So, what else gets in the way. Again, if it's a bad organizational learning and the team's activities, behaviors and patterns of interaction. What else gets in the way? >> So one of the other things that often gets in the way is the organization doesn't set a clear direction for the team or teams that are working on it. Or the team itself is unable because of the confusion in the organization to set a clear direction. So we often find teams sort of wandering around in the wilderness for quite a bit of time, trying to figure out what their goals are, what their purpose is, etc. Which uses a lot of time and it also connects, Allan, with what you were talking about initially in terms of time and resources and authority. Sometimes that can be on purpose. The organization wants to give the appearance that important issues are being addressed. So they form a task force or a team to look into it. But they don't really want to know the outcome, so that they give them an unclear direction or give them a direction that's so difficult to achieve that they could spend 100 years trying to figure it out. >> So part of that is a solution. Yes, we have a group working on that, and they can point to the group but it's not connected to any deliverable or time frame on which to make a deliverable. >> You know we, sorry Daniel you were about to say something. >> So the other thing that we wanted to talk about is rewards. How the organization rewards the team or teams. And oftentimes organizations, especially in the US, because there is a very much an individual focus on rewarding individuals in the team, rather than the whole team or the work that they're doing collectively. Where sometimes people in the teams are rewarded differentially, which creates havoc. >> Absolutely. >> And you've seen a lot of this, I think, in your work. >> Yes, so as an HR professional, when we work on reward systems, sometimes the very systems that are put in place to re-enforce it and behaviours are re-enforce it and actions end up inhibiting those. And rewards and recognition is one area where sometimes organizations send mixed messages and you give a good example of that. So what does the organization want to re-enforce? What it wants to reward. For example in an organisation that I once worked with there was a lot of rewards instituted for commanding individual performance, but what this organisation also was really combating with is to invite teamwork. So if you are rewarding individual performance and you're expecting behaviors to collaborate across functions, collaborate that shows division and exhibit teamwork, that's not going to happen. Because that's not what we are rewarding. >> We've seen this happen many, many times where the concept of collaboration and cooperation is espoused, it's articulated. But it's not what's measured and it's not what's paid for. Interesting how even when we talk about teams we often are in search of the most valuable player. And that's the way the organizations are often structured in terms of incentives and rewards as opposed to group or team awards. This is a cultural difference. >> Yes. >> Even within a nation, there will be a range of organizational practices. But certainly across cultures and across nations, this question of individual, collective or individual, group. We could continue to talk about disabling and the things that get in the way of organizational learning. But let's practice what we preach. Let's talk about strength based change. Let's talk about the things that organizations can do and hopefully are doing and can encourage to happen more often in terms of effective organizations, effective teams. So one way for teams to be continuously learning and contributing to their organizations is to have clear timelines, time frames, and deliverables. And to make sure that requests for resources are dealt with. So this is the up front framing of a project or a team to be effective. Those shouldn't be just assumed that they're in place. It should be explicit, and it should be intentional. So that's certainly one. And the other is that the team really shouldn't be just like-minded people, that I can huddle together because I know we've worked together before and I trust you. It needs to be people on that who are of a different mind. The group or the team needs membership that represents the range of views in the organization. If that difference can be brought into the team, then we can deal with it. If it's not in the team, then it's going to be excluded and we will not be able to surface those differences. Which will be creative tensions and allow us to achieve something positive. >> And what we're going to see next is a scenario that just speaks to what you just said Allan. A group of people, very successful people, who are going to a successful phase in the organization as well, what are they discussing, what are they bringing to the table. And again, the success, are they reveling in their success, are they celebrating their success, or are they moving forward in their path along with celebration, are they looking other factors that need to keep as team and the organization learning and moving forward? So our friend Quinn Bardel is going to give you a brief narration and let's take a deep dive into the scenario.
