The Hierarchy of Team Needs
Maslow's hierarchy of needs is an interesting model to investigate our behaviours and motivations. In essence, he believes each layer of need must be satisfied before we can focus on the layer above. First we must address our biological needs of food and air, then our safety, followed by family and friendship, then self-esteem. Only when all these issues are addresses can we focus on creativity and problem solving. Critics have argued over the order and categorisation of the needs but it stands to reason that it's hard to focus on the future when your house is on fire.
I believe the same hierarchy exists with project teams. Assuming a team has the objectives, processes and tools they require, there are still needs that must be resolved before they can successfully focus on change.
Level One - The parts and the whole.
The study of personality types has gotten more scientific and potentially more useful when employing people or forming teams. However, I believe the vital ingredient is respect for yourself and others. A team can work with personality clashes and fiery discussions, and a little chaos may even be positive as rivals challenge each other to improve. A team will never progress past this level if the question keeps being asked, "What is this person doing here? How did they even get this role?"
Level Two - Security
This refers to the individual members, the project and the company as a whole. Ask yourself, "Is there a perception that their activity is a waste of time or won't be taken seriously by management? Do the final decision makers do what they want regardless of the recommendations? Are political considerations more important than genuine progress?" To properly visit the issues and move forward, a team needs to know they stand on solid ground.
Level Three - Trust and access to the truth
For me the truth goes beyond the facts. Facts are a small part of a story that can often hide the greater truth. The real truth sits with the ambitions of the owners and how they relate to the needs of consumers. To discover this, a team must be trusted to challenge and explore the brief. This is how to understand the future; measurable facts are interesting but belong to the past. If the team did not know why the project really existed, they will not know why their outcomes worked or didn't work.
Level Four - The higher awareness
When a team functions at this level, there will sometimes be a breakthrough in thinking that changes the game. This may make all the previous work redundant or shake up preconceptions of what the business is about. It is important these insights and innovations are recognised, not punished. Even if there is no "ah ha" moment, the successful team will lay out a plan that must overcome a lot of inertia. The question is, "Does the team have the authority to pursue success, not just answer the brief?"
Level Five - Bringing others on-board
Even if a team has worked together well, felt secure and respected, been trusted to explore fundamental truths and has made breakthroughs, it must have the will to see it through. Every-one likes strategy and putting together a plan, but implementing change and breaking down barriers is often hard work. What is your plan to successfully communicate your outcomes and inspire others to follow?
I'm interested in your experiences in the hierarchy of needs as it applies to project teams. Have you experienced teams who have been stuck at certain levels? Do you have a different opinion as to the nature or order of these needs?
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