ABSTRACT
Emergence team members must understand from the time they have been chosen that essentially all the teamwork and action learning related work is their responsibility; the team leader, as noted in Chapter 3, largely functions as an adviser (as explained in Chapter 4). The required emergence team member insights described in this chapter flow naturally from this division of responsibilities and activities, and the definition of emergence provided in Chapter 1, plus the implications of the action learning and multi-ontological sense-making approach that are also described in Chapter 1. The need for ‘order’ (to satisfy the multi-ontological sense-making approach) is provided for the team from the sponsor’s written guidelines, plus the later sponsor and team leader dialogue and the EMCEE role, and finally through the dialogue with the team members. Team members must therefore understand what dialogue involves and have the skills to engage in it with other people, including fellow team members. This satisfies the need for order, although un-order demands that team members understand and possess the skills necessary to undertake action learning (Wikipedia, 2015), plus sense-making, dialogue, critical reflectivity and interviewing skills. These capabilities help ensure that the team’s results will be emergent.
