Since 2013, we have found that the center’s rapid growth soon surpassed the scope of individual capabilities. However, the center does not generate a “team” on its own. Still, it requires systematic effort construction and continuous optimization, and this process is jointly completed with each member’s participation and decision-making.
In the team-building of private non-enterprise and non-profit organizations such as DAC, there is a core focus, that is: personal self-development and organizational development vision need to be coordinated, which enables team members to have long-term interest and beliefs so that all members will not be overwhelmed by the phased central development dilemma. The physical space in the center and the main body of the legal person are only its flesh. What truly realizes cohesion, adhesion, and growth is the core values of the organization.
In the DAC teamwork, under the premise of the work structure developed at the institutional stage, we strengthen the use of each individual’s strengths, and then cooperate to compensate and offset their respective weaknesses, and unite individual forces in everyday actions.
In the discussion mechanism, DAC staff only differ in the direction of job division, not whether the work is essential or not; there is only a logical level of work docking. Speaking with reason, in the work advancement of DAC, this has increased a lot of communication costs. Still, this cost is the continued vitality and expected growth of the DAC team, which is the most precious.
The DAC team still adheres to “Empathic and Voluntary, Empathic and Voluntary, Symbiotic and Autonomous, Harmonious and Diverse.”