The foundation of every

great team is a direction that energizes, orients, and

engages its members. Teams cannot be inspired if

they don$$t know what they$$re working toward and

don$$t have explicit goals. Those goals should be challenging $($modest ones don$$t motivate$)$ but not so difficult that the team becomes dispirited. They also

must be consequential: People have to care about

achieving a goal, whether because they stand to gain

extrinsic rewards, like recognition, pay, and promotions; or intrinsic rewards, such as satisfaction and

a sense of meaning.

On $4-$D teams, direction is especially crucial because it$$s easy for far$-$flung members from dissimilar

backgrounds to hold different views of the group$$s

purpose. Consider one global team we studied. All

the members agreed that serving their client was

their goal, but what that meant varied across locations. Members in Norway equated it with providing

a product of the absolute highest quality$$no matter

what the cost. Their colleagues in the UK$,$ however,

felt that if the client needed a solution that was only

$75\%$ accurate, the less precise solution would better serve that client. Solving this tension required

a frank discussion to reach consensus on how the

team as a whole defined its objectives. Summarize this into two sentences.