Three Cs model

Dannemiller Tyson introduced us to a theoretical model they call MCG (membership, control and goals) that we have used for some years to consider the development of teams. Over time we have come to see it as three iteratively connected Cs.

The first C is Connection.
When people are getting connected they are often anxious and seeking inclusion and their energy is focused on themselves. The types of questions which they may need to explore and share answers to are those which give voice to this and enable people to develop a sense that they will fit in and be comfortable.

• What led me to be here?
• These are my priorities right now.
• These are my experiences.

The second C is Community of Action
Once people are connected they can start to build a community of action with shared roles and responsibilities. This can be an internally competitive phase when people are still looking in on themselves and establishing their self-esteem. Questions and conversations should enable them to clarify the roles needed, share responsibility and feel they are valued.

• What roles do we need?
• Based on our experience what roles should each of us play?
• What ground rules or operating principles do we need?

The third C is Common Purpose
With a sense of connection, belonging and place in the community people are beginning to turn their energies out to support one another and seek common goals. Questions and conversations should enable them to develop their common purpose, principles, values and gain trust, commitment and support for each other.

• What do we want to achieve that will benefit us all?
• What do we know, or think we know about achieving this purpose?
• What are the process steps and actions we can take - who, what, when & how?

This is often drawn as a linear arrow with connection up front, goals at the end and steps on the arrow. Our sense is that the three Cs flow in an iterative circle through connection, to community, to common purpose, to higher levels of connection, a more actively engaged community and more ambitious collective goals and so on. However, when things come unstuck at any phase rather than pressing forward the trick is to move back.

Thus:

• Difficulties in reaching common purpose may mean people are not feeling like there is a clear sense of community with shared roles, accountability and clear operating principles and are resolved in Community.
• Difficulties in building a community of action may mean people are not feeling any sense of connection, do not feel valued or that they belong and are resolved in Connection.

The critical step in starting, and one that will be returned to time and time again, is that of connection. Getting started is about making those connections well.