Choosing a collegeis a big decision. It seems to me that students who choose to pursue an education after high school often look at college as the only option in reaching that goal. The truth is the decision to attend college should be a strategic choice made because it is the best path to reach one’s ambitions.
“If you go to work on your goals, your goals will go to work on you. If you go to work on your plan, your plan will go to work on you. Whatever good things we build end up building us.” ~ Jim Rohn
This is the third article in a series of three explaining the MCG model for group development – Membership, Control, Goal. If you’ve ever been in a new or reformed team or group that seemed to take its time getting to task, you may have been experiencing the investment stages of membership and control. Start-up businesses are easy evidence of this.
“Contrary to popular belief, people don’t resist changes, they resist being controlled. …the corollary to that is people who plan the battle, rarely battle the plan.”
Pat Zigarmi, co-author, Who Killed Change?
This post is the second of three in a series about the MCG model of helping a group or organization develop. This includes developing greater team skill in resiliency and adaptability (beyond resiliency) in order to meet changing goals. Part 1 on Membership is here.
MCG = Membership, Control, and Goal. MCG is a useful model for leaders working with any team or group including those that being formed and those that are changing, such as gaining or losing members. In the CONTROL stage, group members encounter natural structuring and inevitable control issues that develop once the group has formed and has begun to set boundaries, testing the skills and knowledge of formal and informal leaders and team members.
ANYTIME a functioning group changes in membership including when it forms, status and or role questions arise. If someone leaves the group, roles shift, the group churns. Small groups are often microcosms of the organization and reflect organizational health in the way they form, grow, perform (or don’t), ebb and end.
This post is about how groups and teams form and develop. It starts with MEMBERSHIP.
During lean times, soft and more difficult to define structures of the organization tend to become more evident, sometimes uncomfortably so. There’s nothing like a crises or simply a good, healthy conflict for exposing what really matters to leaders throughout an organization making decisions. Peter Drucker once stated, “Only three things happen naturally in organizations – friction, confusion and underperformance. Everything else requires leadership.”
You may have heard how people are an organization’s most important asset. But really, well-known management consultant Peter Block says that people are often relegated to #7 on a list of most organization priorities.
There are very clear differences in the path an organization takes as it recruits, develops, and endeavors to retain its talent. As you consider your current use of talent today, are you using a Talent Constellation or a Talent Community approach? Here are some author viewpoints to consider.
What is your experience of the “make easy” aspect of the definition of the word facilitator? To what extent does an outside facilitator help you, a leader, planner, or group member researching this topic?
A quick answer to the title question for this post is the face value of “yes” it makes things easier, as well as the practical reality answer of “no.” Facilitation does connect to root meanings of the word, to “make easy.” However, any leader, group member, planning team that has worked with a professional facilitator/consultant DOES find out that with the freedom of having a facilitator/consultant partner, you will get some common questions. This is where the real work of facilitation and consultation can gain traction.