The eight principles of moderation in team management methods

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I. Team goals should be moderate. Whether they are quantitative or qualitative goals, the principle of \"moderation\" should be emphasized. The goals should not be set too high, as this will not only make it impossible to achieve them but also cause frustration among team members, affecting their motivation. Nor should they be set too low, as that will lack a sense of challenge and prevent team members from feeling a sense of achievement. In other words, when setting goals, those that seem achievable with a little effort are appropriate; such goals can be reached through hard work, which naturally stimulates employees’ enthusiasm and motivation. Target management serves, to a certain extent, as a means of motivating employees, manifesting not only in spiritual motivation but also in material incentives. Under normal circumstances, neither of the two can be neglected. II. Set appropriate expectations for team members: The expectations placed on team members by team managers should be within the range of their capabilities; they should not be too high relative to their abilities, nor too low. Do not subject team members to excessive psychological pressure due to the high expectations of team managers, as this can lead to anxiety and frustration among them, and even suppress their inherent potential. http://www.isofans.com/data/attachment/forum/201611/04/134824om3royyoxxz1xoa0.jpg III. Team managers should be moderate in their treatment of team members; by using both kindness and firmness, they can achieve better results with less effort. During the Edo period in Japan, the lord of Okayama in Bizen was Ikeda Mitsumasa, who once said the following: \"A ruler who wishes to govern a country well must possess both virtue and authority, and apply kindness and strictness in an appropriate manner.\" If only minor favors are given without any authority, the people will act like children raised in indulgence who refuse to listen to advice, and it will be even less possible for them to become useful members of society in the future. On the contrary, if a strict attitude is adopted toward everything, it may make people comply on the surface, but it will never win their hearts, and things will find it difficult to proceed smoothly. Therefore, there must be fair rewards and punishments, and acts of kindness toward others – only then can true dignity be achieved. ”Mercy alone without power is useless; and power alone without mercy also proves ineffective. The most important thing is to understand the thoughts of the team members; if this cannot be done, even using a combination of rewards and punishments will not be effective. In terms of team management, if strict oversight is lacking and a lenient approach is adopted, employees are likely to become spoiled, behaving in a casual manner with no desire to improve. On the other hand, if the rules are too strict, it can cause employees to become fearful, appearing obedient on the surface but actually resisting, lacking initiative and interest in their tasks. In this way, not only will human resources not be utilized effectively, but the entire organization will also lose its vitality. Only when team managers are lenient at the right times can team members fully understand your attitude and feelings; only when they are strict at the right times will team members refrain from being careless or negligent! Fourth, praise for team members should be moderate – team managers should express their praise in a way that is appropriate in terms of intensity. Praise not only serves to motivate and guide but also has a critical function; evaluations of team members should be fair and accurate. V. Team managers should learn to compromise appropriately. People live in truth and freedom for the sake of beauty; those who can embrace the world with a more open mind and who love the world more deeply are, without doubt, the best ； Those who are the freest are also the greatest; it is in them that true beauty resides. VI. Team managers should speak in a measured manner. Jamyang Khyentse once said in his commentary on the ‘King’s Instructions’: When speaking, one must know the boundaries regarding what can and cannot be said, depending on time, place, and the people involved. Otherwise, if one speaks what should not be said, they act like a madman; if they fail to say what should be said, they act like a mute. In such cases, either things won’t get done or many mistakes will occur. It is clearly stated here that one must speak in moderation. Speaking in moderation is a communication skill that team managers should master. VII. It is necessary to create a sense of moderate tension among team members. From a medical perspective, moderate tension can increase the level of excitement in the brain, enhance its physiological functions, and make people think more quickly and react faster. A sense of moderate tension among team members can activate their potential and improve work efficiency. VIII. Allow team members to express their emotions to an appropriate extent. Human emotions can be summarized as the “seven emotions”: joy, anger, worry, contemplation, sadness, shock, and fear; or they can be expressed as joy, anger, sorrow, happiness, love, hatred, and desire. From a psychological perspective, human emotions need to be expressed, just as physical waste must be excreted. If one is unable to feel joy when they wish to, or anger when they wish to, and if such feelings are forced down, over time it is inevitable that depression will set in. Only by allowing team members to express their emotions appropriately can their difficulties be resolved, their psychological stress alleviated, and they can achieve psychological balance. Applying moderate management to a team sounds easy, but actually doing it is difficult. The difficulty lies in the fact that it involves a dynamic balance and harmony, which require constant adjustment and refinement. In short, without moderation, harmonious team dynamics are impossible; without harmony, proper management of a team is also utterly unattainable.