Page 85 - Harnessing the Strengths

68 ■ Servant-Leadership in the Intercultural Practice

Both extremes are unproductive. There is nothing more
fatal for innovation in a team than having one consisting
of only creative people. Therefore, Belbin operated accord-
ing to two important game rules. First, criticism must be
constructive. If you immediately crush an idea because, for
example, there is not money available for it, you run the risk
of throwing the baby out with the bathwater. It makes much
more sense to agree that you will give criticism to an idea
only after you have fi rst also given two good things about
the idea. This increases the chances of not missing a truly
brilliant idea. The second rule is that criticism can only be
given in the form of a question, specifi cally: How can I help
you to solve the problem with your idea? This method is
called synectics. Thanks to this method, the rules for criti-
cism are bent just enough for unique ideas to get a chance.
And it works. As a result of synectics, teams are notably
more innovative and creative.

Global Versus Local

Many international companies have trouble with the
question of what should have priority: rules from the head
offi ce or unique situations on the local work fl oor? Some-
thing can be said for both, but it is diffi cult because the
decision for one shuts out the good aspects of the other.
Or should you do a little bit of both, even though it is just
a weak compromise?
The servant-leader takes a different path, a path that
leads past the choice for a compromise to a more productive
approach. This path starts with a positive view of culture
differences. According to intercultural specialist Milton
Bennett, there are varying phases of intercultural sensitiv-