Alignment And Agreement
“The main force that influences the threshold between direction and agreement is trust within the team,” he writes. “While the issue of trust deserves its own conversation, more trust means that more risks can be tolerated without the need for everyone`s agreement. Example: The acquisition of a product or business that has a significant impact on the focus, resources, customers and financial results across the company would strongly affect organizational risk. Although all team members (and their teams) are very affected, there is a high personal risk. Aspire to Unundt. Build: In your article, you enter an acquisition -; something that puts on the table a huge potential risk – like a scenario in which a high-level team may need an agreement instead of a direction. In your experience, what other events usually require the search for unity? Once this direction has taken place, it will be much easier for all parties involved to strengthen the decision-making process, which is most useful for forward-looking action to be taken with respect to our common WHY. We can appreciate and appreciate our very different points of view, because we have a basis of mutual respect and direction on which we can stand. So there is a bit of testing that we use with our clients to help us understand if they agree or agree. It`s quite simple, so number one: why do we tend to treat alignment and consistency in the same way? Maybe it`s because we like to go our own way and we don`t like the idea that people don`t agree with us. Maybe we never thought much and never thought they overlapped in one way or another. It is possible that someone, at the same time as his career, told us in his own way that he was equal. We confuse them by making us believe that if you agree with my ideas, you will automatically align with me.
We confuse alignment and adequacy, because there are traces of each of them found in each and separation they often seem counternatal. Build: How many times do the best teams have enough collective confidence to be in a potential focus on almost every topic – and rarely feel the level of personal or organizational risk that justifies the search for an agreement instead of harmonization? …”No, no, we have an orientation, we simply don`t have a culture of execution. If you agree, you are fully aware of the change in interruption that you are facing, but you have not taken full responsibility for doing something about this change and disruption.