Social Architecture
It is easy to think that great teams are the result of the alchemy that occurs when the right people come together.
But this is only a part of what makes a great team.
There are a few other ingredients to social architecture.
We need a structure to hold the shape of the team. This includes boundary or threshold-crossing conditions. Many people might know this as a contract and roles and job descriptions. So many people discount the importance of threshold-crossing agreements. For example;
What are people expecting?
How do we respond to conflict?
How do we treat each other?
What are the rules?
Who is in charge?
How transparent are we?
How do we speak to each other?
How do we learn?
How is the money handled?
What is our purpose, the idea to manifest it, and the unique Pattern Integrity ingredients that are inviolate? This is the Vector of Power.
In the Syntropic World, this threshold-crossing agreement is called the Trust Manifesto.
We also need to invest in ongoing development, including the opportunity for people to advance their communication skills, to confront difficult issues, to speak truth to power, to stay steady in the face of conflict. The Dare to Care workshop teaches these elements. It also ensures people are self-responsible and agentic.
If people are not maturing as we build our enterprises, then we might suffer the horror of being trapped in petty grievances, gossip and backstabbing. I am gobsmacked by the incessant focus of so many traditional businesses on the profit margin when a cost centre of nasty people issues could easily erode the bottom line by 30%.
Great Social Architecture also requires Steward Leadership. The type of leadership that is comfortable with people being brilliant, agentic and empowered. A great leader considers their role primarily to enable great people to be extra great.
A great Steward Leader understands that the Social Architecture of the enterprise is key to this. They also have the ability to take a back seat role as their people rise. The purpose is more important than their success platform.
The final essential ingredient to a successful Social Architecture is the supporting systems and structures. Do we have what we need to be successful? While this is not always possible because constraints are both real and healthy, there must be enough wriggle room to enable wriggle and constraints to prevent overt chaos.
Great synergistic teams are rarely happenstance. They are thoughtfully designed.
We know we are successful when the requirement for leader/authority intervention is minimal.
Photo Taken March 5th, 2024, Article written January 8th, 2025.
