Image courtesy of UFV
Given the premise discussed in the previous posting on levels of organization, it seems worth noting one major trend across all levels - different players with different roles. Given that all organisms are made up of organs, this, in and of itself, portends roles, right? In the vast majority of cases, it does. It seems obvious, but hang with for a moment, because getting this premise is important and it has implications for everything from your day-to-day life with family to economic systems.
Our bodies are healthy when each organ is doing its respective job well. Our teams succeed when we have the right people in the right roles. And, economically, we are most healthy when companies, states, and nations do what they do best. In this sense, we call it specialization. Specialization is a powerful method which leverages groups strengths to scale their expertise and trade with others, with the hope of saving resources overall, including time and energy. Without specialization, economically, our lifestyle would continue looking like that of a nomad or caveman.
For progress, roles must be emphasized, and leaders need to devote special attention to this. From a leadership standpoint, what's the biggest difference between roles within a human body and roles within a team of people? The answer is that one's typically far, far, far more flawed. The difference is that one is human-designed and the other isn't. Whereas the human body's organs are designed seemingly flawlessly with each organ in an ideal place with its own ideal role, teams are designed by us. Much is developed somewhat haphazardly, but even with great thought, we're bound to have errors. The reality is that we:
- Struggle to create strong systems and roles.
- Don't always select role-fillers that fit well.
- Are imperfect at putting people in the most suitable positions.
- Are challenged to adjust roles as people grow and times change.
These are not easy tasks. Indeed not. They are among the most complex and difficult responsibilities a person experiences. And, it only gets more daunting the more complex the systems get. Economists and politicians, among others, face remarkable dilemmas. Like in the case of the Chinese economy. Should the nation continue investing in being the world's manufacturer, or should they grow further into a more service-based economy? If the latter, how can they continue taking advantage of the manufacturing strengths of the Guangzhou area? Should they maintain the current level of state control on the economy or should they loosen their grip and allow local areas to specialize more as they choose? And, so on.
Let's bring it to the team level. How fitting is the design of your team for its purpose? Is each position important and are there any missing? Do all people fit well together, culturally? Culture fits are like blood types within a body - some types blend well and others are rejected. Jim Collins phrases it something like this: Get the right people on the bus, and then you can get each person in the right seat. So, then the next question is are the people on your team in the right seats? If you see gaps, you might consider getting a start at improvement with one of these personality/preferences assessments - StrengthsFinder, Myers-Briggs, Kolbe, and DISC.
How about you? Does your mission match with the organization you work within? Are you in the right seat? You may want to ponder on these questions within your family context as well.