The GILS-model is extremely suited for use in the training of managementteams and projectteams. In these teams interactivity and generativity figure at the forefront of activity. The model can then be used as:
- the central model around wich a teamtraining is designed
- part of a broader oriented teamtraining, for evaluating or training of required interactive behavior
Upon reading the main elements of the GILS-model experienced trainers will have seen the clear possibilities the model offers them, as for example:
- instruct the importance of the 3 main domains for interactive generating in effective teamwork
- evaluating foreperson-teammember interactions
- instruct the fundamental difference between unilateral and multilateral influencing in the second main domain: collegial generating
- training more effective interactive behavior between foreperson and teammembers and between teammembers around real issues in the team
- demonstrating how differing norms, values and visions about teameffectivity, rolefullfillment, responsabilities and interaction lead to predictable levels of interactive generativity
- discussing differing views on and generating groupnorms with starting teams
Again here we remind the reader that the GILS-model is in its intentions not valuefree. It departs from the idea that all workers (leaders inclusive) are equal partners in interaction directed towards generativity but do differ in level of competence and organisational position cq. responsablility.
The GILS-model is directed towards more horizontal relations. Leaders using "the commanding mode" can only use this mode when circumstances (temporarely) demand this and when they are (ex-post) able to legitimize their choices sufficiently in the eyes of co-workers who's commitment they need. Commanding by (mere right of) position is possible but this will in the long run be contraproductive to interactive generativity. One does create alineation.