Keep the Fire Burning

When any two or more people conjoin in a work environment the distribution of a task goes from the individual that of a group. When bracketed together task can increase in productivity if accelerators, and not inhibitors, are used when working together. In a group the ability for coworkers to cause rapid sparks in learning, growth, and production occur because of greater collective participation. This spark of an idea uniquely fits into the analogy of a controlled burn.

There exists a requirement for the undertaking of a controlled burn in particular environments to maintain and enhance grasslands. Here portions of the land are cleared through burning. The controlled burn area begins through targeting an area, planning the burn, organization equipment and personnel, and then executing the burn in a precise manner. Important to all of this is the ability to “control” the actual fire. When comparing this activity to group work, there are clear lines of similarity. Through this measure we can grasp critical ideas that focus on productive, and not destructive, teamwork. 

To begin, in any group work the launching point starts by analyzing what needs done, planning a path forward, organizing the tasks, and then conducting the work. When cooperative work goes well there is a sense of flow to the work. Time can fade away and members focus on the work that synchronizes all members with their objective to finish the product. Great group work is created through harmonious efforts where the resulting outcome displays a product clearly greater than expected, had an individual gone it alone. 

ACCELERANTS

Getting to greatness takes accelerants, similar to a controlled fire, where there are products that cause the flame to continue burning and keep the spark lit. In group work, the greatest of these accelerants is trust. The feeling in a group that each member has each other’s back goes a long way. The advocacy for other individuals in the group similarity matches the power in fire. Recognition for one’s contributions, through challenging and meaningful contributions, creates cooperative group work and a ceaseless spark.   

Powerful fires are adaptable and those who control them take into account the adaptability of current conditions. Just as weather patterns change, especially winds, so does the capability of a leader who recognizes the unique and individual talents of each group member. Playing to the strength of your environment remains critical. In a similar manner, group work creates an environment impacted by adaptive conditions. Shaping an environment where both outside perspectives and experience can conjoin for a fresh perspective results in an emboldened flame.

INHIBITORS

On the flip side of this analogy resides the understanding that even the best of intentions can go astray when attempting to control an environment. This is referenced as an inhibitor; henceforward defined as roadblocks to good teamwork. Some inhibitors exist due to the bureaucratic nature of organizations where regulations, policies, and checklists stymie any attempt to keep a flame growing. Another inhibitor to adapting to one’s environment occurs when groupthink and the trappings of experience reign supreme. Similar to the outbreak of a rainstorm during a planned controlled burn, the actions of a selfish individual or the person who attempts to maintain control of critical information destroys the attempts to conduct work as a team. Lastly, the lack of transparency in any plan, similar to an unforecasted route of burn, creates hazardous situations to anyone in the group and completely inhibits great group work.

Managers and leaders can use this approach to thinking about their actions when working in a team. There are aspects well out of an individual’s control, such as rain, shifts in weather patterns, and hazardous winds when conducting a controlled burn. With foresight, the variability of risk may reduce and give a leader greater ability to control the spark in group work. Reduction of risk occurs with managers who oversee group work ensure members feel their contributions are not just illusions but recognized realities. When members viscerally feel the measures or oversight of their work creates meaningful solutions great work results. Also, when people feel free to challenge multiple solutions in a situation validation as an active participant occurs. One must not fear group work, but instead think of how you can work to keep adding accelerants to the fire and not act as the inhibitive extinguisher.