Team prototype thinking in the eyes of a programmer (3) -- individual loneliness and team strength

Team 4: Who is the team and who is the team?

It is often seen that team managers require each team member to have a global view from the global interests. The team is not a manager, but everyone. The team is not a manager, but everyone. However, from the actual effect, this emphasis does not play a role. physical ownership is clearly owned by shareholders, not everyone. Talking about who the team is, in fact, about the ownership of the team, members do not have to question the ownership of the team, of course, the boss.

Are the team's interests and personal interests closely related? The efficiency of the team is improved, and the individual benefits and satisfaction are also improved. This is a clear truth for every team member. But why do our Managers emphasize this? Does the emphasis work? Is it the wishful thinking of team managers? We need to think deeply about the root cause. Why is this happening?

Obviously, managers are not at this level of question. Managers ask who the team is. They actually want to talk about the identity and sense of belonging of the individual to the team, so as to improve the cohesion of the team.

A team naturally has a common vision, whether large or small, whether invisible or explicitly constructed by managers. For example, the common vision of the original audience hunting is to solve the full problem. However, each individual has a different perspective on the team. First, the team members are not shareholders, so they will not look at them from the perspective of shareholders. Because the team members are not managers, they will not look at the team from a global perspective, I also don't know how to observe from a global perspective. What is global? Sacrifice yourself is global? The team members will only focus on their position and individual self to see if the team meets their internal needs and evaluate the team's status based on their own feelings, this perception of the team changes with time, location, and status.

The actual vision of the team is not built by the Manager, because the vision of the group manager and the vision of the individual in the team may be completely different, vision in publicity may be broken down by managers: milk powder, beautiful clothes, cars, houses, banknotes, rights, identities, springboards ..., self-satisfaction ..., therefore, the vision of a team must satisfy these basic needs and desires (hopes) of individual members. The desire for human beings is a matter of heaven. Team Managers need to think from a macro perspective to adapt to this principle and satisfy their individual desires, let every member of the team live a "good life", satisfying the metaphysical nature of the team. There must be an intersection. If there is no intersection between the individual vision and the team visoin, the team will not be a team. When building a team, the team administrator needs to find the team members who have an intersection with the team vision. This means getting on the bus first.

The team cohesion is closely related to this vision. The cohesion of the Team refers to the fact that all team members can see the same picture. This picture shows the individual consensus of the team, that is, the direction in which the team will develop and what the team is trying to accomplish, how the team members feel about the relationship among the members.

Cohesion is not instilled by "speaking", but by the individual. It is not by managers who say they can have something like the world created by God. This feeling comes from the process of "running. What managers need to do is to create a big environment, so that the team members are constantly aware of the "running" process and reach a "Consensus", so that the team's vision is more concentrated and clearer.

The sense of belonging of the team is actually the satisfaction of the team members. What makes individuals feel the same is the growth of the team, the contribution of the individual to the team, and the achievement of the team. The more I feel useful in the team, the more self-expression the team members have, the more powerful the team is, the more dependent the team members are on the team strength, and the stronger the cohesion. The sense of belonging is not actually the degree of possession of the team. Therefore, for individuals, the reference to who the team is meaningless. What I want is dependency rather than possession.

Who is the team? It makes sense to ask who I am, but it is difficult to identify that this question involves the philosophy of life. Maybe only when an individual is on the verge of collapse will he think of who I am. However, team managers need to consider who the team is, and managers need to find out who the team is? A team is composed of individuals who join the team for various reasons and interests. Once an individual joins a team, there will be a process of integration. In this process, the individual will have a strong sense of dependence and identity with the team, therefore, the team represents me to a certain extent. The team's excellence is my excellence, and the shame of the team is my shame. This feeling is equivalent to once the process is completed, individuals naturally drop their desires. The desire of a team is my desire to synchronize with the team. Personal desires and team desires

This principle is often used in team training. For example, if an individual makes a mistake, it will punish all the members of the team. When the number of times reaches a certain level, the individual will be invisible to the team, individual desires are virtually suppressed and forgotten.

Forgetting yourself is the highest level of teamwork. In actual operation, individuals in a team can only temporarily forget themselves. Changes in various States often bring individuals back to the vortex center of their desires, as a result, an individual's self-vibration between the team's vortex center and the Self-desire center is formed. The macro manifestation of this self-vibration is the team cohesion.