Example of Strategic Pattern:
Spokesperson
The more dependable member of the team (sub leader) decides to represent the team in front of the client. This is more so when other members of the team have not inspired enough confidence in their abilities and better judgment yet.
HOW(Style):
This pattern can have both a formal and informal style. If there is an explicit decision to have one person act as a team representative, then the stye of communication becomes more formal, and may even be a strategic pattern. When this is done implicitly, without any kind of democratic decision-making, then the pattern is tactical.
WHO:
The spokesperson is a member of the team. Their responsibility is to represent the team for outside parties, like the client or a manager. The spokesperson should be regularly canvassing opinion, to ensure what they are representing is the true sentiment of the team, and not just their opinion
Cause:
This may happen for several reasons,
one because the sub leader knows that bad news would be better received coming from the sub leader. Another reason is that the sub leader believes, as may also be true, that they handle the communication with the leader/client more tactfully.
Another reason is that the other team members may be more comfortable with one person, the sub leader, managing their interaction with the leader/client, thereby becoming a single point of contact. Some team members may be shy and may not want to feel pressure to be called upon for explanations. Sometimes the sub leader is actually the person doing the lion's share of the work and feels like they would know what they are talking about as opposed to the other team members.
Sometimes the sub leader wants to ensure that the leader/client believes that the sub leader is doing work and therefore has all the answers, out of a simple need for attention.
Effect:
The leader/client may start to believe that the sub leader is the only reliable source of information on the team's progress.
The leader may not have any reason to have more faith in the other team member's abilities, and may start to get frustrated.
The leader maybe happy that they only have to take updates from one unofficial Point of Contact and finds the arrangement more convenient.
Example:
Denise speaking on behalf of the team while updating progress.
Hank: You were going to put them together as S functions. You mentioned that things hadn't gone as fast as you'd hoped. There could be two reasons for that. I am not trying to pass the blame but it usually comes down to two things, that it is a time on hand or you're stuck. If it is a time issue, then I know you'll find time, but if you're stuck then I need to know.
Denise: I've been sick. I was ill last week, and definitely not fine on Thursday and Friday.
Hank: So there are no big issues like understanding or functions not working, virus or bugs in the code.
Denise: No it is completely me being sick.
Hank: So we're waiting for Bob?
Denise: (updates on what she had tried to do the previous day)
Hank: So where are things at? Any action since the last, I missed one right?
Denise: Yes, we've made some progress.
Hank: Did you folks have a meeting?
Denise: Yes we did and we have pretty much decided everything, like everything that needs to be called and for the code blocks the ones that are pretty much not needed.