Next Action
A Proposal for Communication Among Paid Employees at Calvary Church
Project Outcome:
A developed culture of teamwork and execution.
Achievable Goals:
1) Creation of an understood and agreed upon system for staff communication.
2) A commitment by all staff to use the communication system to make available as much accurate information to as many people as possible as often as able.
3) A willingness by all staff to provide and accept feedback, trusting that other team members have the good of the church at heart.
4) An understanding among all staff that failure to utilize the system will result in re-affirmations of the team commitments from other team members.
Process:
1) Leadership Team sets aside time to identify each "Program" (and corresponding information) needing to be communicated. (likely this will stem from an evaluation of each of our areas of ministry)
2) Leadership Team sets aside time to identify each "Project" needing to be collaborated on. (the church calendar would be the ideal starting place for this discussion; these project pages could/should also include all our "teams" [finance, trustee, MTF, etc.])
3) Members of the Leadership Team set up initial Program pages using PBWiki. (this can be done together with help from David and others)
4) Members of the Leadership Team set up initial Project pages using PBWiki. (the recommendation would be for each L-Team member to have their own PBWiki page.)
5) David sets up a "hub" page on the church web-site with links to all pages.
6) New system is introduced to all staff members, they are asked to spend time acclimating to the system and evaluating for small changes.
7) All-staff training is held to train all staff members for use of PBWiki, as well as to clarify systems and lines of communication.
8) One month evaluation meeting is held to re-affirm commitments and iron out small glitches.
9) Congregational Education regarding communication is held (more on this later).
10) Six-Month evaluation is held to determine viability of plan, re-affirm commitment to plan, and make necessary changes to plan.
PROGRAM Examples/Possibilities:
- Celebration Gatherings
- Big Idea
- Order of Service
- Sermon Schedule
- Tech Schedule
- Workers Needed
- Guest Services Schedules
- Son Times
- Big Idea
- Workers Schedule
- Announcements
- Workers Needed
- the Wild
- Big Idea
- Planning Team Roles
- Announcements
- Workers Needed
- the Summit
- Big Idea
- Planning Team Roles
- Announcements
- Workers Needed
- Keenagers
- Missions
- Missionary Updates
- Local Missions Opportunities
- LIFEGroups
- Driver Information
- Weekly Questions
- Group Listings
- Congregational Care
- Shut-Ins
- Hospitals
- Calvary Classifieds
- Service Opportunities
- Link-Up
- Women's Ministries
- PPP
- CCS
- Bulletin
PROJECT Examples/Possibilities:
Sermon Series
PreMarital Seminar
Missions Conference
Deacon Baskets
Deacon Seminar
Thailand Trips
Leadership Team
MTF
CTF
Finance Committee
Trustees
CCS Board
A Final Word on the Congregation:
It would be my recommendation after this is all in place and running somewhat smoothly, that we begin a series of 3-5 minute talks with the congregation every Sunday morning for several weeks focused on "communication". We need to do a better job teaching our people how we communicate and as a result how they can find the information they want. It is good to put the info out there... It is better to help people find it.
Original Proposal Regarding Communication:
On Communication...
For the purpose of this paper, I will define communication as "effectively transmitting accurate information to the appropriate parties". Each of the five key ideas in this definition hold significant importance to a proper understanding of "good" communication. If any one of these key ideas is missing, communication will likely be ineffective or counter-productive.
INFORMATION. The general concepts which need to be communicated. (eg. "We need to communicate regarding the upcoming Contentment series")
APPROPRIATE PARTIES. The widest possible scope of people needing the information. (eg. "We need to communicate to all the LIFEGroup leaders regarding the upcoming Contentment series")
ACCURATE. The specific details needing to be communicated. (eg. "We need to communicate to all the LIFEGroup leaders the dates, material, and training sessions for the upcoming Contentment series")
TRANSMITTING. The actual methodology used to communicate the information. (eg. "Using our Newletter and Blog we will communicate to all the LIFEGroup leaders the dates, material, and training sessions for the upcoming Contentment series")
EFFECTIVELY. The processes used to ensure the accurate transmission of the information. (eg. "When we use our Newsletter and Blog to communicate to all the LIFEGroup leaders the dates, material, and training sessions for the upcoming Contentment series, we will include a request for feedback via email or phone")
Admittedly, these five ideas oversimplify the communication process and because they may not focus sufficiently on the receiver of communication, they do not necessarily ensure perfect communication. However, they can certainly provide a starting point for the development of effective communication at Calvary.
