Gang vs. Team: We've got a team. We don't have a team. The distinction 'team' represents an ability to coordinate around specific topics for the purpose of producing mutually positive future outcomes.
This doesn't mean we all win; Not when we get into the domain of business, and the business of turning business to enterprise. Enterprise being the endeavor to provide reciprocal care between nodes, people. Autonomous agents now included.
The difference between a gang and a team is who does what > when > where > how that is consistent with a desired outcome.
"You're all not doing it right. Listen up, here's what we are going to do."
"Here is a base level concern for the project. Revenue. How might you address the concern of revenue generation, and I have some ideas that I'd like to share on how you could be most valuable, if you're interested."
The operational theory is that people welcome opportunity and possibility to take care of fundamental concerns. People are not so adept at defining reciprocation. Particularly, not in more fluid, virtual worlds. At least not explicitly in language. The art of creating team is the same as the art of inventing team > invite people to reciprocally transactional loops where both realize value < even if the value is a quick determination that the requisite expense does not match the perceived outcome.
Teams are created through invitation. Invitations to follow certain practices for the purpose of producing specific outcomes. Sometimes, alternate practices are valuable to review. Though, typically not where replication of proven practices continue to be validated and learning of a process is required to repeat the process. Invitations need to be dialoged out.
"In the virtual world this can be painful."
Because of the element of time, and the energy everyone needs to expend on the whole of their concern set. Whatever we are doing with them is not the sole source of their existence. Most everyone has others in their lives.
Internal vs. External: Sometimes we think the more information we give people there better. Actually, this is inversely proportional to output. Information we give people, past a certain point detracts from coordination potential. We call it the fire hose. Our propensity to overwhelm people with the depth of our knowledge that is not yet relevant. Focus externally first. This produces real cases to include team members on. Learning experiences are less about watching, and more about the actual practice of doing, then dialoging about the doing.
Invitation Real Time: Invite people to bring their already existing assets to the table. In the business to enterprise setting this means taking the time and care to invite people to what they can, and are readily interested in contributing to. This is called speaking to another's listening. And, the process begins with listening.
Distinctions: Speech Acts, Dialog, Continuums, Patterns, Territory, Maps, Unique Similarity, Perspective, Observation, Offer, Request, Counter Offer, Accept, Decline, Conditional, Criteria, Standards, Assessment, Assertion, Speculation, Declaration, Negotiation, Concern, Fulfill, Satisfy, Coordinate, Care,
Relation To Core: Acknowledgement, Observational Frameworks, Navigational Capacity, Bridging Realities, Human Interactivity's Ones & Zeros, The Language Of Coordination, Turning Business To Enterprise, Reciprocally Transactional Loops,