In T5E’s latest series, correspondents have a closer look at the institute’s ‘PoR Culture’. This five-part series, based on extensive interviews with the PoR-holders across different verticals in the student body, tries to identify the factors that drive the craze for PoRs in the institute.

In Part 3 of the series, Sankalpa Venkatraghavan examines how teams navigate dry spells during their tenure. She also takes a look at the feasibility of introducing new initiatives.

Read on to find out more!


How are dry spells navigated by a team?

Dry spells of enthusiasm are bound to arise when a team works through the year. The following are some strategies used by various bodies across the institute to tackle this issue. 

  • Most teams consist of more members than strictly necessary to manage the workload. It is recommended that a team is organised and has a detailed work-plan for the year to coast through such spells which are bound to arise. Applications which are easier to fill and changing the selection procedure to highlight learning on the job to encourage more participation could help in building a team that consists of individuals who are highly committed to the team. Over the course of the year, a greater portion of the workload is given to those who show greater enthusiasm and demonstrate a good work ethic. Hence, these people can be counted upon to pick up the slack.
  • It has been seen that being more appreciative of team members and allocating different work (wherever possible in an organisation) helps in motivating them to stay onboard. Reaching out to members and trying to find the root cause of problems they may be facing and organising informal events also helps. Or sometimes, however, one just has to keep the team going somehow and wait for these bouts to pass.
  • Some members from the institute PoR bodies, however, disagree and say that dry spells are necessary for the team to regroup, especially after a long season of continuous work and that they’re not seen as a problem as long as the job is done on time.

How easy is it to undertake new initiatives?

Carpe diem. Seize the day. Make your lives extraordinary. However, this is not achieved overnight. Change is a continuous, incremental, and a long term process. Most changes, at the fundamental structural level, are often initiated only at the top level by Conveners, Cores and Secretaries. The implementation is often subject to time constraints and may not come to fruition within their tenure. While there are many bright ideas these often do not pass feasibility checks or may face budget issues. With some initiatives faculty approval is required and might not be easily met.

Every team is keen to give back and do a little bit more than the older team. This is often hampered by the lack of funds or time but teams still manage to grow over the years.

Stay tuned for Part 4 of the series! Write to us at for any suggestions, clarifications or feedback.

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