“An organisation’s greatest competitive advantage lies in building employee teams that have a synergistic mix of Striving Instincts. Teams composed of the right combination of MOs will unleash an energy that goes beyond that of a mere collection of individuals.
Conative diversity provides the multiplier effect that converts the otherwise limited creative energy of independent contributors into vastly magnifies productivity. Any one person, no matter how intelligent and committed to an effort, can contribute only through one zone in each Action Mode. No one can do it all. Some methods of problem solving will go untried unless a project is undertaken by a group of people with a variety of MOs. Synergy is a productive balance of instincts within a team. It is derived from a mixture of complimentary conative talents.”
Kathy Kolbe wrote these words in her book “Pure Instinct” at the start of the section on Team Building. In this article I will talk about Synergy (defined by Kathy as: the whole being greater than the sum of its parts), its opposite Inertia (definition: loss of productivity caused by uniformity of action among people in an organisation) and how they can have a positive or detrimental effect in small businesses and teams.
Previously I have outlined the principles behind Kolbe Wisdom™ and how, by using the 32-question Kolbe A Index, it is possible to identify the striving instincts that drive natural behaviours.
I outlined the four Conative Characteristics:
- Fact Finder – Gathering and sharing of information.
- Follow Through – Sorting and Storing Information.
- Quick Start – Dealing with risk and uncertainty.
- Implementation – Handling space and intangibles.
Each Action Mode has three Zones of Operation, which determine how the individual acts when using it.
- Initiating Zone: how they insist on beginning the problem-solving process.
- Accommodation Zone: how they respond to people and situations.
- Preventing Zone: how they avoid or resist problems.
We lead from different strengths and it is the mix of the intensities in each of these characteristics that gives rise to our individual ways of doing things – our modus operandi, or MO.
Anyone who has worked with a team that is at the top of its game knows how easy it feels to achieve great results, how the work that you’re doing just seems to flow from within you and how you just appear to mesh with your colleagues.
On the contrary far too many people’s experience of “team-working” is soured by the fact that it seems to be like trying to walk through treacle whilst feeling that everybody else is holding you back.
The definition of a true team is one where
- Members work interdependently
- There is reliance on others for contributions
- Success is dependant on others
- There are implications for team viability
Easy examples can be seen in sport in Basketball or Netball and in business in a Software Development Project Team.
In the first example there is synergy manifesting itself through the productivity of the team being greater than the productivity of individuals working independently. On examination of the Kolbe A™ analysis it will normally be seen that, from the collected MOs:
- 25% (+/- 5%) prevent problems
- 50% (+/- 10%) respond to situations
- 25% (+/- 5%) initiate solution
Outside these parameters there are potential problems and a definite loss of synergy.
Inertia – if the Kolbe A (or B or C) Indexes Synergy Report shows twice as much energy (normal is 20%) in the insist or resist zones or more than 60% in the respond or accommodate zone the group has Inertia.
The symptoms are:
- No momentum.
- Repetition of behaviour.
- Kittle variance in method.
- Ganging up on those out of step.
- Inability to break the mould.
Polarization – If the Synergy Report shows at least 30% in both the initiate and prevent zones, you have collective Conflict or Polarization.
The symptoms here include:
- Energy turned inward, against each other.
- Power battles, feuds.
- On-again, off-again efforts.
- Self-destructive team.
Depletion – This is the name given to collective strain (strain coming about when efforts have to be made which go against the instinctive grain). When more than 15% of the team have strain in any one mode it becomes an organisational problem. 25% is a serious problem; 45% is disastrous.
In this case we look for symptoms:
- Long hours, hard work, with little sense of accomplishment.
- Lack of job satisfaction.
- Ill-health.
- Substance abuse.
- Absenteeism.
- Fatigue.
Meltdown – this occurs when 15% or more have tension (caused by the efforts of working contrary to required processes) leading to Collective Tension.
Manifests itself:
- Employees don’t meet management’s requirements.
- Disappointment and lack of reaching objectives.
- Turnover.
- Labour / management disputes.
- “Communication” dissatisfaction.
- Bankruptcy, takeover and / or buy-out.
Sounds like a normal day in the multitude of dysfunctional small practices out there. Don’t despair there are remedies; coaching from a Kolbe trained consultant can help if you are in the midst of problems. The use of the Kolbe system when recruiting is even better as a preventative tool and that’s what I shall cover next time.
If you would like to find out more about using these fantastic tools in your practice or if you would be interested in a presentation to your study group or society contact Alun at alun@alunrees.com or on 07778148583.
First published in Apex the on-line Dental Journal from the Dental Learning Hub.
Recruitment is a difficult business and easy to get wrong, if you need any advice on using Kolbe to build your team get in touch.
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