“On the other hand, the agreement requires a higher level of commitment on the part of each person on the team. The agreement implies unanimity in terms of disagreement. If there is agreement, everyone really thinks that the direction of the decision and the measures that result from it are both their personal choice and the choice of the group. We provoked them and said, “You clearly don`t agree with where you`re trying to get there.” For orientation, the focus is on WHY. Why are we painting the bathroom? Why take care of health care in our country? Why does it matter? All agreements and disagreements are removed from the WAS and focus on why. We may still be passionate about disagreeing on the WAS, but it`s much easier to focus on a common WHY. So if you think about the conscience agreement against orientation, where are you really? If you are challenged with a culture of execution, if people seem to get it, but just don`t want to follow the behavior and consequence of change, where are you really? What helps you find direction and community during the conflict? What is the difference between alignment and conciliation? McKeever`s model, which he developed with the owner and partner of Aveus, Linda Ireland, shows when a high-level team should aspire to an agreement rather than a direction: and the consequence of this way of dealing with disagreements is that we are wasting time and energy turning our wheels. When you agree, you behave with new behaviours — some of them are clumsy, and you learn new skills and you begin to understand your market in a new way. Our disagreements can even be forged in a third way. Larger than the sum of the parties and well beyond a “win-win” compromise, this third path stems from the creative incineration of two (or more) people who engage in passionate speeches AND a deep enough listening to develop a whole new possibility. . an option that was simply not accessible from the inside. In teams, we may feel that we need 100% agreement or total consensus to move forward.

So if you don`t have a “performance culture,” then I guarantee you have no guidance.