Communication at Calvary happens on at least three distinct levels:
- Communication among paid staff
- Communication from paid staff to the congregation
- Communication from the church as a body to the community of West Michigan
Due to the size and scope of Calvary's ministry, effectively executing communication in each of these venues is crucial to our ability to carry our Christ's mission in Muskegon and the Lakeshore. While these three levels do not necessarily represent a hierarchy of communication, it is generally true that breakdowns in communication at the first level will certainly lessen our ability to communicate at the second and third level, and likewise, breakdowns at the second level will diminish our ability to communicate at the third level.
In an effort to facilitate more effective communication, I would suggest a few axioms regarding communication which can be applied to each level.
1. Effective communication is TIMELY. It is transmitted early enough to allow for the proper response without being so early it is lost or forgotten.
2. Effective communication is MEMORABLE. It is transmitted in a precise manner, using effective devises (pictures, sound, diagrams, etc.) which do not detract from the message.
3. Effective communication is DETAILED. It provides all the needed information, without transmitting unnecessary elements which "muddy the water".
4. Effective communication is REPETITIVE. When I'm getting tired of saying it, my audience is just getting it.
5. Effective communication is CONFIRMED. Seeking response and reaction to communication is the key to making sure I got it right.
Communication from the church as a body to the community of West Michigan:
How a church communicates to a community is directly tied to how the church views itself. Churches designed to be more "attractional" in nature will spend more time, energy, and resources advertising their Sunday services or sermon series to the community. Often this type of communication happens on billboards, TV commercials, and via mailings and the web. Program based churches will use their communication efforts to inform the community regarding the programs they offer. Typically, these communications happen through brochures and/or ads on community bulletin boards in places such as grocery stores or coffee houses. Some churches choose to place the responsibility for communicating to the community on the their members. They encourage word of mouth advertising, and may assist their congregant's efforts by providing them with printed materials.
Calvary has in recent years chosen to scale back the amount of communication we do from our body to the community of West Michigan. This is due in part to a lack of funds to use in this area (which reflects a lower value on "advertising"). However, perhaps a bigger reason for our lack of communication to the community is a lack of understanding our identity. This possibility is also reflected by the reality that the majority of our communication to the community is largely disconnected and without purpose.
Although this is an area which should at some point be addressed, currently our greater communication needs lie elsewhere. For that reason, I will not address this area any more in this paper.
Communication from paid staff to the congregation:
Although we employ many different methods of communicating (bulletin, web site, info racks, news and notes, etc...) to the congregation, the effectiveness of our communication is deserving of scrutiny. Lack of communication is one of the most often heard "concerns" from lay people.
Communication to the congregation really happens in two different streams:
- All church communication. Information that is transmitted to everyone connected to Calvary.
- Departmental communication. Information that is transmitted to a specifically defined group of people.
One of the reason communication to the congregation is sometimes ineffective is because these two streams often get confused. We regularly use communication vehicles which are designed for the congregation and attempt to transmit information to a specific group. This creates at least two problems. First, the overall communication is muddied by extraneous information. Second, those who actually need the information often miss it, because they don't realize it is targeted specifically at them. For these reasons, communication to the congregation likely needs to start with a determination of "who" needs this information.
I will say much more later regarding these issues, however, to address this need before addressing communication among paid staff could be somewhat self-defeating.
Communication among paid staff:
Our ability to effectively transmit information in any setting is dependent on our ability to transmit information to and from each other. If we cannot effectively communicate as a leadership team (8 people), how can we communicate effectively as a staff (20ish people)? If we cannot communicate effectively among 20 people, how can we expect to effectively communicate to 1000 people? If we cannot effectively transmit information to 1000 people, how will we be able to advertise to an entire community?
Effective communication among paid staff requires more than occasional meetings, face-to-face conversations, a computer network and a shared calendar. While each of these tools can help enable effective communication, they will accomplish little on their own. Effective communication requires an understood and agreed upon structure within a culture of teamwork and execution.
