Team members all have learned their craft in their own way. Even if they copy habits from others, they will still adapt it to their style. They integrate these solutions into their problem-solving skills. They do so, to solve the problems they have to solve.

Sometimes these problems are recognizable as the tasks that belong to their role.

In general, they are the problems they perceive as the ones that need to be addressed to create the desired result.

The reasoning for these choices may be people’s worldviews, perceptions, values, priorities, knowledge, experience, emotion, preferences, mood, mindset, or any other factor that adds to this list. It does not really matter.

Team dynamics are triggered by these choices and in turn influence further choices. Eventually, they become routines. Solutions, as well as conflicts, belong to the routines to then become predictable.

Even more so, when team members address the situation through the problems they perceive and with the solutions they perceive as the better one. Using their expertise they share the competence that seems most adequate to solve the perceived problem.

With as many perceived problems as team members, the proposed solutions are as numerous.

A more productive starts with determining the problem that wants to be solved.

A good bet is to question the person experiencing the problem.

A path rarely chosen. It seems to gives fewer opportunities to make one’s competence visible.