Posted by Kathleen on March 17, 2010
Less is definitely more when it comes to structuring groups. Especially if they want to be extraordinary.
Thanks to the results of the field study that helped to shape Extraordinary Groups (Jossey-Bass, 2009), I now know that groups need Just-Enough Structure—and that this quality varies from group to group. Depending on that group’s purpose and depending on the members of that group.
Just-Enough Structure is the third of eight indicators of extraordinary groups (see March 4 and March 8 posts for the first two). It is the just-right balance between boundaries and freedom. Enough structure to define the territory, focus members, and help them feel grounded in their participation. And then lots of room for creativity, breakthrough thinking, spontaneity, and passionate expression. In essence, members develop only the plans, systems, roles and agreements necessary to help them move forward—but not so much as to become bureaucratic or burdensome. Specifically, these elements of structure …
- Support the achievement of the group’s purpose, outcomes, and any larger organizational expectations
- Enhance the ability of members to be collaborative, flexible, creative, and adaptive
- Create an environment that is both respectful and tolerant of a wide range of strongly-felt opinions and positions
To what degree do group structures (plans, systems, roles, and agreements)…
- Create a clear focus so that group members understand the work of the group and their basic responsibilities as a group member?
- Encourage collaboration and creative thinking?
- Help members be adaptive to changes in their environment?
- Fit with both the group’s purpose but also the values and style of group members?
- Encourage passionate expression, spontaneity, and good humor?
- Use unique interests and potential of members as a way to determine how their work will be organized?
- Shift roles as necessary to move the work forward?
- Change plans or strategies to best serve their purpose?
- Say things such as “I love the way we work together” or “These meetings are great—I’ve never gotten so much done and laughed so much before!”
- Focus on outcomes and pay less attention to the timing or sequence of my agenda.
- Have fewer items on any agenda to make sure there is enough time for in-depth discussion and the wandering-around conversations that are so important for creative thinking.
- Am much more tolerant than I used to be of behavior and expressions that are spontaneous, appear to be off-point, or seem insensitive to me—as long as the group members stay attentive and engaged and are headed toward our agreed upon outcomes. I constantly monitor my own judgmental streak around political correctness.