A Culture of Teamwork and Execution
A failure to recognize the intricate connections between various ministries at Calvary greatly hampers our ability not only to execute with excellence, but to communicate to each other and the congregation. Too often we make decisions in our own areas which we perceive have no effect elsewhere only to learn later that we have detrimentally impacted another area of ministry. If we are to effectively communicate with one another, we must recognize that while each ministry has great freedom, none of us exist on an island. We must make an effort to recognize the regular and occasional ties that connect ministries to one another.
Teamwork demands a willingness to make as much accurate information available to as many people as possible as often as able with the option of feedback. These principles not only reflect the above definition of "good communication", they should form the backbone of a communication structure.
An Understood and Agreed Upon Structure
Currently, we have many structures of communication. Each ministry utilizes different tools and methods to transmit information to team members. While email is likely used by all, it is certainly not the only tool used. However, there currenly exists no agreed upon (or enforced) structure of communication for the entire paid staff. Attempts have been made in the past to centralize communication using the tools provided by Novell's GroupWise software along with our network storage drives. However these attempts have proven ineffective for a variety of reasons (attempting to identify or rehash these reasons at this point would likely be counter-productive).
Developing a structure for effective communication among paid staff will require four key elements:
- The defined structure must provide a system for ministries to make as much accurate information available to as many people as possible as often as able with the option of feedback.
- The defined structure must be sufficiently understood by all paid staff. This requires necessary training and support.
- All paid staff must agree to use the defined system as the primary (perhaps only?) method for communicating among staff.
- The defined structure must be enforced. Staff members must be willing to call on each other when the appropriate communication venues are not being utilized, and supervisors must be willing to address issues of "non-compliance". This type of enforcement may at first seem to be a "culture-killer" will ultimately provide for the needed culture of teamwork and execution which is vital for successful communication at all levels.
A RADICAL SHIFT IN COMMUNICATION PROCESSES
Following is a proposed structure for communication among paid staff.
Categories for Communication:
The majority of information needing to be transmitted among paid staff at Calvary relates to three primary categories:
People. A huge part of what we do is working with people. Information about people includes, but is not limited to: assimilation, care, benevolence, discipleship, ministry placement, counseling, and attendance. Currently, we are probably most effective in communicating this type of information to one another. From time to time we do discover instances which could have benefited from more collaboration. Our communication regarding people could likely improve greatly if the members of the l-team were simply to update each other with a little more detail regarding our "people-interactions" from week to week. (more practical suggestions later)
Programs. Our programs are the "main" vehicles we are presently using to accomplish discipleship. A rough definition of a program would be "an ongoing event which consists of largely the same participants meeting at a regular time for definable activities). Currently, our programs can be identified in the following categories:
- Son Times (Sun 8:45/10:30)
- AWANA (Wed 6:30)
- The Wild (Wed 6:30)
- The Summit (Wed 6:30)
- LIFEGroups (different times)
- Discipleship Communities (Sun 10:45)
- Celebration Gatherings (8:45/10:30)
- CCS (daily)
While more "program-type" activities might exist, these are the existing programs which correspond with our stated areas of focus. Because many of these programs happen at similar times and because they include many of the same people as well as members of the same family, it is imperative that we efficiently communicate to one another what is happening in each of these programs so that we can avoid "conflicts in choice" for people as often as possible.
Projects. This is a somewhat generic term which allows us to categorize many of the things Calvary does which do not fit into the previous categories. Examples of projects would include missions trips, special emphasis series (Justice and Mercy), special occasions (100 year anniversary), concerts, programs, etc. Often these types of projects require collaboration at higher levels than normal. Thus, efficient communication is important if we are to successfully carry out these projects.
Tools for Communication:
Rapid advancement in technology during the past few years has opened up possibilities in communication which didn't exist before. Those who are willing to take the time to learn how, now have the ability to work collaboratively with others more efficiently than ever before. On-line document sharing and social networking software now makes the transmission of information significantly easy and effective. Wise use of these tools could provide Calvary with a useable structure of communication which could eventually provide for more effective communication with the congregation as well as the paid staff.
The following are three tools, one of which might facilitate the kind of communication discussed to this point.
1. Backpack
Backpack is a time/project management system. Users create personal web pages with notes and lists. They may also upload files and pictures. All pages can be "shared", meaning they can be viewed by anyone who knows the web address (other users can also be invited to edit the page). Pages can also be shared via email, and content can be emailed to the pages, without having to visit the page. Backpack users may also create writeboards, which are websites which allow multiple users to contribute content. Backpack also provides a calendar for every user, which can be shared with other users.
