems
- 9. • A group cannot maintain a good sense of itself if it does not have a way of defining itself and its boundaries. • New members cannot really function and concentrate on their primary task if they are insecure about their membership.
- 10. ACTIVITY: DEFINE GROUP BOUNDARIES AND CRITERIA FOR INCLUSION/ EXCLUSION • What are the rules for being part of your Company? • What does a member have to do to be excluded from the team?
- 11. 3. Distributing power, authority and status: Every group must work out its order, criteria, rules for how someone gets, maintains, and loses power and authority. Problems
- 12. • Every group, organization, occupation and macro culture develops norms around the distribution of influence, authority and power. • It is an effort to provide a system that gets tasks done.Those norms will gradually become generic elements in the cultural DNA.
- 13. ACTIVITY: DISTRIBUTING POWER AND AUTHORITY • Wo will represent your group? • How did you choose that person? • Who will be in charge of the internal communication and through what channels? • How will you decide on an important issue (voting, consensus, the representative will decide)?
- 14. 4. Developing norms of trust, intimacy, friendship, and love: Every group must work out its “rules of the game” for peer relationships. Consensus in this area is crucial to help members define trust and manage feelings of affection and love. Problems
- 15. • In organizations, the rules governing intimacy cover a broad range of issues, what to call each other, whom to ask for help around what issues, how open to be in communicating and wether or not personal relationships with colleagues are allowed. • In summary, developing rules for for how to get along with each other is critical to the functioning of any group and organization.What degree of intimacy is considered appropriate on and off the job.
- 16. ACTIVITY: DEVELOPING RULES FOR RELATIONSHIPS • What are the rules for the members to get along? (consider the degree of formality seriousness among members and to the team representative - behavior, language, etc.)
- 17. 4. Defining and allocating rewards and punishments: Every group must develop a system of sanctions for obeying or disobeying its norms and rules.There must evolve some consensus on what symbolically and actually is defined as a reward or punishment and on the manner tone administered. Problems
- 18. ACTIVITY: DEFINING AND ALLOCATING REWARDS AND PUNISHMENTS • What do you think is an appropriate “punishment” for the team member that does not complete his/ her part of the work? • Are there any rewards to members for their work and performance?
- 19. 5. Managing the unmanageable and explaining the unexplainable: Every group inevitably faces some issues not under its control.At a physical level: a nature disaster.At a biological and social level: birth, illness and death. Problems
- 20. ACTIVITY: MANAGING THE UNMANAGEABLE AND EXPLAINING THE UNEXPLAINABLE • How would you manage: • Birth • Illness • Death • Another situations