Page 107 - Harnessing the Strengths

90 ■ Servant-Leadership in the Intercultural Practice

and sometimes even repair fi ssures in the team. The best
Teamworkers know when a team is incomplete and fi ll in
the missing role. They understand what is going on under
the surface and are often the fi rst to sense that someone
feels rejected or excluded, even if the person has not yet
communicated this. Their skill contributes to lasting group
cohesion.
The dilemmas that emerge in this phase are illustrated
in Figure 7.3.
There is a tension that exists in the process of striving
toward consensus and the development of a mature prod-
uct. Endless discussion and consensus on every idea leads
to “consensus for half-baked products” (1,10). Refi ning the
embellishments can lead to losing sight of the actual use of
the product—for example, “gold-plating fl owers” (10,1).
The servant-leader chooses another way. You can’t
continue endlessly designing a new product, reconsidering
characteristics or adding new aspects. This takes too long

(1,10) Consensus for a Brilliant design,
half-baked product
beautifully rounded
(10,10)
Process of consensus

Gold-plating
flowers ’
(10,1)

Realization of product
Figure 7.3 Process of consensus versus realization of mature product