How can a site like Backpack help us? Remember the goal is to
make as much accurate information available to as many people as possible as often as able with the option of feedback. Backpack provides a constantly updatable source of information which can be easily shared with multiple options for input and feedback from multiple sources.
Most simplistically, Backpack could provide for us:
- a method to publish weekly information regarding our programs (accessible by anyone we choose)
- a format to track the progress of collaborative projects (assignments, documents, interactions)
- a place to update information regarding people contacts made during the week
- a vehicle for regular feedback from those we are working with.
With a little extra effort, Backpack could be a tool for:
- Calendar sharing (different users can "subscribe" to other user's calendars)
- Communicating and collaborating with volunteers (the sharing and email options make this very simple
A side benefit of a tool like this is added accountability. The more we share information, the more we hold ourselves accountable to others. This type of accountability is absolutely necessary in order to foster a culture of teamwork and execution.
Here's how one pastor is using backpack:
I opted for the $5 a month plan for our church and am now using it across the board. And it's helping to get our act together. Seriously.
I post our elder agendas and others can add items (no more trading 1500 emails around every meeting... ugh), after the meeting, minutes and follow up action items go there. I can post documents for others to download or change. Some of our data lives there now in terms of numbers and metrics so elders can see at a glance my expense reports, etc.
I have a page for each staff person and can add to their to-do lists and see when items get checked off. My own personal lists are there- different pages for different things. I have a page just for ideas. I have a page of to-do lists (I carry a small pad with me and jot ideas as they come- then they all live on backpack) and my staff and elders can see how I'm spending my time, the projects I'm working on.To see how backpack might work on a project, go to the link below.
Backpack is user web-based meaning it is accessible anywhere, it is user-friendly, and would cost only $5/month/person (likely, only the L-Team members would need accounts) for the most in-depth usage.
2. Google Apps (particularly Google Docs)
Over the past year, Google has rolled out several new applications which mirror the software of Microsoft Office. Like Backpack, the ability to share and collaborate with these applications provides a potential solution for our communication plan. The primary tool which could be used for the type of communication we are discussing is Google Docs. This is an on-line word processing program which allows for sharing and collaborating. Because Google Docs is only a word-processing application, it does not provide all the options of Backpack, however, collaboration and sharing are slightly easier and more accessible. Like Backpack, Google saves a new version with each edit, so that old versions can be returned to if necessary.
The downside of Google Docs is the inability to collect feedback. While anyone may be permitted to view documents, unless they have permission, they cannot collaborate at all. However, if permission is given, a person has full rights to make any changes. (The difference with Backpack is that a separate writeboard can be setup as the vehicle for feedback).
The upside of Google is that it is free. It is also convenient that Google Docs can be saved in many different formats. (word, pdf, txt, etc.)
Other Google apps which would be of use to us in our efforts could be Google Spreadsheets, Google calendar (like backpack, sharing is available. church members can even look at your calendar if you'd like), and Google page creator (basic web-site creation could be useful in publishing links and pictures if necessary).
Steve and I have used Google Docs to work on curriculum; Mike and I have used it to edit documents for different task teams we've worked with. Using Google Docs is fairly simple, and because it is web-based, it is accessible virtually anywhere.
Click here to see a document that was created collaboratively. (Click on revisions to see the changes that were made over time)
3. Blogs and Feeds
Several of us currently use blogs to facilitate communication within different areas. Jamey communicates upcoming events using his Xanga site, Mike uses a private blog to facilitate on-going discussion with his LIFEGroup, Steve and I use a blog to provide resources and ideas to LIFEGroup drivers. Blogs are a great tool because they are free, easy to set-up, and publishing is quick and simple. Several blogging applications allow for multiple contributors, and virtually all blogs allow for comments by anyone. These two factors make blogs an effective tool for communicating and collaborating. One other added benefit of a blog is automatic archiving. Nothing ever needs to be deleted, and it automatically includes a date and time-stamp.
Blogs are free and are extremely convenient for quickly creating information. Using comments provides a nice tool for getting regular feedback and interaction from anyone. A great advantage to using blogs is the ability for anyone to view and comment without having to sign up for a user account.
