Common Team Issue #1 (upper left quadrant of the cycle)
There has been a significant change and teammates are struggling to adjust. On a larger scale, this could be a reorganization or a merger. On a smaller scale, this could be the departure of a trusted teammate or a change in leadership. Either way, workplace culture is altered and everyone must navigate the loss and adapt to new circumstances. Not everyone copes effectively. Some teammates pout while others protest. Those who can problem-solve usually help their teammates get unstuck. The stragglers create drag on the team’s momentum, especially if they add a toxic tone. The more time the team devotes to managing dysfunction, the longer it takes to get things back on track.
Common Team Issue #2 (upper right quadrant of the cycle)
A change has been recently processed but the team hasn’t reestablished its mission, values, and vision. The guiding light of the team’s new direction hasn’t been articulated and the behavior expectations that support the new goals haven’t been clarified. Conflict is natural as teammates jockey for position as rules and roles get defined. Until team norms and direction are clear, teammates will test limits in search of boundaries. Unless and until this platform is in place, team trust will be fragile.
Common Team Issue #3 (lower right quadrant of the cycle)
The team’s direction and values are clear but there’s no accountability for consistent words and behaviors that support this vision. Trust is put to the test every time a teammate acts or fails to act on a commitment. Connection is strengthened or weakened whenever someone follows or violates commonly held values. Disrespect erodes team culture while respect elevates diversity and innovation. Teams thrive when buoyed by psychological safety in the workplace and struggle in its absence (lower left quadrant of the cycle).
The easy part is determining what’s wrong with your team. It’s usually one of these three common issues. The hard part is knowing what to do about it. Perhaps processing the loss and introducing change-management skills might be helpful. Maybe the team needs to re-anchor its mission and culture. It could be just a matter of enforcing accountability for the values everyone agrees on but aren’t practicing. When all three of these common issues are addressed on a continuous basis, teams are empowered to explore, experiment, innovate, and create change. Where is your team in the cycle?
