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How it works (part 2)

1. Our process integrates two natural, every-day human activities, namely eating and perceptions.  This encourages daily reinforcement of the desired behavior within teams, and so results in more effective teams.

2. Furthermore, our process is designed on a blunt truism: as a team player, you must be able to stomach what you and your team do together. If you cannot, for whatever reason, then your team will be less effective. Being able to stomach something means that you either agree with it, or you are prepared to suppress your feelings and reactions. Obviously, few people are capable of suppressing their feelings and reactions totally or indefinitely. Invariably, suppression will surface in the form of abnormal or dysfunctional behavior.

3. A common dysfunctional behavior in organizations is passive aggressive behavior. Passive-aggressive behavior is the use of inappropriate behavior as a means of confronting a problem indirectly. It stems from a perceived lack of power and a feeling of powerlessness when interacting with someone perceived to be more powerful. But it can also be triggered when people are asked to nurture relationships (a) as a means to encourage co-operation or (b) as a means of re-establishing relationships harmed by competition: They may be afraid of being seen as weak.

4. In either case, whether an individual agrees or suppresses, perceptions play a role. Perceptions are reality and can impact dramatically on team effectiveness. Why? Because people do not behave according to strategies and instructions, but according to their perceptions of strategies and instructions.

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