Click this link to see a sample collaborating blog (created special for you)
The greatest limitations of blogs are the lack of features (no calendar, no task lists), and the inability to collaborate on a document with chronologically saved copies. Likely the calendar and task lists could be added using widgets of some kind, however, this would be less than user friendly.
The unique advantage of blogs is the ability of people to subscribe to blogs. Using a basic RSS feed (this is not complicated, it just looks like a foreign language), a person can set-up their computer to receive a notification any time a given blog is updated. RSS feeds are not limited, thus someone can subscribe to as many blogs as they like.
Putting it all Together
The main purpose of looking at these tools is to develop a communication structure for the paid staff at Calvary which will enable us to make as much accurate information available to as many people as possible as often as able with the option of feedback. Effective accomplishment of this goal requires the cultivation of a culture of teamwork and execution. Each of these software applications provide a means by which to cultivate this type of culture, and thereby gradually improve our communication among paid staff.
I would also suggest, however, that as our communication among paid staff improves, we will discover ways to use these tools to more effectively communicate to the congregation, and perhaps even to the community. I believe we can accomplish this. I would propose the following key ideas again as fundamental to our sucess:
- The defined structure must provide a system for ministries to make as much accurate information available to as many people as possible as often as able with the option of feedback.
- The defined structure must be sufficiently understood by all paid staff. This requires necessary training and support.
- All paid staff must agree to use the defined system as the primary (perhaps only?) method for communicating among staff.
- The defined structure must be enforced. Staff members must be willing to call on each other when the appropriate communication venues are not being utilized, and supervisors must be willing to address issues of "non-compliance". This type of enforcement may at first seem to be a "culture-killer" will ultimately provide for the needed culture of teamwork and execution which is vital for successful communication at all levels.
With this in mind, I propose the following steps to improve our communication among paid staff:
1) We create collaborative web pages for each of our defined programs (I would recommend backpack, but any of the above sites would work).
- The following list is a SAMPLE off the top of my head. it would likely require a great deal of tweaking.
- Son Times -- Outline Bible Story, Bottom Line, Key Players, and Tech Needs for the week
- AWANA -- Perhaps not necessary?
- The Wild -- Outline Order of Events, Main Teaching, Key Players, and Tech Needs for the week; also include precise statements regarding upcoming activities
- The Summit -- Outline Order of Events, Main Teaching, Key Players, and Tech Needs for the week; also include precise statements regarding upcoming activities
- LIFEGroups -- List of current LIFEGroups and their current "topics"; dates for upcoming LIFEGroup events; List of people needing to be connected; Drivers in Training
- Discipleship Communities -- List of current DCs and their current "topics"; dates for upcoming DC events
- Celebration Gatherings -- Upcoming Order of services; Monthly/quarterly Schedule; Instructions for Support Players (tech, ushers, etc...)
- CCS -- Calendar of Events
I am aware that all of us currently have all this information in different places. The big idea here is to get it all into the same place, to make it more accessible and to help us better understand what each ministry department is doing.
For the programs which have upcoming events, using precise language on these pages is crucial as it allows everyone to be speaking the same language about everyone else's department.
2) We create collaborative web pages for each of our defined projects.
- The following list is a SAMPLE off the top of my head. it would likely require a great deal of tweaking.
- Sermon Series
- 100+
- Mission Conference
- Thailand and other Trips
- Departmental Projects
- Children
- Students
- Seniors
- Spiritual formation
- Worship
- CCS
This kind of information sharing would mark a new level of teamwork for us. It is a good way to provide information to more people without having "too many cooks spoil the broth". Providing a place for feedback is healthy, but in this setting the feedback does not have the potential for derailing the project.
3) We create collaborative web pages for each of our defined "teams"
- The following list is a SAMPLE off the top of my head. it would likely require a great deal of tweaking.
- Leadership Team
- MTF
- CTF
- Deacons
- Finance
- Trustees
- CCS Board
- Leadership Research Team
- Departmental Teams
The level of detail for these pages would likely vary from team to team, however they would also provide a level of communication which would help us all be more informed and less dependent on "leadership team updates"
4) We all agree to use this system, and we agree that our team members will use this system.
5) We lovingly hold one another accountable to the system.
