Mutual accountability is a core part of healthy teams, even as various forms of accountability are a core part of healthy organisations.
“Members of great teams improve their relationships by holding one another accountable, thus demonstrating that they respect each other and have high expectations for one another’s performance” (Lencioni, 2002, p. 213).
Further, Stalhlke and Loughlin (2003, p. 34) in Governance Matters describe 'confusing forgiveness with accountability' as being one of the 'seven deadly sins' of organisations.
Accountability mechanisms are poorly defined, not used, or don't exist.
Poor performance or behaviour is tolerated, treated with understanding and forgiveness.
Annual performance reviews are rare or non-existent--especially at the board level.
Successful staff and volunteers are not affirmed.
Weak staff and volunteers are not supported or redirected.
When forgiveness fails to produce change in unacceptable performance and behaviour, judgement and unfair dismissal may follow, with accountability and redirection not happening."
Questions for Reflection/Conversation:
What types of accountability are part of your team (formal and informal)?
How might peer accountability be difficult on multi-cultural teams?
Other items to talk about?