Mainstream management methods can only bridge the gap between functional and dysfunctional employees, bridging, at best, merely provides a communication link between competing subgroups. In order to close the gap, you need to conduct a purposeful search for a common meaning without creating intra-group opposition.

One way to do this is to form a Group Acceptance Pact (GAP). The GAP is an agreement, preferably in writing, to establish a forum where group learning and understanding are sought, where judgment is suspended, and agreement is not necessary. Acceptance is a critical factor in getting low performers to broaden their expectations enough to feel secure in a group. Underachievers are more likely to acknowledge the views of others if they are first accepted “as is” and not pressured to change as a condition of belonging.

The Group Acceptance Pact is simple to design. The following guidelines provide an opportunity for underachievers to practice self-responsibility in the safety of a mutually supportive group environment:

Keep focused

• Stick to the agenda.
• Do not bring up unrelated issues.
• Talk about one issue at a time.
• Fully explore each item before moving on.

Speak without blame

• Share only what you know first hand.
• Be truthful about what happened.
• Avoid faultfinding.
• Seek all the facts.

Comment without judgment

• Listen to ideas, thoughts, and recommendations.
• Resist speaking for or against suggestions.
• Avoid using gestures to express your concerns.
• Do not explain one person’s thoughts to another.

Set aside attachments

• Avoid aligning yourself in advance of the meeting.
• Be open to all possibilities during the meeting.
• Leave your personal agenda outside the meeting.
• Do not lobby others for support in the meeting.

Search for meaning

• Provide explanations as often as requested.
• Encourage comments, questions, and clarifications.
• Look for the best in whatever is said.
• Ask for examples of how things might work.

Acknowledge others

• Encourage silent members to provide input.
• Pay attention to each person as they speak.
• Observe a pause after each speaker is finished.
• Briefly summarize each speaker’s main points.

Participate fully

• Avoid side comments and conversations.
• Do not interrupt the person talking.
• Take frequent breaks to keep everyone fresh.
• Restrict outside telephone calls and messages.

Trust the process

• Do not change the process once it has begun.
• If the process is not working, ask for suggestions.
• Ask others how they feel about what is going on.
• Discuss why you feel the process is not working.

Managers who use the Group Acceptance Pact (GAP) discover that it greatly enhances the implementation of team building, decision-making, problem solving, and conflict resolution. The payoff comes from those participants who, by practicing self-discovery, are no longer dependent upon management to solve their problem. As a result they become self-directed problem solvers who can think for themselves.