6) We evaluate and modify the system AFTER a preset time of experimentation. (It is useless to evaluate the system, however, if the system is not utilized)
While this may initially seem overwhelming, it is in reality, not a difficult transition. Since summer is a typically a time of winding down and then gearing up for the fall, it is the prime time to transition to such a change. A few large blocks of time dedicated to getting everyone on board would likely be sufficient to get the ball rolling initially. Those blocks of time might look like this:
- Working with the members of the Leadership Team to get the initial accounts and pages set up.
- Set up a central web page with links to all the needed pages.
- Meeting with the entire staff to talk about the general principles of communication and the projected plan. Introduce the "communication website" to the entire staff and ask them to spend time browsing.
- Meeting with the entire staff to provide general training, address questions, and discuss potential problems.
- Departmental Teams meet to talk about their pages and how they will administrate them.
- One Month Debriefing to address any presenting issues.
- Pre-Scheduled evaluation and modification
An Added Benefit
While the purpose of this paper is NOT to address communication from the paid staff to the congregation, a clear benefit in this area exists if we succesfully address communication among paid staff. Assuming an important part of addressing communication to the congregation is establishing the proper tools to effectively transmit accurate information to the appropriate parties, proper use of the plan above will ensure that the information transmitted is accurate.
Regardless of the tool used to communicate, the information being transmitted can very easily be gleaned from the tools created above. For example, any upcoming youth activity will have a precise statement of description at the Wild or Summit program page. This statement can easily be copied into any document or presentation to be communicated to the congregation (images can also be copied from applications like Backpack or Blogs).
Beyond the communication of coming events, the tools proposed above could also be used to facilitate far better communication with volunteer leaders and teams. Rather than always having to publish all new information, we could spend our efforts publishing "how" to find information. Rather than trying to hit all the right people with the right information, we can make all the information available to everyone, and focus on telling them how to find it.
A small benefit is a cost benefit. The more we learn to do things virtually, the less paper we'll use (likely our people will still print things out, so we won't be saving any trees). Over time, the savings on ink, paper, and labor could add up.
A Final Note on Feedback
I believe it is crucially important that we do a better job, not just of communicating, but also of listening and giving the impression that we are listening. Despite the oft heard complaint that we don't listen, we would all affirm that we do seek to listen and to hear those we minister to. Unfortunately, regardless of how much we listen, if the perception remains that we don't, we will struggle to gain buy-in from many different groups of people.
Building opportunity for feedback into our communication structures is a great way to change that impression. It is possible that we'll never hear anything we haven't already heard, but that is a secondary concern in comparison with the "chips" we win by changing the impression. It is more likely, however, that the more opportunities for feedback we provide, the more chance exists that we will hear something positive, beneficial, and even outstanding.
From Connection to Collaboration
Tom McGehee, author of Whoosh:Business in the Fast Lane, proposed the “road to collaboration.” He used the following words to describe this pat:
Connection – Coordination –Cooperation – Collaboration
Connection: simply sharing information. The very beginning of the road to collaboration is connection. For connection, I show up and let everyone know what’s going on with me, and then everyone else tells me what’s going on with them. Unfortunately, a lot of church staff meetings operate at this level. The staff members get along well and let each other know what’s happening in their individual ministries. They may even enjoy spending time together, but often the road stops there.
Coordination: acting in concert with one another. The purpose of coordination is to know what’s going on around me so I know how it might affect me. It’s mostly done to prevent problems rather than enable successes, but it’s a step in the right direction. Coordination is what I would call a “prevent defense” approach to staff interaction. Everybody lets everybody else know what’s happening so we can at least coordinate our calendars and prevent ministries from booking a similar event or activity at the same time.
Cooperation: looking out for one another. Cooperation is more proactive than coordination. It’s marked by the desire for mutual gain. The desire for collaboration usually prompts a group or team to move to this level of interaction. When individuals are cooperating, a typical interaction may sound like this: “I know you’re going to do this service project next week. Did you see this article in the paper about the community?” At the level of cooperation, people begin to look for ways to support and help each other be successful.
Collaboration: multiplying each other’s strengths to produce a result no one could achieve alone. In collaboration we recognize potential success that none of us could achieve on our own, and we realize that the only way to experience this kind of success is to have everyone working together. I know that my success and the success of the team are dependent on our ability to work together, to team up, to form an alliance that seeks the best interests of everyone on the team. Not only does collaboration bring out the best a group collectively has to offer, but in the process of collaborating, the best an individual has to offer is brought to life.
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