The Sales Administration department was a close-knit bunch. Staff not only worked well together, they also shared lunch hours and some social time. The Sales Administration Manager was delighted at the collegiality and used it to good advantage on more than a few occasions.

“We're a team!” they would often say. “We don't need to be managed - we do it ourselves.” Then there was an internal reorganization.

The Sales Administration Manager was transferred to Marketing, and the Department was left without a leader for a period. This was shortly after Alicia had joined the team, and just before Joanne had discovered that her marriage was breaking up. Then Dora, the Receptionist who screened everyone's calls as well as looking after visitors, announced she was leaving the Company at very short notice.

The team took on the challenge with enthusiasm, as usual. Well, almost the team! Alicia was very new, so it made sense that she would be left to look after the 'phones while the team deliberated. Joanne was frequently absent these days, and not much help when she was present. No problem, we can make the necessary decisions without her.

After a number of intense hours of discussion, and not a little frustration all round, a solution was found. The desks would be repositioned and dividers removed so that all team members could see one another as well as the main entrance. This way any visitors would be recognized and it would become quickly evident if any individual was in difficulty.

Alicia was quick to object when she was informed of the decision. “I don't want to be ogled by everyone who comes into the lobby!” she stated. She was clearly not aligned with the hard-won decision, but after all she was new, and could be replaced if necessary.

Joanne was another, more serious surprise. “It works in theory,” she said, “but it isn't practical!” “Why not?” they'd asked incredulously. “Because the shared printer cables cannot extend more than twelve feet”, she answered, “and your layout exceeds that distance in several places.” The IT Manager had agreed and the proposed solution was 'dead in the water'. More importantly, the team's confidence in itself was shaken - to the roots.

What had seemed to be a highly effective spontaneous team was 'scuttled'. Why? What could have led it astray, nearly destroying it in the process?

Just because people get along well, spend a great deal of time together and freely exchange ideas, they aren't necessarily a 'Spontaneous Team'. Even though innovative decisions can result from such discussions, they aren't necessarily effective decisions. When key people are excluded from the decision making process they will feel dis-empowered. In these cases, important information can be overlooked, and the quality of the subsequent decisions will be questionable.

Spontaneous teamwork requires that anyone with something to contribute be welcome. The team needs to be constantly and continuously open to input, alert to potential contributions, and responsive to challenges on current thinking. All positions and ideas have the right to be heard and considered. Don't leave anyone outside the 'bubble' if you want Spontaneous teamwork to really work. There's more in the Staying in Touch section of the Andros Website. Come, visit with us. You'll be glad you did!