So it s about using an appropriate range of decision-making behaviors. Paralleled along with that is that conflict is managed constructively and not shied away from. The team recognizes that conflict is part of the process because it s a way for teams to express and clarify issues. The last element of teams is what I call a cooperative climate. People on teams don t have to love each other, but they should at least like or respect each other and recognize that they can do better together in a team than by themselves.
Most teams really don t have a good charter.
The boss comes in and says, Hey, why don t you go work on XYZ, and then walks out of the room. The team scrambles around and does some really great work and comes back to the boss and presents what I call the rock. The boss looks at the rock and says, Um, close but not quite. Okay, then they throw away that rock and go back to the drawing board. What a charter does is keep the rock phenomenon from happening.